Domestic SMEs play a key role in production and employment, accounting for 98.9% of total enterprises, 74.4% of employment, 50.8% of production, and 49.0% of value added (as of 2016). However, they are faced with difficulties of survival because of continuous decrease in profitability, shortage of funds and manpower, insufficient accumulation of technology, minimum wage increase, and 52-hour workweek. In order for SMEs to continue to develop in such a difficult environment, we must constantly innovate our organization by making full use of our knowledge, information, experience and ability. To do this, CEO (management) leadership is very important to ensure that the best people are focused on the organizational innovation and management performance without moving the company. In this study, we wanted to establish empirically how the newly emerging compassionate rationalism leadership of SMEs business managers affected the innovation activities and management performance of companies. Research has shown that management’s compassionate rationalism leadership has a positive and significant causal relationship with the innovation activities and management performance of the enterprise. Therefore, SMEs managers need to learn the bottom eight strategic factors of compassionate rationalism leadership and use them strategically to make efforts to create positive emotions for the organization so that members can be immersed in innovative activities and management performance creation.

The purpose of this study is to present a business strategy plan to increase organizational effectiveness of small and medium-sized enterprises. The research investigated in the level of human resource activity, such as recruitment, education, evaluation, compensation and development for the employees and executives who are working at small and medium-sized enterprises where located in Busan and Gyongnam province. With this, the research carried out actual proof analysis on the level of human resource activity effects on organization effectiveness like job satisfaction and organizational commitment. The following implications can be acquired from the result of multiple regression analysis on the 201 employees of small and medium enterprises. First, small and medium-sized enterprises should carry out human resource management activities and improve research and development capacity to enhance organization effectiveness. Second, in order to improve job satisfaction of the members of small and medium-sized enterprises, the management should concentrate on recruitment activity and reward maintenance management activity and come up with strategies to enhance learning ability and external network ability. Third, in order to enhance organizational commitment of the members of small and medium-sized enterprises, recruitment activity, training activity, and reward maintenance management activity should be carried out and the management should come up with strategies to enhance learning ability and external network ability. In this research, the objective was only to find out antecedents of organization effectiveness, but considering that causality might arise among the antecedents, in the studies hereafter, the verification on the structural relationship of various factors will be needed.

Most Korean companies in the fashion industry are SMEs, and the role of the CEO and management ownership is important for enhancing the firm’s competence and developing strategies. The study aims to examine the effect of management ownership on company financial growth. In particular, the study focuses on the moderating effect of company age and size on Korean fashion SMEs’ financial outcomes. Financial data based on company financial statements from 2012 to 2014 was collected by the Data Analysis, Retrieval and Transfer System of Korea’s Financial Supervisory Service. A total of 295 companies’ (domestic fashion businesses) data was analyzed by the bootstrap method. The median sales value in the financial year 2014 was 47,492,403,958 KRW, and the company size was divided by it. The companies were in business for an average of 20 years. According to the results, the management ownership had a negative effect on Compound Annual Growth Rate (CAGR) for the three-years, and the relationship between the two variables was moderated by company age. Additionally, the interaction effect of management ownership and company age on 3-CAGR was also moderated by company size. When the companies had spent only a few years in business, a negative effect of management ownership for small firms and a positive effect of management ownership on financial growth for medium firms were found. These results suggest that small companies starting business need to manage their company governance structure to make flexible decisions, and after retaining financial growth, the companies can expand their businesses based on strong ownership.

This study analyzes the business performance of research and development(R&D) and especially studies the effect of technology management activity and technology innovation competency on commercialization performance. According to previous studies, the technology management activity can be composed of technological innovativeness, analysis of market, R&D method, and appropriateness for commercialization plan. Also, the technology innovation can be divided into patent, R&D manpower, R&D investment ratio, production capability, and marketing capability. On the result of the analysis, all the components of technology management activity are positively related with commercialization performance. In case of technology innovation competency, however, only production and marketing capabilities have influence on the business performance. Especially, marketing capability controls the effect of technology management activities on the commercialization performance. Consequently, technology management is very important activity for SMEs to succeed commercialization and SMEs should collaborate with production and marketing departments from the early stage of R&D.

The up-to-date small and medium-sized enterprises (SMEs) in Korea have tried to respond flexibly and rapidly to dynamic business environment and to establish efficient production management system based on information technologies. However, most of SMEs have faced with low applicability of the production management system resulting from high costs of introduction and maintenance. In this paper, a production planning and control system, that is S-PMS (production management system for SMEs), is proposed to solve the problem of low applicability and limited human resources. S-PMS enables production managers to efficiently collect and manage master data with the actual target production systems and explores the bottleneck process by means of simulation techniques to improve productivity. Furthermore, it implements rescheduling mechanism in terms of a variety of process routes. In essence, intuitive dispatching rules and integrated data management of S-PMS improve field applicability of production management system. Consequently, S-PMS is expected to be used as an efficient production management system of SMEs in Korea.

본 연구의 기본 목적은 한국의 중소기업을 대상으로 전략적 인적자원관리 관행이 이직의도에 어떠한 영향을 미치는지를 파악하고, 팀 리더의 감성리더십이 이들의 관계를 조절하는가를 살펴보고자 하였다. 이상의 연구목적을 달성하기 위해 선행 연구들에 대한 이론적 고찰을 통해 연구모형을 설정하였으며, 20 개 중소기업의 315명으로부터 수거된 자료를 분석에 활용하였다. 본 연구의 실증분석을 통하여 얻은 연구결과를 요약하면 다음과 같다. 첫째, 전략적 인적자원관리 관

It is very important the collaboration and risk management of supply chain between the parent company and its partners in the supply chain risk management(SCRM). It was known that the SCRM approach is very different between a large enterprise and a small and medium-sized enterprise. This paper deals with the suggestion about SCRM structure for a small and medium-sized enterprise. This SCRM structure consist of risk identification, risk assessment, and risk mitigation. We expect that this SCRM structure promote the collaboration between a parent company and its partners to alleviate the supply chain risk.

  This paper attempts to identify empirically whether the certification of Quality Management System affects positively to firm performance using the sample sets of 200 SMEs in Korea who have adopted ISO 9000 majoring in the domestic markets as well as th

Since the beginning of 2020, Corona-19 has broke out and spread around the world. In order to control the epidemic, China has adopted a series of measures such as delaying the resumption of work and production of enterprises, compulsory closure of restaurant and entertainment business, which have effectively contained the spread of the epidemic to a large extent. However, a series of policies in response to the epidemic have also traumatized the economy. In particular, it has caused great difficulties to the operation of small and medium-sized enterprises. This article conducted a questionnaire survey on the status of SMEs (small and medium-sized enterprises) affected by the epidemic. The results of the survey show that 85% of SMEs have a cash balance that is able to support operation for less than 3 months, indicating that SMEs have a high risk of financial vulnerability, and most SMEs face the risk of capital disruption and crisis. The central and local governments have successively issued hundreds of policies to help small and medium-sized enterprises overcome the difficulties. In addition to the well utilization of supporting policies of the government, small and medium-sized enterprises should seek self-help and development based on their own particularly on the working capital management. In this process, small and medium-sized enterprises need to be more conservative, pay attention to reducing expenditure, try to save cash by negotiation and signing agreements etc. and set scientifically credit conditions, use the Internet to strengthen cooperation, expand sales channels and smoothly survive this difficult epidemic period.

The purpose of this study is to explore and empirically analyze the factors affecting the financial performance of Korean small- and medium-sized manufacturing companies, which are relatively insufficiently researched, in terms of human resource management (HRM). In particular, this study intends to examine the human resource management activities focusing on the individual influences of workers’ attitudes on systems and policies as well as jobs and organizations. This study reviews previous research and discussions on the human resource management system, as well as the organization and job-related attitudes and financial performance of workers, for the formulation of two hypotheses. Among the HCCP data, the hypothesis was verified through reliability and correlation analysis and stepwise multiple regression analysis for small- and medium-sized manufacturing enterprises. The results show, firstly, that human resource systems and systems have the same effect, but there were differences in the degree of impact. Secondly, job satisfaction has a statistically significant influence on financial performance. Lastly, all worker/employee attitude determinants are statistically significant for both job satisfaction and organizational commitment. HRM, previously relatively overlooked, provided theoretical and practical implications by demonstrating the direct impact on financial performance and the impact of individual human resource management systems and policies.

일반적인 디자인경영은 경영이념과 디자인경영의 일관성을 강조한다. 기업이 소비자에게 기업의 존재와 상품 구매 이유를 명확하게 하는 것이다. 그리고 중소기업은 경영 환경의 특수성을 이유로 다양한 디자인경영 비전이 필요하다. 중소기업의 다양한 상황에 적용 가능한 디자인경영 과정과 체계가 필요한 것이다. 해결의 방법으로 제조업 중심에 중소기업은 지역사회와 소비자 관계에서 만들어지는 긍정적인 스토리를 기업의 이미지로 만들어가는 것이다. 소비자는 기업의 스토리를 통한 기업의 목적과 가치, 과정을 이해하고 신뢰를 하게 된다. 이러한 근거는 아더 쾌슬러(Arthur Koestler)의 홀론(Holon)의 이중 구조적 가치체계를 통하여 설명한다. 성공적인 기업 디자인경영을 위하여 경영이념, 브랜드, 마케팅, 소비자, 기술, 스타일 분야로 전문가 조언 집단을 구성한다. 효율적으로 대표를 보완하기 위한 전략 중심에 디자인경영 체계를 정립하고, 융합 디자인경영 모형을 제시한다. 또한, 제조업 중심에 중소기업의 융합 디자인경영 전략을 통한 성공적인 디자인경영을 소개 한다. 사례 기업은 현황 진단에서 성공을 위한 주요 요인 중에 2-3가지에 디자인경영 요소를 가지고 있다. 디자인 개발 과정을 전사적 의견 교환과 수렴으로 진행하는 죠이포라이프, 전통 죽공예 기술과 디자인 대학의 연구소 중심에서 성숙을 통하여, 직원들의 전사적인 협업과 제품 개발 과정의 체계화를 가지게 된 유한회사 테오리(TEORI), 기존 글로벌 브랜드 사업과 다른 디자인 중요도가 높은 벤처 사업과 유사한 한국3M사의 신규 학습용 스탠드 사업이다. 그리고 새로운 사례로 융합 디자인경영을 기본으로 (주)KM의 현황을 파악하였고, 대표이사를 중심으로 책임감 있는 공동체 정신을 기반으로 기획, 마케팅, 기술생산, 소비자, 디자인의 내부. 외부 전문가들의 지식을 융합으로 중장기적인 비전을 제시하였다. 대상 기업의 수출 시장 동향과 유통 중심의 지속 가능하게 할 수 있는 상품 개발 과정(Process)과 체계(System) 그리고 성공적인 사례 (Model)를 제시한 것이다. 디자인 경영의 핵심 결과물은 온라인 제품 판매를 위한 기업과 제품 이미지지 통합 과정이다. 소비자들의 의견을 조사하여 Check List를 제시하였다. 특히, 제품의 이미지가 될 수 있도록 디자인 요소를 부여하였다. 결론적으로 제조업 중소기업의 독창적 현황을 이해하고 스토리를 정립한다. 대표이사를 중심으로 기획, 마케팅, 기술생산, 소비자, 디자인의 내부. 외부 전문가들의 지식을 융합하여 중장기적인 비전을 제시하였다. 그리하여 디자인경영에 필요한 과정(Process)과 체계(System) 그리고 성공적인 사례(Model)를 제시하였다.