Imperfect information and labor market bias against small and medium-sized enterprises: a Korean case

Park, SoonAe; Kim, Byung–Yeon; Jang, Wonchang; Nam, Kyung-Min

doi:10.1007/s11187-014-9571-7

Cited by 5 publications

(4 citation statements)

References 41 publications

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“…Therefore, it is necessary to first select fields that can be improved, establish strategies, and determine practical and workable strategies for SMEs, while simultaneously addressing negative SME's perceptions among young job seekers (De Wit & De Kok, 2014;Park et al, 2014).…”

Section: Studies On Employment In Small-and Medium-sized Enterprisesmentioning

confidence: 99%

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Developing a Job Search Platform for SMEs to Resolve Job Mismatch

Lee

Chung²,

Kim

2023

International Journal of Asian Business and Information Management

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Section: Studies On Employment In Small-and Medium-sized Enterprisesmentioning

confidence: 99%

“…Proceedings of the 25th ACM SIGKDD international conference on knowledge discovery & data mining. Yang, J., Hwang, S., & Kim, S. (2014). Analysis of the determinants of employment and turnover in local smalland medium-sized enterprises (SMEs) of local university graduates.…”

Section: Limitation and Future Researchmentioning

confidence: 99%

Developing a Job Search Platform for SMEs to Resolve Job Mismatch

Lee

Chung²,

Kim

2023

International Journal of Asian Business and Information Management

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“…There have been conflicting arguments for this variable. Park et al [66] and Choi and Lee [67] claimed that joint research experience increased the implementation of technology commercialization. However, Saavedra and Bozeman [68] and Park et al [69] concluded that the development of research institutions and companies should be separate.…”

Section: Control Variablesmentioning

confidence: 99%

Effects of Technology Commercialization Proactiveness on Commercialization Success: The Case of ETRI in Korea

Kim

Cho

2022

Sustainability

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Public technology transfer and technology commercialization are attracting worldwide attention, but the research on the commercialization of technology transferred from government-funded research institutes (GRIs) to small- and medium-sized enterprises (SMEs) is scarce. This study aims to identify and prioritize the factors contributing to the commercialization success of technologies transferred from GRIs to SMEs and to quantitatively present their importance. We proposed novel concepts of SMEs’ and GRIs’ technology commercialization proactiveness (SME TCP and GRI TCP) as two main success factors. We conducted hierarchical logistic regression analysis and decision tree analysis for 301 SME cases that adopted technology between 2013 and 2016 from Electronics and Telecommunications Research Institute (ETRI), a representative GRI in Korea. As a result, SME TCP was measured based on technology transfer expenditure (TTE), and frequency (TTF) was confirmed to be the most important factor. In particular, the success rate was higher when TTE exceeded 151 M KRW, or TTF was three or more. In addition, the success rate varied greatly depending on GRI TCP, namely the degree and the type of GRI researchers’ support. These findings can be used as primary data when establishing policies to promote cooperation between SMEs and other GRIs and provide practical implications for both technology providers and adopters.

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“…As a result, the effects of HRM missteps in hiring, evaluating, developing, firing, etc., are likely amplified in SMEs where there are fewer “places to hide” (Messersmith and Guthrie, 2010). Evidence of his notion can be found in research which demonstrates that SMEs face unique HRM challenges with respect to retaining employees (De Clercq and Rius, 2007), which is compounded by the fact that SMEs simultaneously face difficulty in recruiting new employees (Park et al , 2014).…”

Section: Sme Hrm Formalization Social Exchanges and Tilmentioning

confidence: 99%

SME employee performance appraisal formalization and trust in leadership change

Belsito

Reutzel

2019

IJOA

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Purpose This study aims to examine the influence of employee performance appraisal (PA) formalization on changes to one component of the employee–leadership social exchange relationship within the context of small and medium-sized enterprises (SMEs). Specifically, it builds upon extant research on human resource management within SMEs, performance appraisals and social exchange theory to consider the role of performance appraisal formalization in effecting change in the level of trust employees have in their leaders. Design/methodology/approach To test study hypotheses, this study analyzes responses to two survey waves completed by employees of a US-based SME operating within the commercial construction industry. This SME formalized the PA process in between the administration of the first and second surveys. Study data were analyzed using hierarchical ordinary least squares regression. Findings The results of this study suggest that the formalization of PA has a positive effect on change in trust in leadership (TIL). Study results also suggest that employee perceptions of PA utility, procedural justice and satisfaction with the PA process are positively related to changes in TIL. This study also found that the effects of employee perceptions of PA utility and procedural justice on changes in TIL are mediated by employee satisfaction with the PA process. Research limitations/implications As a consequence of study design, the results found in this study may be limited with respect to their external validity. Researchers and practitioners are encouraged to use caution before generalizing study findings to other contexts. Practical implications This study suggests that PA formalization represents a means of increasing employee trust. Moreover, study results suggest that SME leaders hoping to increase employee TIL should be thoughtful about how they implement the PA process, paying particular attention to the usefulness of the feedback they provide and ensuring that the process of PA is viewed as being fair by employees. In doing so, SME leaders will enhance their employees’ satisfaction with the PA process, thereby increasing the trust they place in SME leadership. Originality/value This study extends research by considering the consequences of PA formalization with respect to changes in SME employee TIL. In doing so, this study heeds calls for additional research on the consequences of PA within SMEs, as well as sheds light on how PA formalization shapes the relationship between SME employees and leaders.

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Imperfect information and labor market bias against small and medium-sized enterprises: a Korean case

Cited by 5 publications

References 41 publications

Developing a Job Search Platform for SMEs to Resolve Job Mismatch

Developing a Job Search Platform for SMEs to Resolve Job Mismatch

Effects of Technology Commercialization Proactiveness on Commercialization Success: The Case of ETRI in Korea

SME employee performance appraisal formalization and trust in leadership change

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