This study analyzed reality and problems of the existing financial support system for M&A to establish environment that can improve and vitalize productivity of small and medium sized company in technology convergence industrial field which has been a recent upsurge. Based on the findings, it investigated specific methods to make use of venture capital which represents civil direct financial market as a financial resource for M&A. Since the venture capital plays more important role in M&A financial market in technology convergence industrial field, the study investigated financial support methods for M&A so as to improve and vitalize productivity of small and medium sized company in technology convergence industrial field. Especially, huge sum of money is required for small and medium sized venture companies to develop technical convergence technology from the beginning and commercialize marketable product. Therefore, more aggressive financial support methods are required for M&A so that small and medium venture companies can enter the technology convergence industrial field effectively and improve their productivity thereafter.

Since domestic small & medium manufacturers do not break away from the frame of long-lasting low-productivity, they have to innovate their growth strategy from factor input driven model to productivity driven model. To make such productivity-driven growth, small & medium enterprises(SMEs) should innovate the company structure continuously in terms of productivity management system. Based on the diagnosis models for productivity management system developed by Korea Productivity Center, this paper intends to find out the core competence that influences on productivity performance of SMEs. The assessment models for productivity management system, which consist of 6 categories, 19 core processes and productivity management performance, are designed to diagnose the productivity performance of a SME by an auditor through an on-the-spot survey. This study is a result of the on-the-spot survey that diagnosed 50 SMEs in auto parts industry. According to this empirical study, the level of productivity management system of SMEs in auto parts industry showed 243 points, which was lower than the overall SME's average 295. It was verified that leadership influenced all of the categories but had no significant factor with productivity performance. However, the on-the-spot diagnosis showed that excellent SMEs possess excellence in production system through endless productivity improvement. The fact that, after the diagnosis, 96% of SMEs ed missions corresponding to leadership category and uted them has implications. This paper suggests which core process SME should concentrate on and make improvement on in order to make a productivity-driven innovation

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Econometric methods (fixed effects and generalized method of moments) are used to measure the relationship between the just-in-time process (mostly an organizational type of process), technology (R&D) and productivity. In these regressions we also include the control variables of wage gap incentive, capital to labor ratio, and education expenses for sales training to accommodate for other important influences. From the overall and quantitative analyses, we provide evidence to the hypothesis that both organization and technology greatly improve productivity of Korean manufacturing firms and sectors. In addition, not all firms and industrial sectors are influenced in the same way by all these factors.

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This paper introduces an agent-based simulation model representing the dynamic processes
of cooperative R&D in the manufacturing sector of South Korea. Firms’ behaviors were
defined according to empirical findings on a dataset from the internationally standardized
Korean Innovation Survey in 2005. Simulation algorithms and parameters were defined
based on the determinants on firms’ likelihood to participate in cooperation with other
firms when conducting innovation activities. The calibration process was conducted to the
point where artificially generated scenarios were equivalent to the one observed in the real
world. The aim of this simulation game was to create a basic implementation that could be
extended to test different policies strategies in order to observe sector responses (including
cross-sector spillovers) when promoting cooperative innovation.

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Venture companies are playing a significant role not only in leading innovations in various industries, also in the development of regional and national economy. In Korea, the number of ventures increased to almost 19,000 in the market (as of 2009), and more than 200 of them made over 100 million dollar sales even under the global financial crisis. Those top ventures, holding 5% of GDP, are now constituting an important axis of the national economy. Although the presence of venture companies in Seoul metropolitan area is still high, increase of venture companies with 100 billion won sales is significantly noticeable in local regions. Thus, it is expected that the venture companies take significant part in regional economies.
Furthermore, Korean government establish venture valleys and collaborating with local governments, plan to link them to specialized industries in region and new growth engine industries in order to develop venture valley as a core region for regional venture activities.
In order to make government's plan effective for vitalizing regional ventures, it is important to identify characteristics of the regions where the venture companies are actively created and survive longer. This is because as more venture companies are created and they survive longer, more companies are growing into the venture companies with 100 billion sales, in order to vitalize regional economy.
Therefore, the purpose of this study is to identify the differences that the venture companies are showing in their creation and survival in region or industry and to discover the factors that impact these differences. I wish this study helps government in establishing the policy for vitalizing regional ventures.

With the advent of the future aging society, the economic activity generated as a senior to solve the problem of demographic data based research is needed. Limited research on existing successes beyond, using large amounts of data to identify exactly the characteristics we would like to actively respond to changes in progress.
Venture business based on the ability of the chief utive of the company were affected by the existence of. Therefore, the company's core competency is the CEO and corporate strategy can be. Impact on the company's growth will be in any of these factors also vary depending on demographic characteristics, the question of whether it occurs.
This study was conducted with the subject of two steps.. Managerial traits of senior venture business to define and understand what the senior has a characteristic that is to grasp. Next, the youth group and the venture business ventures through the senior just groups for the unique characteristics were analyzed. Through each of the attributes of senior venture ultimately reveal the activation of the senior establishment to prepare for an aging society, some suggestions to have the main purpose of this study.

The purpose of this study to examine the relationships among small business entrepreneurs' characteristics, entrepreneurial orientation, and firm performance. On the basis of theoretical linkages among the constructs, a conceptual model and research hypotheses were established. Data were collected from 146 small business entrepreneurs in Korea. In this study, we conceptualized entrepreneurs' characteristics by three variables: self-efficacy, entrepreneurial experience, and industry experience. The results indicated that self-efficacy and entrepreneurial experience were positively related to entrepreneurial orientation, job satisfaction and managerial performance. The results also indicated that entrepreneurial orientation had a significant positive impact on job satisfaction and managerial performance. Specially, entrepreneurial orientation fully mediated the relationship between self-efficacy and managerial performance and the relationship between entrepreneurial experience and managerial performance. Implications and direction for future research regarding the developing strategies of small business entrepreneurs' self-efficacy and extensive experiences were discussed.