We argue that the mixed findings about the effect of outsiders in the new product development (NPD) literatures may result from the three critical assumptions of previous studies on the involvement of outsiders, change in available information, the level of perceived uncertainty : 1) the level of perceived uncertainty has a positive linear association with the probability to involve outsiders; 2) the involvement of outsiders will increase available information proportionately; 3) the increase in available information will reduce the level of perceived uncertainty. We challenge these assumptions by recognizing roles of information, information transfer process, absorptive capacity. We show why traditional linear relationships in previous NPD studies need to be substituted with inverted U-shaped relationships.

There have been numerous research articles on venture capitalists entrepreneurial opportunities. However, few researchers have investigated portfolio decisions of venture capitalists on growing venture companies. In this article, we investigate the venture capitalist’s portfolio decision-making problem from the perspective of limited attention profit maximization. Gifford(1992, 1993, 1997, 1998) proposed the so called “juggler model” for analyzing decision makings of venture capitalists. She argued that venture capitalists should economically allocate their attention among their portfolios of profitable venture companies. However, her modified management science model did not include any growth components. In this article, by adding a growth component to the juggler model, we analyze the portfolio choice of a venture capitalist who invests in a set of growing venture companies. The major propositions developed are as follows. First, the higher growth rates of portfolio venture companies, the higher opportunity costs of venture capitalists. Second, the optimal number of proactive management activities performed by a venture capitalist is inversely proportional to growth rates of portfolio venture companies.

This study analyzed the effects of currency crisis window dressing settlement on earning management, investigated the difference between venture listed firms non-venture listed ones in terms of earning management.
We examined the total 13,260 samples satisfying the analysis stards among the KOSPI KOSDAQ listed firms from 1997 to 2006.
First, when all listed firms were analyzed, there was earning management increasing the report earning in the period right after the currency crisis the window dressing settlement, comparing to the period of the currency crisis circumstance; on the contrary, little difference turned up during the period between right after the currency crisis the window dressing settlement.
Secondly, when we analyzed samples of venture listed firms non-venture listed ones, venture listed firms showed more earning management in the period right after the currency crisis than the currency crisis circumstance; however, earning management reduced right after the window dressing settlement. On the other h, non-venture listed firms showed the same results with all listed firms.
This study showed the effects that currency crisis window dressing settlement might have on earning management of venture listed firms. As a result, this study has its importance that the venture listed firms, pursuing high-risk high-return, showed more earning motivation under the dangerous conditions than the one of the usual circumstances.

Marketing is one of most difficult tasks for small venture company. A lot of venture companies have failed in the market after successful new product development. Because almost venture companies are technology oriented, they used to forget to analyze customer market first. They cannot set up systematic marketing strategy due to lack of resource experience. This study is on a failure marketing case of computer cooling system of Ji-Um Co., Ltd. in Korea. Ji-Um has tried to overcome OEM business of facilities of semiconductor product developed a cooling system technology. In spite of successful technology development, the marketing of product has failed. Main reasons of failure are mistakes of market consumer needs, wrong pricing, lack of knowledge for overseas market, irrelevant distribution strategy, etc. This case shows that small venture company should focus on marketing as well as technology in new product development.

This study is intended to analyze ststistically, by using T-test ANOVA, whether there are significant differences in technology transfer performance between those group who have been under royalty-based incentive systems. In study, the cases of technology transfer, royalty incomes, technology transfer rates R&D productivity are used proxy variables of performance
The research results are as follows;
First, technology transfer performance after application of royalty incentive systems is significant higher than before the application.
Second, whether facilitators are included or not in the incentive application scope, technology transfer performance, the cases of technology transfer royalty incomes is significantly dependent on the cases. Of course, the performance of facilitators-included- group is significantly higher than that of not-included one although there is no significance in technology transfer rates R&D productivity.
Third, in comparing technology transfer performance of groups classified by royalty incentive rate, technology transfer rates R&D productivity have significant difference between groups, while the cases of technology transfer roalty incomes don't have

This case depicts the process of merger & acquisition (M&A) as a part of development strategy of the E-l group. It mainly describes the actual M&A process, however it also discusses related subjects such as business strategy, corporate philosophy, business expansion to China the following outcomes, the original corporate culture. The M&A strategy alongside of the development strategy of the E-l group have been uted under strict principles. They have also become the basis for business expansion both in domestic global market. Consequently recent crisis related to temporary employment of the E-l group can be considered as a growth pain occurred during the corporate maturation process.