Incheon International Airport (IIA) has become the great pride of Korea as it has grown to become a world class airport rated as the World’s Best Airport for its customer-centered service and innovative activities for seven consecutive years in the World Airport Evaluation held by the Airports Council International (ACI).

Incheon International Airport is creating a healthy business ecosystem where different functions such as – immigration, shopping, and transit – have been successfully aligned. This is the result of the collective efforts and passion of all the organizations that have coordinatedand worked tirelessly to bring in innovative changes with adynamic mindset. The role of Incheon International Airport Corporation is very crucial as it works as a keystone or leader that should provide the effective platform to allits business ecosystem members.

This paper traces and analyzeshow functions and roles of many different organizations were synergized to create a successful Incheon International Airport Business Ecosystem where members work cooperatively and competitively, co-evolve capabilities, and share value. This paper also examines the business ecosystem structure of IIA through the CPNT (Content, Platform, Network, and Terminal) Model – from a device standpoint, IIA is just a terminal, a place where aircrafts take off and land and manage immigration; however from a business ecosystem standpoint, it is a platform that not only provides solutions but also serendipities and emotions. Furthermore, the role of Incheon International Airport Corporation as a keystone and how it creates and utes its platform strategy will be investigated. Lastly, the healthiness of the IIA business ecosystem is assessed through the three health indices: productivity, robustness, and niche creation. This paper provides a strategic model for business management from a new perspective through analyzing the healthiness of the business ecosystem and platform competitiveness of Incheon International Airport.

The objective of this research is to find out the antecedents and consequences of SME manufacturers' private label production in consumer package good industry. The authors adopted two different views, power-dependence view and marketing effectiveness view to explain this phenomenon and presented conceptual framework which integrated the major determinants of private label production. To verify the proposed research model and hypotheses, data were collected from 142 manufacturing companies. From power-dependence view, findings indicate that SME manufacturer's private label production is strongly related to its dependence of a focal retailer and directly connected with trade fairness of a retailer and manufacturer's specific investment. From marketing effectiveness view, unexpectedly, private label production is not related to its marketing performance. However, it connected with NPD capabilities and product cannibalization. The research implications, limitation and future research of these results are discussed.

This research is focused on the exploration of the 3rd generational entrepreneurship. The purpose of the inquiry is the figuring out the source of entrepreneurs and adequate habitat for the new generation. We divide the entrepreneurship into three generations based on the HEROS model. That is composed of Habitat, Entrepreneur, Resource, Opportunity, and Synthesis process. The first generation entrepreneurship results in the current groups of Large firms in the heavy industries like shipbuilding, automobile, chemical, electronics industries and so on. In this era, firms try to substitute the imported goods and economic growth. The second generation entrepreneurship starts in late 80s when the high-tech based SMEs, new ventures emerge in high-tech and high-touch industries including internet, medical, communication, arts & culture, and so on. The boom and adjustment occurs in early 21 century. It is necessary to supply new entrepreneurship to meet the current needs of job opening and to provide social and economic solutions. The next generation entrepreneurship is at the phase of exploration in the diverse areas and dimensions. The new supply of entrepreneurship is driven by governmental policy focused on social entrepreneur and auto-entrepreneur. Additionally, new source of entrepreneurship can be founded in the field of academic entrepreneurship, corporate entrepreneurship, military entrepreneurship, and user entrepreneurship. HEROS model is designed to figure out the difference between generations from the institutional entrepreneurship

Spending on research in South Korea been growing. In this study, we
introduce the legal analysis for IPR like patents, copyrights, etc.
First, current copyright law(Art. 23, Sec.1) allows to open some writings previously published in the textbooks under high school. Can this custom be justified? There is conflicts between right of education and intellectual property.
Second, assembly recently revised copyright law to allow retroactive protection of copyrights. This is related with WTO/TRIPs.
We review preliminary issues before concentrated research.

JEL classification: L13; D43

The present small-enterprise policy which has been establishing since IMF crisis in 1997 has been very meaningful in the sense that the policy has made relevant regulation, laws, etc. for small-enterprise whose business units are making 87.5% of total businesses and employees comprising 38.9% of total number of employees in Korea. Yet the policy nature as welfare and a count-measure against unemployment has resulted in numerous number of livelihood start-up and in turn structural problem such as the decrease of operating profit in small enterprises due to fierce competition among small enterprises.

Recently, global financial crisis, the widening gap between the rich and the poor, increase in unemployment from economic downturn, social injustice, etc. has brought the issues regarding sustainable growth, welfare, sharing․consideration, corporate social responsibility. Consequently, in Korea, the concepts regarding “win-win cooperaton,” “win-win growth,” and “eco-systematic development” has been naturally drawn to attention.

This paper propose “Small-enterprise 3.0” for small-enterprise being a dynamic force for new growth by fostering innovative small-enterprise and recognizing small-enterprise as foothold for small&medium business and large corporations under the age of limitless competition from FTA. The new paradigm of “Small-enterprise 3.0” being productive․active low-income welfare is very important to revitalize low-income economy and for the true “win-win growth” between the corporations and small-enterprise.

Recently the downturn in domestic economy, the highness of prices, increase in the price of raw materials, etc. had adverse impact on small-enterprise. It is necessary to build system for protection from disclosure thru improvement in management, competitive start-up, and flexible termination. This study proposes ‘SEM(Small-Enterprise Ecosystem Management)’ working under small-enterprise new governance to foster innovative small-enterprise for the age of ‘small-enterprise 3.0.’

The environment for small-enterprise ecosystem is made of laws, regulations, and location requirements, etc. For 2.7 million of outnumbered small-enterprise making virtuous circle under small-enterprise 3.0,’ both welfare and innovative small-enterprise ecosystem need to be operated simultaneously and gradually innovative system needs to be stood up.

Renewable Survival Consulting for Ultimate Enterprise(RESCUE) needs to be operated coupled
with competitive start-up assistance under the circumstances of 0.8 million of small-enterprise being going out of business per year, more than 30% of small-enterprise facing bankruptcy, and net profit per month being under 1 million won for more than half of small-enterprise. Solving for the outnumbered small-enterprise is not to limit start-up but to foster innovative small-enterprise and build RESCUE system to make small-enterprise in need work by itself and at the same time closed small-enterprise virtuous circle. By doing so, the center of eco-system moves gradually to innovative one from welfare style.

Innovative small-enterprise needs to be fostered to make small-enterprise as a dynamic force for new growth. Small-enterprise from the point view of household needs to move to the territory of corporate system for financing and investing. The eco-system virtual structure of 「producer→consumer→decomposer」is very important for skeleton of small-enterprise eco-system. The role of small-enterprise capital as consumer in eco-system is the key to foster innovative small-enterprise. It goes beyond the limitation of small-enterprise policy fund which subsidizes 300billion won per year for small-enterprise at low interest rate. Small-enterprise capital is a holding company system which is made of angel, small-enterprise, financial institutions including banks, real estate investment trusts(REITs), PEF, and consulting firm, etc.

It is important to make unit-ecosystem works properly by each region on top of national level of eco-system since small-enterprise bases on the region. Therefore this study proposes ‘Small-Enterprise Ecosystem Management(SEM)’ as a new model for “Regional Business-Area Revitalization in Korea” which makes small-enterprise to attain sustainable growth without outside control and correction remedies SEM works based on compact commercial district(CCD) which is a unit-ecosystem incorporating population, area size, GDP, etc. SEM designates CCD by region and nation and integrates CCDs under small-enterprise new governance.

Presently there are many inefficiencies and overlapped government aids for the support of small-enterprise since no organization advocates small-enterprise new governance. It is inevitable if no new paradigm is presented according to swiftly changing environment that corporations disappear. The new view for small-enterprise as a dynamic force for new growth and new paradigm for small-enterprise needs to be formed. For this purpose, “Small-Enterprise (SEM)Association” needs to be formed to lead “Small-Enterprise 3.0 Era” which recognizes small-enterprise as foothold for small&medium business and large corporations by constructing small-enterprise eco-system infrastructure and makes new related laws.