This study addresses the academic gap in the adoption of generative AI systems by investigating the factors influencing technology acceptance and usage behavior in Korean firms. Although recent advancements in AI are accelerating digital transformation and innovation, empirical research on the adoption of these systems remains scarce. To fill this gap, this study applies the Unified Theory of Acceptance and Use of Technology (UTAUT) model, surveying 300 employees from both large and small enterprises in South Korea. The findings reveal that effort expectancy and social influence significantly influence employees’ behavioral intention to use generative AI systems. Specifically, effort expectancy plays a critical role in the early stages of adoption, while social influence, including support from supervisors and peers, strongly drives the adoption process. In contrast, performance expectancy and facilitating conditions show no significant impact. The study also highlights the differential effects of age and work experience on behavioral intention and usage behavior. For older employees, social support is a key factor in technology acceptance, whereas employees with more experience exhibit a more positive attitude toward adopting new technologies. Conversely, facilitating conditions are more critical for younger employees. This study contributes to the understanding of the interaction between various factors in AI technology adoption and offers strategic insights for the successful implementation of AI systems in Korean companies.

Science and Technology Parks (STPs) have made a positive contribution to regional development in the last decades. In general, the assessment of their level of performance has been based on two major variables: number of new companies and number of new jobs created. In this paper we propose the use of social accounting to measure the social value (SV) generated by STPs as an additional tool to assess the level of contribution of STPs to social development. Social accounting could be of interest for policy makers and regional governments in order to evaluate regional STPs and their social performance. In addition, in this paper we present an innovative methodology for calculating SV. Instead of using primary data to calculate SV (through interviews or consultations with individual stakeholders), we propose the use of secondary data available in open databases to measure SV. In this way, the measurement of SV for a large number of individual organizations can be achieved using a limited amount of resources. In this line, and as a seminal implementation of this methodology, we calculate the SV generated by four STPs in two different regions and countries belonging to the European Union using secondary data. Thus, the main contribution of the paper is twofold: on one hand it proposes social accounting to assess the performance of STPs through the calculation of SV, and on the other hand it implements a new methodology to calculate SV which requires the use of a lesser number of resources.

This study explored the employees’ perception of followership and its evolution in business transformation, given the case of the Hyundai Motor Group (HMG). Using a case study approach for explorative research, we conducted informal conversations and in-depth interviews with twenty participants to solicit employees’ and stakeholders’ perceptions of followership and its cultural formation through interpersonal relationships. Drawing on Kelley’s followership typology, we found three characteristics in participants’ followership perceptions: Ill-sa-bul-lan (extraordinarily well-organized), speed, and devotion. To explore the cultural formation of followership between leaders and followers, which is under-explored in Kelley’s theory, we adopted alternative theories (i.e., responsible leadership and implicit followership) to analyze the interpersonal relationship during the business transformation. Consequently, we found that the HMG followership, shaped by the relationships between leaders and followers within the Korean cultural context, evolved to facilitate successful business transformation. Initiated by top management, new and diverse elements from outside spurred the drive for business transformation and instigated changes in organizational culture, including perceptions of followership. This evolution of followership, in turn, reinforced the business transformation, creating a virtuous cycle. This study offers valuable insights into the dynamics of followership and its impact on organizational performance, providing a foundation for further empirical research in this underexplored area of followership.