핵심역량과 기업성과간의 관계에 있어 파트너십의 조절효과에 관한 연구
Moderating Effects of Partnerships on Relationship Between Core Competences and Company Performances
Companies achieve their goals and obtain competitive positions through outsourcing in order to cope with uncertainty and rapidly changing environments. Therefore, partnerships within supply chain between parent companies and vendor companies have become important.One of the purposes of this study is to analyze whether core competences have an effect on both financial performance and non-financial performance of vendor companies which do business with parent company(or buyer). The other purpose is to analyze how partnerships between vendors and parent companies could moderate the relationships between vendors' core competences and performances. That is, it is interested in looking at how levels of partnerships interact with competences, and which type of interactions will influence performance most.To accomplish these objectives, it grasps not only the vendor's core competence but the various factors of partnership between companies. First of all, in this study, core competence is defined as companies' particular capacity, skill, and integrated knowledge, which brings highly customized values. Core competence includes skilled manufacture capability, R&D capability, sales promotion capability and financial capability based on the previous studies. Development of resources (eg. core competence that is inimitable and non-substitutable (Barney, 1991)) is the source of sustainable competitive advantages in markets(Grant, 1991). Thus, it is an essential element for elevating business performance.Partnership is defined as the relationship which reflects long-term commitment, perception of collaboration, sharing profits and risk and other qualities which coincides with the theory and concept of participatory decision-making. And the partnership is known generally as six factors: that is, commitment, predisposition, shared knowledge, mutual dependence, organizational linkage, and mutual benefits; however, in this study, mutual benefits is excluded, resulting in the other five factors. The vendor companies' performance includes both financial outcome and non-financial fruit. While financial performance shows short term and operating revenues during a specified time within the same industry, non-financial performance displays long term and overall performance and reflects various stakeholders' interests. Non-financial performance is here measured as strategic performance including corporate competitiveness reinforcement and achievement of strategic goals(new product and service development, new market entry, strengthening of core competencies through collaborative production).Thus, we constructed several hypotheses based on various previous research regarding core competences and company performance and collected and tested data from 408 vendors which operate in machine and components, IT and chemical industries. Findings are as follows:First, it shows that vendor's core competence variables such as manufacturing capability, R&D capability, promotional capability, financial capability and business performance have positive effect on performances. This finding is consistent with that by Hitt & Ireland, et al.(1984). And it means that such core competences which other competitors hardly copy have an positive impact on the business performance. In other words, core competence is not only a significant factor but also a competitive advantage that is beneficial to the company performance.Therefore, developing core competences which are scarce and impossibly alternative resources(Barney, 1991) could lead to sustainable success; thus, developing new resource is essentially necessary (Penrose, 1959; Nelson & Winter, 1982). So our finding supports the first hypothesis, and we can argue that such core competences as manufacturing capability, R&D capability, promotion capability, and financial capability are very necessary factors in order to become competitive and improve business performance.Second, vendor's partnership has a moderating ...
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