Journal of Digital Convergence (디지털융복합연구)

The Society of Digital Policy and Management (한국디지털정책학회)
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Comparative Analysis of Management Efficiency of Pharmaceutical Industry before and after COVID-19: Focused on Listed Firms.

COVID-19 전·후 유가증권 의약업의 경영효율성 비교분석

  • Kang, Da-Yeon (Dept. of Management Information Systems, Dong-A University) ;
  • Lee, Ki-Se (Dept. of Business Administration, Kyungpook National University)
  • 강다연 (동아대학교 경영정보학과) ;
  • 이기세 (경북대학교 경영학부)
  • Received : 2022.02.26
  • Accepted : 2022.05.20
  • Published : 2022.05.28
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Abstract

Due to the development of treatments due to COVID-19, the Firm-value of the pharmaceutical industry has increased. However, the development of treatments has been delayed, and the development of overseas markets has become difficult due to COVID-19. Therefore, this study aims to present an efficient management plan for each firm by analyzing the management efficiency of these firms. As for the research method, DEA analysis was conducted for the pharmaceutical industry. Through this method, we propose values of input variables that inefficient companies can benchmark. As a result of the analysis, there was no significant difference in management efficiency before and after COVID-19, but it was confirmed that the management efficiency of certain Firm decreased. Through this study, it is possible to judge a Firm's survival competitiveness and management strategy, and furthermore, a plan to continuously grow and enhance competitiveness was suggested.

본 연구에서는 의약업 기업에 대한 경영효율성 분석을 실시한다. 이는 COVID-19 인해 치료제 개발로 인해 의약업은 기업가치는 상승하지만 치료제 개발이 지체되고 해외시장의 개척은 COVID-19 인한 국경봉쇄로 인해 어려움을 겪고 있다. 따라서 이들 기업의 경영효율성이 분석을 실시하여 각 기업들이 효율적인 경영 방안을 제시하고자 한다. 연구방법으로는 유가증권 의약업을 대상으로 자료포락분석을 이용하여 비효율적인 기업이 효율적인 프론티어 도달하기 위한 벤치마킹 할 수 있는 기업의 참조집합을 확인하고, 투사값을 제시하고자 한다. 분석결과, 코로나 이전과 이후의 경영효율성은 큰 차이를 보이지 않았으나, 특정기업은 경영효율성이 하락함을 확인하였다. 본 연구를 통해 기업의 생존경쟁력과 경영전략을 판단 할 수 있으며, 더 나아가 지속적인 성장과 경쟁력 제고를 위한 방안을 제시하였다.

Keywords

Acknowledgement

This work was supported by the Dong-A University research fund.

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