• Proceedings of the KAIS Fall Conference
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• 2009.12a
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• pp.249-253
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• 2009

창업학에서 프랜차이즈 비즈니스는 주요 연구분야이다. 또한 국가경제에서 프랜차이즈 산업의 비중과 중요성은 점차 증가하고 있다. 특히, 교육부문에서도 기존 중소형 학원의 점유율은 점점 낮아지고 대형학원 및 프랜차이즈 학원의 비중은 점점 커지고 있다. 이에 따라 프랜차이즈 학원의 경영자와 그 구성원들의 시장지향성 활동 및 경쟁우위의 창출의 중요성은 높아지고 있다. 본 연구는 고객지향성 및 경쟁자지향성이 경쟁우위와 경영성과에 미치는 직 간접적인 영향을 프랜차이즈 학원을 대상으로 분석함으로써 학원 운영의 시사점을 제공하고자 시도되었다. 연구결과 조직 내 고객지향성과 경쟁자지향성으로 구성된 시장지향적인 활동과 공유는 경쟁우위가 되는 시장차별화 및 혁신차별화에 영향을 미치고 있으며, 이를 통해 창출된 경쟁우위는 시장성과 및 재무성과에 영향을 주고 있음을 확인하였다. 그리고 시장지향성은 시장차별화와 혁신차별화를 매개로 경영성과에 간접적인 영향을 미치고 있다. 이러한 연구결과는 학원경영자에게 시장지향적인 활동과 조직 내 공유를 통한 경쟁우위 창출의 중요성을 알려주고 있다.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.05a
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• pp.323-326
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• 2004

1990년대 중반이후 급격한 성장을 이룩한 국내 이동통신서비스는 핵심 성공요인과 비즈니스 모델이 해외의 벤치마킹이 되고 있다. 그런데 시장 성숙기의 진입과 제 3세대 기술로의 진화, 번호이동성의 시행으로 인하여 경쟁이 치열하게 전개되고 있으며 유무선 통합 및 디지털 컨버전스라는 새로운 패러다임을 주도해야 하는 전략적 과업을 안고 있다. 이에 따라 국내 이동통신사업자는 내적인 능력의 확충과 우월한 경쟁전략을 바탕으로 경쟁우위를 창출하여야 하며 이는 기업의 지속적인 생존과 수익성 확보의 관건이 된다. 이에 본 연구에서는 국내 이동통신사업자의 기업능력, 경쟁전략, 경쟁우위에 영향을 미치는 요인들을 파악하기 위하여 기업능력과 경쟁전략에 초점을 맞추어 접근하였다. 본 연구 결과에 의하면 마케팅능력이 경쟁전략과 경쟁우위를 형성하는 공통 요인이 되었으나 사업자별로 핵심 능력과 핵심 경쟁전략은 차이가 존재하였다. 본 연구결과를 바탕으로 전략적 시사점을 제언하였다.

• Korean Journal of Construction Engineering and Management
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• v.14 no.5
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• pp.122-130
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• 2013

As the level of competition has increased in the construction management market, it becomes a critical issue for CM firms to secure competitive edges. The objective of the study is to investigate elements of competitive strategy as perceived by CM firms and to discuss key features and implications. Michael Porter's Competitive Strategy Model was used as a framework to analyse the elements under three strategy categories. A major finding includes that Differentiation Strategy is generally perceived most important strategy category but, depending on the group to which a CM firm belongs, there exist a gap in the perception. However, regardless of the group, Cost Leadership is commonly considered least important strategy category. In particular, lowest-bidding strategy element showed the least importance. Understanding CM firms' perceptions on elements of competitive strategy provides an insight into CM firms' current strategy directions and can be useful for future tuning in a firms' own strategy.

• International Area Studies Review
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• v.14 no.3
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• pp.388-419
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• 2010

The aim of the study is to create a theoretical model and hypotheses on competitive advantages of exporting SMEs. For this we have proposed an integrated model in which learning competences and dynamic capabilities should have an influence on competitive advantages of the SMEs. This study have examined the influence of integrating and reconfigurating capability respectively. As a result, the learning competences had positive influences in dynamic capabilities and to the cost and service competitive advantage. To integrating capabilities had positive influences in competitive advantage. Besides, dynamic capabilities playing significant intermediate role only for the cost advantage through the analysis of intermediate effects of learning competence to the dynamic capabilities.

• International Area Studies Review
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• v.21 no.4
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• pp.195-222
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• 2017

This exploratory study analyses the factors, sources and effects of the regional competitive advantage of Jeju Island in Korea in global competition era. The competitive advantage of Jeju Province is analysed with the triple diamond model based on Porter's model for the competitive advantage of nations. The competitive advantage factors of Jeju Province are measured through the competitive advantage of the hospitality industry, which is one of the major industries of Jeju Island. These factors include outstanding natural landscape, domestic hospitality industry workforce, social overhead capital, massive domestic and international tourists, growth of related industries such as duty free shops and casinos, and coincidences such as Jeju Olle trail construction and Chinese government's international travel approval. Since these factors are based on local, domestic and international management resources, this study suggests that obtaining such resources is critical among Jeju hospitality industry in gaining the competitive advantage. Although the competitive advantage of Jeju hospitality industry is increasing, the organic connections with the regional economy are required for improvements on Jeju residents' quality of life. This study examines the factors and origins of competitive advantages on a regional level instead of a national level, and further investigates how the characters and origins of these factors affect the local economy. The results suggest that the triple diamond model is suitable for evaluating the regional competitive advantages.

• The Journal of Information Systems
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• v.16 no.1
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• pp.65-90
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• 2007

전통적인 비용수익 분석법 (CBA approach) 과 활동기준원가계산 방법 (ABC approach)과 같은 지금까지의 방법으로는 전략적 정보시스템이나 정보 하부구조를 효과적으로 평가하고 정당화하는데 한계가 있다고 지적되어왔다. 따라서, 본 논문은 정보시스템의 하부구조를 이루고 있는 데이터 웨어하우징을 스물여섯 개의 데이터 웨어하우징 성공사례 분석을 통해서 데이터 웨어하우징이 가치사슬 모델의 각 활동에 어떻게 활용되고 있는지를 분석하고, 경쟁우위적 관점에서 이들 사례들의 공통점을 찾아내어, 데이터 웨어하우징을 경쟁우위적 관점에서 보다 효과적으로 정당화할 수 있는 모델을 제시하고 있다. 이 모델은 기존의 정보시스템 정당화에 사용되어왔던 방법들의 단점을 보완하여, 기업들이 데이터 웨어하우징이나 경쟁우위를 확보하기 위해서 구축하는 다른 정보시스템들을 경쟁우위적 관점에서 정당화하고자 할 때 유용한 도구로써, 기존의 방법들과 병행해서 사용하면 보다 효과적으로 정보시스템들을 평가하고 정당화할 수 있으리라 생각된다.

• Journal of Digital Convergence
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• v.18 no.6
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• pp.225-235
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• 2020

The purpose of this study is to identify the effect of the start-ups' quality management system implementation on differentiated competitive advantage and management performance, and to verify the effect of the moderating effect of company size between the quality management system implementation and differentiated competitive advantage. A questionnaire was conducted for start-ups and 259 samples were analyzed using SmartPLS 2.0. First, it was found that leadership, planning, support, operation, performance evaluation, and improvement have a positive effect on differentiated competitive advantage, and contexts of organization does not have a positive effect. Second, differentiated competitive advantage has a positive effect on financial and non-financial performance. Third, company size has a moderating effect in the relationship between leadership, support, operation, improvement and competitive advantage. The results of the study can be interpreted that the quality management system improves the quality of start-ups and has a positive effect on management performance. In addition, it implies that the organizational situation and the size of the company should be considered when implementing the quality management system.

• Journal of Distribution Research
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• v.8 no.1
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• pp.91-116
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• 2003

This study empirically analyzes the relationships among small and medium-sized stores' competitive strategies, marketing capabilities, and retail performance to cope with hostile environments like mass merchandisers' threats. To accomplish the proposed research objectives, data were collected from 325 small and medium-sized stores scattered nationwide. Three types of competitive strategies were significantly classified as follows cost leadership, merchandise differentiation, and service differentiation. Also, several strategic groups such as doing-nothing type, service differentiation type, cost leadership type, and merchandiser differentiation type were recognized through the cluster analysis. The test results show that the small and medium-sized stores perceiving hostile environments less importantly marked the high retail performance among clusters like cost leadership type, merchandise differentiation type, and even doing-nothing type. On the other hand, the moderating effects resulted from the interaction between strategic groups and environmental hostility did not have significant influence on retail performance. Additionally, merchandise differentiation cluster obtains and accumulates marketing capability most efficiently and the cluster like cost leadership, service differentiation, and doing-nothing follows next in order. Finally, merchandise differentiation cluster shows the most highest retail performance among the clusters while there was no difference between cost leadership and service differentiation cluster in terms of retail performance.

• Korea Trade Review
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• v.42 no.2
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• pp.175-203
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• 2017

This study examined the casual relationships among SMEs' market orientation, brand orientation, firm capabilities-technology and marketing capabilities, competitive advantage and financial performance in export markets based on the resource-based view. The data were collected from 286 cases of exporting SMEs. The results of path analysis indicated that market orientation of exporting SMEs increased technology and marketing capabilities. Market orientation directly increased both competitive advantage and financial performance in export markets. Brand orientation influenced technological capability and had indirect effects on both competitive advantage and financial performance through the firm capabilities. Based on the results, managerial implications and future research directions for exporting SMEs were provided.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.1
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• pp.69-82
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• 2015

This Research is based on the theory of the prior researches that have demonstrated a positive impact of the entrepreneurship and competitive advantages on business performance. And the purpose of this research which approaches in the viewpoint of combining a entrepreneurial attribute including two factors(entrepreneurship and commercialization capabilities) and the differentiated competitive advantage as a role of core competence is to examine how the combined competence affects the business performance. In order to achieve this purpose, we conduct a survey for CEO of 250 small firms which belong to the start-up phase and are located in the 6 administrative region with the assistance of Small & Medium Business Administration representatives and analyze empirically the survey data by utilizing statistical program(Spss 18.0). As the results, we conclude that the entrepreneurial attributes of small firms' CEO and DFCA have a positive impact on business performance respectively and the entrepreneurship, one of the two entrepreneurial factors, has a positive impact on choosing DFCA. Also we report that DFCA plays a mediating role with regards to relationship between entrepreneurial attributes and business performance. Therefore, this research suggests the followings: First, the CEO of start-up business should focus on building a differential competitive advantage which is the basis for creating competitiveness from the initial point. Secondly, he should make a alignment for core competencies, in order to reach the stable growth phase in the shortest period, through which the entrepreneurial attributes is to be inherent as a discriminatory competitive competence. Third, he should promote to establish a business strategy based on strengthening of entrepreneurship and discriminatory competitive as a growth strategy during start-up phase.