• 품질경영학회지
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• 제44권2호
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• pp.309-320
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• 2016

Purpose: The purpose of this study was to investigate if companies' efforts of environmental management practices have positive effect on the companies' performance in the first stage of study. In the second stage, we tried to confirm whether the degree of companies' making efforts on cost leadership strategy and quality leadership strategy function as moderate variable on relationship between environmental management practices and performance. Methods: The collected data through survey were analysed using multiple regression model in the first stage of the study and moderate regression model in the second. Results: The results of this study are as follows; environmental management practices have positive effect on corporate performance. Moreover, much effort on quality leadership strategy has limited significant moderate effect on relationship between environmental management practices and performance, while much effort by companies on cost leadership strategy does not have significant moderate effect on the relationship between the two variables. Conclusion: Manufacturing and services companies in Korea need to make effort for environmental management practices to improve corporate performance. Moreover, if that efforts are combined with quality leadership strategy, they can expect synergy effect with environmental management practices for performance improvement.

• Journal of Information Technology Applications and Management
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• 제15권1호
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• pp.43-65
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• 2008

This study investigates the effects of business environment on the e-business strategy and performance of venture firms. The development of the research model is based on the empirical studies on the strategy literature. The data from the survey was analyzed using Partial Least Squares(PLS). For Daedeok Valley Venture Firms, product innovation differentiation strategy is affected by environmental uncertainty. And, cost leadership strategy tend to be influence by environmental uncertainty. Finally, venture firm's performance is effected by cost leadership strategy and marketing differentiation strategy. However, for in Hsinchu Science Park Venture Firms, product innovation differentiation strategy is affected by environmental uncertainty and heterogeneity. And, marketing differentiation strategy is enhanced by environment uncertainty and industry growth. In addition, cost leadership strategy tend to be influence by environmental uncertainty and heterogeneity. Finally, venture firm's performance is effected by cost leadership strategy and product innovation differentiation strategy.

• International journal of advanced smart convergence
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• 제9권1호
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• pp.121-131
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• 2020

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.

• 한국병원경영학회지
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• 제4권1호
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• pp.129-146
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• 1999

The overall objective of this article is to identify the strategic type of Korean hospitals in terms of Porter's framework and to examine differences in performance of the hospitals across strategic types. A survey was conducted through structured questionnaire for 739 hospitals in Korea and the data from 120 hospitals were utilized in the final analysis. Study results indicate that the most frequently used strategy was 'stuck-in-the-middle strategy'(26.7%), followed by 'focused cost leadership strategy'(24.0%), 'focused differentiation strategy'(20.8%), 'cost leadership strategy'(15.8%), and 'differentiation strategy'(13.7%). Overall, 'focused differentiation strategy' showed superior performance in terms of profitability of services, ability to retain patients and growth in revenue, while 'differentiation strategy' produced relatively low performance in general. Implications of these findings are also discussed.

• 서비스연구
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• 제7권2호
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• pp.43-51
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• 2017

본 연구는 서비스 혁신과 서비스 성과의 개념이 적합성을 갖는지를 실증적으로 확인하고, 서비스 혁신이 서비스 성과에 긍정적 영향력을 미치는지를 중국 서비스 업체들을 대상으로 하여 검증하는 것을 첫 번째 목표로 하였다. 두 번째 연구 목표로서, 서비스 혁신과 서비스 성과 간의 관계에 대하여 원가우위 전략과 차별화 전략이 긍정적인 조절효과를 나타내는지를 두 번째 연구 목표로 하였다. 중국 주요도시의 203개 서비스 업체를 대상으로 한 실증분석의 결과로서, 서비스 혁신과 서비스 성과는 적합한 개념이며, 서비스 혁신은 서비스 성과에 대하여 긍정적 영향력을 미친다는 것을 검증할 수 있었다. 한편, 양자 간의 관계에 대하여 원가우위 전략은 유의한 조절적 효과를 나타내지 않았으며, 차별화 전략은 긍정적인 조절 효과를 나타내었다. 이는 서비스 혁신이 차별화 전략과 같이 실행되는 경우 성과에 대하여 상승 효과를 기대할 수 있다는 해석을 가능하게 한다.

• 지식경영연구
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• 제11권2호
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• pp.111-131
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• 2010

The purpose of this study is to categorize group of firms by using characteristics of technical innovation in telecommunication industry and to identify relationships between types of technical innovation and such contingency factors of technical innovation. The major findings of this study are summarized as follows; First, Type 1 Group (Innovative Industry Leading Group) tends to use innovative and market differentiation strategy and has more innovative C.E.O's management style and innovative culture. Second, Type 2 Group (Dependent Group on Market Change) tends to use market differentiation or cost leadership strategy and has a more conservative C.E.O's management style and non-innovative culture. Third, Type 3 Group (Small Technology Intensive Group) tends to use focused innovative strategy and has a more innovative C.E.O's management style and innovative culture. Fourth, Type 4 Group (Non-Innovative Group) tends to use focused cost leadership strategy and has a more conservative C.E.O's management style and non-innovative culture.

• 디지털융복합연구
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• 제19권6호
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• pp.163-174
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• 2021

본 연구는 우리나라 소기업의 경쟁전략이 CEO의 리더십 역할에 따라 어떻게 기업성과에 영향을 끼치고 있는지를 고찰하였다. 소기업의 경쟁전략은 기업의 전략적인 의사결정에 절대적인 영향을 끼치고 있어 이를 실증 분석하는 것을 목적으로 한다. CEO 리더십 유형을 구분하여 경쟁전략과 기업성과와의 영향 관계를 탐색하기 위해 국내 소기업을 대상으로 설문조사를 통해 자료를 수집하여 위계적 조절회귀 분석을 통해 실증하였다. 본 연구의 주요 연구결과는 다음과 같다. 첫째, 소기업의 경쟁전략은 차별화 전략과 원가우위 전략의 유형과 관계없이 모두 소기업 성과에 영향을 끼치고 있는 것으로 나타났다. 특히 전략유형 보다는 일관된 전략추구가 기업성과에 더 긍정적인 것으로 나타났다. 둘째, 소기업이 추구하는 전략 유형에 따라 CEO의 리더십 유형도 달라져야 함을 확인하였다. 구체적으로 차별화 전략의 경우 변혁적 리더십이, 원가우위 전략에는 거래적 리더십이 적합한 것으로 나타났다. 이상의 연구결과를 통해 소기업의 경쟁전략은 전략유형보다는 일관된 전략추구가 생존과 직결되어 있어 더욱 중요하며, 소기업의 CEO는 경쟁전략에 따라 적합한 리더십 스타일을 추구해야 할 것으로 사료된다.

• 지식경영연구
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• 제13권5호
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• pp.113-137
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• 2012

Since service innovation is considered as a new way to gain an advantage in a highly competitive environment, it is imperative for companies to align their service innovation strategy with their business strategy in order to achieve better firm performance. Accordingly, a critical challenge facing firms is how to effectively organize and manage a well-planned service innovation strategy in accordance with the direction of their business strategy. Firms with a good fit between business strategy (i.e., cost leadership, innovative differentiation, and marketing differentiation strategies) and service innovation strategy (service creation-focused, service delivery-focused, and client interface-focused strategies) are expected to have better firm performance than those without such a fit. Based on empirical data from 209 service firms in South Korea, this study aims first to investigate whether a certain service innovation strategy is more effective than others within a particular business strategy. We then examine whether their effective alignment positively affects firm performance. The empirical evidence indicates that the alignment of service innovation strategy with business strategy significantly influences firm performance. The adoption of service innovation strategy was found to have positive effects on firm performance with innovative differentiation and marketing differentiation strategies and negative effects with cost leadership strategy. Lastly, we discuss our study's implications for further research and practice.

• Asia pacific journal of information systems
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• 제12권3호
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• pp.213-233
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• 2002

Recently, a lot of companies intend to make spin-offs as the Internet usage is proliferating in the business area. A spin-off means a small but autonomous company which is thought to show higher profitability rather than it stays under the influence of a mother enterprise. To prove our hypotheses, we collected questionnaire data from 104 companies considering spin-offs. From experiments with Factor Analysis, we found that there exist four factors which decision-makers should consider before deciding spin-offs such as competence of unit, competence of mother company, competence of spin-off company, and support of mother company. After massive experiments with Regression Analysis we also found that there are significant three performance factors such as competence of unit, competence of spin-off company, and support of mother company. The survey also asked about three potential strategies that they may have been following for achieving business objectives: Cost leadership, Focus, and Differentiation, Six benefits factors emerged from this study: External competitiveness, Internal competency, Productivity, Change, Cost saving, and Improvement. External competitiveness was the most important benefit, and it predicted a Differentiation and Focus strategy. Productivity and Improvement also predicted a Differentiation strategy. External competitiveness, Change, and Cost saving predicted a Cost leadership strategy. However, organizations followed Differentiation and Focus strategies significantly more than Cost leadership. The assessment thus sheds light on the link between information strategy and spin off. We hope that based on our results, many companies considering a spin-off can make a right decision and expect higher performance in a turbulent business environment.

• 한국항해항만학회지
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• 제40권3호
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• pp.129-138
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• 2016

해상운송 서비스의 특수한 환경적 특성으로 인해 해운기업은 불확실한 경영환경에 노출되기 쉬우며, 환경 불확실성에 대응할 수 있는 적절한 경쟁전략을 활용하여 기업의 경영성과를 달성하는 것은 중요하다. 따라서 본 연구는 해운기업에서 높은 경영성과 달성을 위해 환경 불확실성에 따라 어떠한 전략을 취할 것인지를 분석하는데 목적이 있다. Porter의 본원적 경쟁전략인 원가우위전략과 차별화전략을 바탕으로 하여 우리나라 외항해운기업을 대상으로 환경 불확실성과 기업의 추구하는 경쟁전략의 관련성을 분석하고, 경쟁전략의 활용정도가 경영성과에 미치는 영향력에 대해 검증하였다. 연구목적 달성을 위해 선행연구와 전문가 개별 인터뷰를 통하여 측정항목을 설정하였고, 설문을 통하여 실증분석을 수행하였으며, 가설 검증에는 OLS회귀분석과 Tobit모형분석을 이용하였다. 본 연구 결과 첫째, 환경 불확실성의 요인 중 변동성은 원가우위전략과 차별화전략의 활용에 영향을 미치고, 다양성은 차별화전략에 유의한 영향력이 있음을 도출하였다. 둘째, 기업의 경영성과는 원가우위전략의 활용을 통해서 달성할 수 있으므로, 해운 서비스를 제공하는데 비용절감의 노력이 요구된다.