• 한국산학기술학회논문지
• /
• 제10권5호
• /
• pp.1034-1042
• /
• 2009

본 연구는 Miles 와 Snow 교수의 전략 분류 기법을 국내 수출 기업들에 적용하여 기업 성과와의 관련성을 측정하였다. 대부분의 전략 분류 연구들이 설문 응답자들의 주관적 판단 또는 대표적 전략적 행위에 대한 선택에 의하여 분류되었지만, 본 연구에서는 마케팅 전략 연구개발 전략, 품질 향상 전략 등 구체적이고 실증적 측정을 기반으로 기업의 전략적 판단 및 행동행위에 대한 분류를 하였고 궁극적으로 성과와의 관련성을 알아보았다. 특히 1990년대 후반 외환위기를 겪은 뒤 2001년 설문 조사를 수행하여 수도권에 있는 상위 수출 중심 기업들의 경영 전략적 행태와 성과간의 관계를 규명하였다. 이는 급격한 환경 변화에 적응하는 기업들의 전략적 행태를 인식하는데 도움을 줄 것이다. 연구 결과는 진취자 (prospector) 전략적 행위를 영위하는 기업 성과가 다른 전략적 행위 기업들보다 높은 성과를 보여 주었다.

• 마케팅과학연구
• /
• 제14권
• /
• pp.81-100
• /
• 2004

Miles and Snow의 전략유형 및 Porter의 본원전략과 제품 수준의 마케팅 전략 간의 관계를 검증해 보고, 두 사업부 전략유형 간의 관계도 분석하였다 소비재와 산업재를 포함한 102개 전략사업단위에 대해 최고경영자와 마케팅 관리자를 방문 면접하여 조사자료를 수집하였다. 분석결과 Miles and Snow의 전략 유형은 제품시장의 환경관리에 대한 관리적 노력의 적극성 측면에서 전략유형 간에 유의한 차이를 보였으며, Porter의 본원전략과 제품 수준의 마케팅 전략 사이에 유의한 관련성이 있는 것으로 나타났다. 또한 두 전략유형 간에 관련성 검증을 통해 Miles and Snow의 조직내부의 관리적 관점과 Porter의 경쟁적 관점의 통합적 접근가능성을 보여 주었다. 본 연구결과 다양한 산업에 있어서 사업부 수준의 전략이 제품 수준의 마케팅 전략 활동에 일관성 있게 나타남으로써 사업부 수준의 전략유형이 제품 수준의 마케팅 전략에도 적용되고 있음을 시사해 주었다.

• Asia pacific journal of information systems
• /
• 제13권4호
• /
• pp.29-47
• /
• 2003

This research explores early mover advantages and performance in the cyber market based on an empirical test. It also examines whether early mover strategic capabilities are able to adopt mutually cumulative relationship in the cyber market. Early movers such as eBay.com and Amazon.com seem to have been able to defy exclusive relationship between strategic capabilities. Compared with their followers such as uBid.com and buy.com, they have been able to adopt strong focus, differentiation, and cost leadership strategies. The purpose of this paper is to investigate the differences in strategic choices based on the strategic capabilities and performance of online firms between early movers and followers. The study reviews early mover advantages and disadvantages, and a strategic typology based on Porter's model, as well as strategic capabilities based on the sand cone model.

• 경영과정보연구
• /
• 제2권
• /
• pp.47-73
• /
• 1998

According to the structural contingency theories, organizational structures are determined by such a contingency variables as organizational environment, technology, size, power and strategy. Therefore, many scholor believed that organizational effectiveness will be maximized in the condition of the fit between organizational structure and its contingency variables. But contingency theories have limitations in explaining of the manager's discretion by way of environmental determinism. In 1972, Child introduced strategic choice theory, and this perspective spurred significant, systematic studies of the influence of the managerial voluntary will on the organizational performance. Especially, the question of whether tap managers have an impact on business performance has been addressed by the strategic leadership theory that demonstrates strong associations between the characteristics of top managers, strategic orientation. Therefore, this study has investigated a theoretical literature and an empirical survey that explains the impact of top manger characteristics and organizational characteristics about strategic orientation. In order tn do that, this study develops a research model on the subjects, designed manager's characteristics, strategic typology. Managerial characteristics could be operationalized in terms of demographic measures. In this study, strategic orientation was classified using the Miles & Snow typology. This research model provides hypotheses. Hypotheses H1: The demographic characteristics of the tap manager will differ according to the types of strategic types. H2: The organizational characteristics of the firm will differ according to the types of strategic types. To test these hypotheses, this study conducted questionaire surveys on 108 firms in the Korea national wide. This study has utilized ANOVA, Chi-square analysis, cluster analysis, discriminant analysis for testing the hypotheses. The major findings of this study are summarized as follows. First, this study builds on the central tenent of cotingency theory in provide a comprehensive explanation of the process by which top manager's influence. Second, Manager's characteristics(demographics) are different from each other according to 4 strategic types(Prospector, Defender, Analyzer, Reactor). Third, Organizational characteristics are different from each other according to 4 strategic types. In conclusion, the major contributions of this study are to examine the development of a more comprehensive theoretical framework in the strategic leadership theory and to analyze their contingent relationships among managerial characteristics, organizational characteristics and strategic types in the context of Korea's industry.

• 대한병원협회지
• /
• 제37권3호통권313호
• /
• pp.74-87
• /
• 2008

As healthcare environment being more complex and turbulent, strategic approach of hospitals became more important. This study was to investigate strategic orientation of Korean hospitals and their related characteristics. We surveyed managers of 360 hospitals randomly selected from all hospitals in Korea. For typology of strategic orientation, we used that developed by Miles and Snow, and results are as follows. Firstly, major types of organizational strategic orientation of Korean hospitals were analyzer(42.0%) and prospector(34.0%). Secondly, characteristics affecting to hospitals' strategic orientation significantly were hospital ownership and sex of managers. Medical corporation had a high tendency of prospector strategic orientation by 2.7 times compared to personal ownership. Female managers had a low tendency of prospector strategic orientation by 0.2, which was statistically significant. Though 60+ age group (compared to twenties and thirties) and middle managers (compared to CEO) had a tendency of being more prospector strategic orientation, but insignificant. The study result that majority of strategic orientation were prospector and analyzer reflects Korean hospital environment are complex and unstable. Hospital managers need to more focus on environment and boundary spanning function for maintenance and survival of their organizations.

• 한국디지털정책학회:학술대회논문집
• /
• 한국디지털정책학회 2005년도 추계학술대회
• /
• pp.323-335
• /
• 2005

Globalization of economy brings both opportunities and threats especially for companies in developing countries such as Korea. Globalization is an opportunity because it may expand the size of market for the company where globalization brings a threat for developing global competitiveness. If the company has already built competitive advantage in its business domain, the company can easily transfer market growth to profit improvement. However, if the company has not developed competitive advantage, globalization of economy will give a serious threat for the survivor of the company. The company might lose its own domestic market share. For the less famous brand of product or company name, international expansion is a challenging strategy. The study evaluated organizational performance of companies that try international expansion by utilizing Miles and Snow's strategy typology. We clustered organizations based on their strategy typology (prospector, analyzer, defender, and reactor) in view of the level of product diversification, new product development instances, level of localization, and autonomy of foreign subsidiary. With the strategy typology, we evaluated international strategy in view of product competitiveness, marketing strategy, human resource strategy, and organizational strategy. The regression result demonstrates that the performance of the company is significantly higher when the company employs prospector strategy. We also found out that product quality and emphasis for developed countries in international expansion are the most important factors for success.

• 한국산학기술학회논문지
• /
• 제15권4호
• /
• pp.2085-2092
• /
• 2014

본 연구는 충남지역을 대상으로 지역전략산업이 지역경제성장에 미친 효과를 실증분석하고 전략산업별로 산업성장 단계를 유형화하여 그 문제점을 진단하고 시사점을 도출하였다. 전체적으로 지역전략산업에 대한 지원정책을 통해서 충남지역의 경제가 일정한 성장을 달성하고 있는 것으로 분석되었으나, 전략산업간 세부업종 간에는 많은 차이가 있었고, 산업의 선정과 지원과정에서의 문제점을 확인되었다. 이를 개선하기 위해서 본 연구에서 제시한 산업성장단계 유형화에 따라 지역산업구조를 쇠퇴산업, 성장산업, 그리고 미래의 유망산업들이 서로 조화를 이룰 수 있도록 포토폴리오 방식의 지역산업육성 전략이 필요하다.

• 한국정보시스템학회:학술대회논문집
• /
• 한국정보시스템학회 2001년도 추계학술대회 발표논문집:차세대 전상거래 시대의 비즈니스전략
• /
• pp.438-450
• /
• 2001

This study is to classify the typology of e-business model based on the practical strategic model for successful e-business implementation. For that purpose, we review the conceptual framework of e-business and collected the data from 127 companies implementing e-business. The study is conducted in three phases as follows. First, six factors consisted of 22 items are derived through factor analysis. Second, Cluster analysis is employed to group the firms into different strategic patterns. A five-cluster solution is found to maximize the distances between cluster means across the six factor patterns. The models are named as 'ascendancy and convergence', 'expansion and moderate price', 'expansion and improvement of quality', 'ascendancy and process', and 'improvement of quality' respectively. Third, ANOVA is used to examine the impact on the performance differences attributable to the models. The results of the study are; (1) the 'ascendancy and process', 'expansion and improvement of quality' and 'expansion and moderate price' models were associated with significantly higher performance levels than the 'improvement of quality' model, and (2) the hybrid strategies are needed to implement e-business successfully based on the 'ascendancy and process' model.

• 한국산학기술학회논문지
• /
• 제3권3호
• /
• pp.189-193
• /
• 2002

본 논문은 전통산업의 디지털 전략에 대해 토론한다. 인터넷의 발전과 함께 새로운 산업이 등장하고 있으며 동시에 전통산업도 변화하고 있다. 이러한 전통 산업의 변화를 디지털전략이라는 측면에서 설명할 수 있다. 대부분의 전통산업은 인터넷 환경에서 살아남기 위하여 전략적 변화를 시도하고 있는데 이를 네 가지 유형으로 나누어 설명할 수 있다. 디지털전략 유형화를 위하여 두 축을 사용한다. 첫째 축은 디지털전략 방향이며 여기에는 합리화와 신사업추구 두 가지를 들 수 있다. 다른 축은 디지털화 대상이며 제품과 프로세스로 나눌 수 있다. 이런 유형화를 바탕으로 네 가지 디지털 전략을 이름 붙여, 제품혁신전략, 신사업전략, 합리화전략 그리고 프로세스혁신전략이라 부른다.

• 한국병원경영학회지
• /
• 제1권1호
• /
• pp.108-135
• /
• 1996

This paper investigates the current feature of management strategy of hospitals in Korea, and examines the relationships between adoption of a particular strategic orientation and the hospitals environmental and organizational characteristics, strategic behaviors and management improvement activities, and financial performance. Data were collected from CEOs of 88 hospitals among 650 hospitals for a 13.5% response rate using the self-administered questionnaire by mail survey. The major findings that obtained are as follows: 1. Only 37.2% of response hospitals carried out strategic planning, Most of these hospitals established the first strategic planning in 1991(81.3%) and renovated strategic planning by 4 or 5 years(56.3%), and modified strategic planning with flexibility(59.4%). Most strategic plans were documented, but informalized(68.8%). And only 29.0% of these hospitals had independent planning division. 2. Hospital services that CEOs assessed rank ordered for their impact on profitability are as follows: i)diagnostic ultrasound facility, computerized tomography scanner, obstetric inpatient unit, therapeutic X-ray, and physical therapy at present. ii)diagnostic ultrasound facility, physical therapy, computerized tomography scanner, emergency department, and health screening at future. And the services rank ordered that CEOs hoped to introduce are as follows: emergency department, physical therapy, health screening, volunteer services, and computerized tomography scanner. 3. Using a typology developed by Miles and Snow(l978), the strategic orientation of response hospitals are shifting significantly from defenders in the past to analyzers in the present, and to prospectors in the future(p<.01). 4. With regard to hospital environmental and organizational characteristics such as ownership, physician training, location, bed size, and hospital management training career and specialty of CEOs, the four strategic orientation archetypes varied not significantly. But, hospitals with a analyser orientation in the present and a reactor orientation in the future perceived competition significantly higher than the other three archetypes(p<.05). 5. The four archetypes rank ordered in terms of appling strategic behaviors and management improvement activities are as follows: prospector, analyzer, reactor, and defender. 6. The four archetypes differed significantly in terms of their financial performance using revenue per bed(p<.05). Reactors and prospectors in terms of total revenue per bed, prospectors in terms of outpatient revenue per bed, and reactors and prospectors in terms of inpatient revenue per bed had the best performance.