전략과 환경이 중소기업의 제조 아웃소싱에 미치는 영향 = Strategy, Environment, and Manufacturing Outsourcing in Small and Medium Firms

국문 초록 (Abstract)

  근래에 들어 아웃소싱은 기업의 지원기능뿐만 아니라 핵심기능에도 활발히 도입되고 있으며, 비용절감 측면을 넘어 전략적 수단으로 활용되고 있다. 그러나 아웃소싱에 대한 기존 연구는 주로 정보시스템, 일반관리 등과 같은 지원기능을 대상으로 기업의 운영효율성 제고를 위한 원가절감이란 측면에 초점을 두고 이루어져왔다. 현실과 연구의 괴리에 대한 인식을 바탕으로, 본 연구는 우리나라 중소기업을 대상으로 제조 아웃소싱의 영향요인을 규명하는데 초점을 두었다. 중소제조업에서 제조아웃소싱은 효과적 환경적응을 위한 전략적 의사결정으로 개념화하고, 전략과 환경이 제조아웃소싱에 미치는 영향을 규명하였다. 연구결과, 마케팅차별화 전략과 기술 차별화 전략은 제조 아웃소싱과 정(+)의 관계가 있는 것으로 확인되었다. 한편, 환경의 동태성은 전략과 제조 아웃소싱의 관계에 대체로 유의한 영향(조절 효과)을 미치는 것으로 나타났다. 특히, 기술차별화 전략을 사용하는 기업은 환경이 동태적일수록 제조 아웃소싱을 활발히 추진하는 것으로 나타났다. 반면, 원가주도 전략의 경우에는 환경의 동태성과 상호작용 효과가 나타나지 않았다. 본 연구는 기존 연구와는 달리 제조아웃소싱에 대한 전략과 환경의 영향을 실증적으로 규명하였다는 점에서 의의가 있으며, 전략적 의사결정으로서 아웃소싱에 대한 보다 정교한 개념화와 후속 연구가 이루어지길 기대한다.

다국어 초록 (Multilingual Abstract)

  This study investigates how strategy and environment influence a firm’s manufacturing outsourcing activities. Prior research on outsourcing has focused on supportive functions such as information services, general administration, accounting and maintenance, and has been concerned mostly with large firms. Discussion on outsourcing has usually centered on potential cost savings associated with such functions. Little attention has been paid to the factors that influence the outsourcing decisions of managers in small manufacturing organizations. Now growing practices of outsourcing has not been fully understood due to two primary reasons. First, outsourcing decisions are usually seen as operational decisions with a view to cost reduction. Second, outsourcing contracts are viewed as adversarial, rather than cooperative, relationships. Companies, however, increasingly outsource some of their main functions, depend on outsourcing for strategic benefits as well as lower costs, and have cooperative relationships with their suppliers.<BR>  Recognizing the gap between research and practice, this article focuses on manufacturing outsourcing, which refers to the process of determining which of the numerous manufacturing activities should be given out to an external provider. From a strategic behavior perspective of outsourcing, I suggest that a firm’s decision to outsource its manufacturing should be viewed as a strategic choice to adapt to changing environment and to enhance its competitiveness rather than merely as a way of cost-cutting. I developed the following hypotheses to examine the strategic aspects of manufacturing outsourcing. They are as follows: (1) Business strategy is positively related to a firm’s level of manufacturing outsourcing activities. More specifically: (a) The strategy of technological differentiation is positively related to a firm’s level of manufacturing outsourcing activities, (b) The strategy of marketing differentiation is positively related to a firm’s level of manufacturing outsourcing activities, and (c) The strategy of cost leadership is negatively related to a firm’s level of manufacturing outsourcing activities. (2) The relationship between business strategy and manufacturing outsourcing will be moderated by perceived environmental dynamism. More specifically: (a) The positive relationship between differentiation strategy and manufacturing outsourcing will be stronger in dynamic environments than in stable environments, and (b) The negative relationship between cost leadership strategy and manufacturing outsourcing will be stronger in stable environments than in dynamic environments.<BR>  Data were collected through field surveys and complemented by secondary sources in the context of small and medium-sized manufacturing firms. To enhance reliability and validity of the survey data, we conducted direct interviews with top managers of the sample firms. The firms in the sample represent diverse industry sectors, from traditional textile to high-tech electronics. On average, they had 104 employees and had been in operation for 15 years.<BR>  Hypotheses were tested using hierarchical moderated regression analysis. Overall, the study found that competitive strategies are associated with the level of manufacturing outsourcing activity. Specifically, the strategy of marketing differentiation was very significantly related to the level of manufacturing outsourcing after controlling for firm size and years of operation. The strategy of technological differentiation was also positively associated with a firm’s propensity to outsource its manufacturing. However, cost leadership strategy was not related to the level of manufacturing outsourcing. The second hypothesis proposed that these relationships between strategy and manufacturing outsourcing are moderated by perceived environmental dynamism. It was found that the firms using technological differentiat

목차 (Table of Contents)

• 〈초록〉
  Ⅰ. 서론
  Ⅱ. 이론적 배경 및 가설
  Ⅲ. 연구방법
  Ⅳ. 연구 결과
  Ⅴ. 토의 및 시사점
  참고문헌
  ABSTRACT
  

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