아웃소싱 전략과 파트너 선정요인이 아웃소싱 성공도 및 BSC 성과에 미치는 영향에 관한 연구

다국어 초록 (Multilingual Abstract)

Outsourcing is used as one of the effective methods while many
companies have to start to innovate everything because of increased fierce
global competition, low-growth economy, and varied customers'
requirements. Under these conditions, they are introducing outsourcing for
cost savings, risk reduction, management efficiency, strengthen core
competence.
The purpose of this study is to analyze that the effect of between
outsourcing success by outsourcing strategy and factors for selecting
outsourcing partners and BSC success in the Korea manufacturing. The
empirical analysis is needed to be used as useful information and source to
consider companies strategies - economics, flexibility, and expertise when
they impose outsourcing system.
Analyses result and implication by this study is as in the following.
The first, factors for selecting outsourcing partners (business competence,
financial, Institutional factors, and operational factors) affect outsourcing
success (outsourcing satisfaction, outsourcing effect). Business competence
and institutional factors don't affect significantly effectiveness. Institutional
factors are closely related to satisfaction and effectiveness according to path
analysis of structural equating model. In other words, it's critical for
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outsourcing success to consider quality, costs, due date, adaptability to
economic change as selecting partners.
Second, the outsourcing strategies (economy, flexibility, and expertise)
affected the success of outsourcing. The path analysis showed that there
were all meaningful pathways except economy and satisfaction. It means
that flexibility and expertise have a significant effect on the satisfaction
and the effect of outsourcing and that economy, flexibility and expertise all
have an important impact on the effect of outsourcing. Because the
strategies of outsourcing are related to the purposes of outsourcing, the
overall evaluation of three factors should be required. As for economy, it
doesn't have meaningful pathways to satisfaction. So excessive outsourcing
should be restricted and systematic outsourcing should be pursued with a
plan to strengthen competences.
Third, there is a close relationship between outsourcing success and BSC
performance. The outsourcing effect has a significant impact on customer
perspective, financial perspective, and also learning growth perspective. The
success of outsourcing is expected to be considered in terms of the
customers perspective (the company's market share, new markets, customer
satisfaction and customer responsiveness) and financial perspective (sales,
profits, inventory, and total cost).
Fourth, regression analysis showed there was not a corelation between
the firm characteristics (industrial sectors, outsourcing parts) and the
outsourcing partner selection factors. That is to say, the outsourcing
partner selection factors and the outsourcing strategies showed a similar
trend regardless of the first industry sectors and the outsourcing parts.
Because, however, this study was performed only in manufacturing
industries and the survey was done according to regional relations, there
might be some differences.
This study was intended to make it possible to get a practical approach
on evaluation and compensation of the outsourcing manufacturing
enterprises by identifying outsourcing success factors and BSC performance
factors. When an outsourcing partner of enterprise is selected, detailed
assessment will be possible in terms of partner's competence, financial
factors, institutional factors, and operational factors.

목차 (Table of Contents)

• 제 1장 서론 ································································ 1
• 제 1절 연구의 배경 및 목적 ······················································· 1
• 제 2절 연구의 범위 및 방법 ······················································· 4
• 제 2장 이론적 배경 ······························································· 5
• 제 1절 아웃소싱의 의의 및 도입의 필요성 ········································ 5
• 1. 아웃소싱의 의의 ····························································· 5
• 2. 아웃소싱 도입의 필요성 ··················································· 5
• 제 2절 아웃소싱 파트너 선정 요인 ························································15
• 1. 기업역량 ····································································· 16
• 2. 재무적 요인 ·································································· 17
• 3. 제도적 요인 ·································································· 18
• 4. 운영적 요인 ·································································· 20
• 5. 아웃소싱 파트너 선정에 관한 연구 ········································ 22
• 제 3절 아웃소싱 전략 및 성공도 ·················································· 27
• 1. 아웃소싱 전략 ······························································· 27
• 2. 아웃소싱 성공도 ····························································· 30
• 3. 아웃소싱 전략 및 성공도에 관한 연구 ···································· 34
• 제 4절 BSC개념 및 기대효과 ···················································· 41
• 1.BSC의 개념 ········································································ 41
• 2. BSC의 4가지 관점 ··························································· 46
• 3. BSC도입의 기대효과 ························································ 46
• 4. BSC에 관한 연구 ···························································· 50
• - ii -
• 제 3장 연구의 설계 ······················································53
• 제 1절 연구모형 ··································································· 53
• 제 2절 가설의 설정 ································································ 54
• 제 3절 연구변수의 조작적 정의 ·················································· 57
• 1. 아웃소싱 파트너 선정요인 ·················································· 57
• 2. 아웃소싱 전략 ······························································· 59
• 3. 아웃소싱 성공도 ····························································· 59
• 4. BSC성과 ····································································· 60
• 제 4절 연구조사 방법 ····························································· 61
• 제 4장 실증분석 및 결과 ··············································· 62
• 제 1절 표본의 특성 ································································ 62
• 1. 자료수집 ····································································· 62
• 2. 표본특성 ····································································· 63
• 제 2절 타당도 및 신뢰도 분석 ···················································· 65
• 1. 타당도 분석 ·································································· 65
• 2. 신뢰도 분석 ·································································· 71
• 제 3절 가설검증 ··································································· 73
• 1. 상관관계 분석 ······························································ 73
• 2. 아웃소싱 파트너 선정요인과 아웃소싱 성공도와의 관계 ············· 75
• 3. 아웃소싱 전략과 아웃소싱 성공도와의 관계 ··························· 77
• 4. 아웃소싱 성공도와 BSC성과와의 관계 ·································· 79
• 5. 기업특성에 따른 파트너 선정요인과 아웃소싱 성공도와의 관계 ···· 84
• 6. 기업특성에 따른 아웃소싱 전략과 아웃소싱 성공도와의 관계 ······ 89
• 제 4절 구조방정식 분석 ···························································95
• 1. 구조방정식 모형 ···························································· 95
• - iii -
• 2. 모형의 적합성 검증 ························································· 97
• 3. 경로분석을 이용한 요인간의 영향관계 ·································· 101
• 제 5절 가설검증 및 구조방정식 분석 결과 ··································· 102
• 제 5장 결론 ····························································· 106
• 제 1절 연구 결과의 요약 ························································ 106
• 제 2절 연구의 시사점 ···························································· 108
• 1. 연구의 학문적 시사점 ····················································· 108
• 2. 연구의 실무적 시사점 ····················································· 109
• 제 3절 연구의 한계점 및 향후 연구방향 ········································ 110

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