e - Strategy : Internet 환경의 특성과 경영전략 이론의 한계

권구혁(Ku Hyuk Kwon) 한국경영학회 2000 경영저널 Vol.1 No.1

대기업 계열사의 경쟁전략과 자원공유 및 인센티브 시스템의 관계

권구혁(Ku Hyuk Kwon) 한국경영학회 1998 經營學硏究 Vol.27 No.2

Focusing on subsidiaries of Korean diversified firms, this research investigates the relationships among subsidiaries` competitive strategies, resource-sharing among subsidiaries, and incentive systems, and their interactive effects on subsidiaries` performance and managers` job satisfaction. By use of questionnaire obtained from the 200 subsidiaries of 30 Korean diversified enterprises (i.e., Groups), empirical analyses are conducted and four hypotheses proposed by Gupta & Govindarajan (1986) are tested. These authors` hypotheses are only partially supported. Empirical results indicate that the interactive effect of subsidiaries` competitive strategy and resource sharing among subsidiaries significantly affects subsidiaries` performance improvement. It is also found that the interaction between resource sharing and bonus pool determination significantly affect subsidiaries` performance. However, the interactive effect of resource sharing and bonus subjectivity does not have a significant effect on subsidiaries` performance improvement. In addition, the relationship between resource sharing and job satisfaction of subsidiaries` managers is found to be positive, which is contradictory to the hypothesis proposed by Gupta & Govindarajan. Possible explanations on these mixed results are provided as follows: i) the possibility that Korean diversified firms are not efficient enough to fit the administrative mechanisms, such as decentralization and bonus subjectivity, to the contextual factors like levels of resource sharing, ii) the possibility that Gupta & Govindarajan`s theory on differentiating administrative mechanisms might be complemented by other theoretical perspectives which argue for homogeneous administrative mechanisms to reduce administrative costs, and iii) the possibility that Gupta & Govindarajan`s argument is too simple to capture the phenomena surrounding the issues analyzed. Finally, suggestions for future research are provided.

계열사의 자원보유수준과 자원활용가능성이 그룹본부와 계열사 간 분권화에 미치는 영향

권구혁(Ku Hyuk Kwon),정기원(Ki Won Jung) 한국경영학회 2006 經營學硏究 Vol.35 No.1

The purpose of this study is to find factors that affect decentralization between the corporateheadquarter and subsidiary. This study suggests that the factor affecting decentralization is not the competitive strategy (subsidiary’s ‘need’ for decenrtalization) but the resource (the ‘bargaining power’ for ecentralization). Based on the resource dependence perspective. this study analyzes the effect of subsidiary resource flexibility. as well as resource level ondecentralization. Also. as a part of studies of decentralization in diversified firms. this study c1assified decentralization between headquarters and subsidiaries into two parts: operating and strategic issues. To test hypothesis. this study used Korea Chaebol group survey data set.According to the results. it was verified that the bargaining power generated from subsidiarys recource was only restricted to the strategic issues. Furthermore. it was found that subsidiaris resource level and resource flexibility have positive effects on the strategic issues in ecentralization. It was also found that a subsidiary’s resource level and resourceflexibility have an negative interaction effect on decentralization. That is. as higher resource flexibility of subsidiary increased. the positive effect of resource level on decentralization decreased.

다각화전략 연구의 문제점 및 개선방향

권구혁(Ku Hyuk Kwon) 한국경영학회 1997 經營學硏究 Vol.26 No.3

다각화된 기업의 본사와 계열사간의 분권화에 대한 통합적 연구

권구혁(Ku Hyuk Kwon),이준우(Joon Woo Lee) 한국경영학회 2002 經營學硏究 Vol.31 No.6

This study explores cnditions for differentiated decentralization and homogenized decentralization between the corporate headquarters and aubsidiaries in the diversified firm. Most studies of decentralization in diversified firms can be dichotomized into cither a corporate level study or a business level study. However, prescriptions provided by these two different research streams have been different from each other and sometimes paradoxical. In the corporate-level research, it is argued that decentralization between the corporate HQ and subsidiaries is dependent on which diversification types are pursued at the corporate level and thus homogeneous among subsidiaries. In contrast, researchers interested in subsidiaries within diversified fims posited that decentralization between the corporate HQ and subsidiaries should consider environmental or strategic contexts at the business level and thus be differentiated accoridngly. This paper is to relolve these paradoxical prescriptions and to provide conditions for when each argument is applicable. It was found that the coroprate-level`s diversification strategy in determining the degree of decentralization either when subsidiaries with high resource level are pursuing differentiation strategy or when subsidiaries with low resource level are pursuing cost leadership strategy. It was also tound that the business-level competitive strategy are a critical factor in determining the decentralization level either when subsidiaries with high resource level are the members of the firm with unrelated diversification strategy or when subsidiaries with low resource level are the members of the firm with related diversification strategy. By incorporating a third variable resource level of subsidiaries which was utilized in an international business study, we were able to explicate the contracting theories provided by two different research streams on decentralization issues in diversified firms.

경쟁전략 , 통제시스템 및 자원공유가 성과에 미치는 영향

권구혁(Ku Hyuk Kwon) 한국경영학회 1997 經營學硏究 Vol.26 No.4

Focusing on subsidiaries of Korean diversified firms, this research investigates the relationships among control systems, resource-sharing among subsidiaries, and competitive strategies and their interactive effects on subsidiaries` performance. In particular, attention is directed to the differences and similarities of managerial characteristics between Korean and U. S. firms. By use of questionnaire obtained from the 200 subsidiaries of 30 Korean diversified enterprises (i.e., Groups), empirical analyses are conducted and three hypotheses proposed by Govindarajan & Fisher (1990) are tested. Empirical results indicate that an interactive effect of subsidiaries` competitive strategy, control system utilized by the corporate office, and resource sharing among subsidiaries does not significantly affect subsidiaries` performance improvement. It is found that insignificance of three-way interaction effect of competitive strategy, control system and resource sharing on performance results from the fact that the three basic hypotheses on which Govindarajan & Fisher`s hypothesis is based are only partially supported. It is also shown that fit between output control and high resource sharing is associated with higher effectiveness for low-cost strategy. but fit between behavior control and high resource sharing is not associated with higher effectiveness for differentiation strategy. These findings provide a partial support for the hypotheses posited by Govindarajan and Fisher (1990) who analyzed the divisions of diversified U.S. firms. Based upon these findings, efforts are made to reconcile the results between two studies. Among others, diversification types. positions in the market, ownership structure, subsidiaries` status in the firm are considered as important factors affecting the dissimilar results. En route to these analyses, different perspectives for control mechanisms for efficient management of diversified firms are compromised and underlying rationales are inferred. Finally. suggestions for future research are provided.

계열사의 자원보유수준과 자원활용 가능성이 기업본사와 계열사 간 분권화에 미치는 영향

정기원(Ki-won Jung),권구혁(Ku-hyuk Kwon) 한국전략경영학회 2003 한국전략경영학회 학술대회발표논문집 Vol.- No.-

본 논문에서는 다각화된 기업의 기업본사와 계열사 간 분권화 수준을 결정하는데 영향을 미치는 계열사 차원의 요소를 밝히고자 한다. 자원특성의 양적(quantitative)측면에서 계열사의 자원보유수준을, 질적(qualitative)측면에서 계열사 자원의 활용가능성이라는 요소를 제시하고 두 요소가 분권화 수준에 미치는 영향력을 분석한다. 또한, 본 논문에서는 분권화 문제를 다루어 온 그간의 연구에서는 구분하지 않았던 분권화개념을 운영적사안의 분권화와 전략적 사안의 분권화로 구분하여, 실제로 기업본사와 계열사 간의 권한이양 문제가 어떤 종류의 의사결정 사안에서 발생되는지에 대한 분석을 시도하였다.<br/> 가설 검정 결과 다음과 같은 결론을 얻을 수 있었다. 첫째, 다각화기업의 분권화 문제를 다룸에 있어서 기업본사와 계열사 간 분권화 수준을 결정하는데 권력관계가 발생할 수 있는 부분은 전략적 사안에 대한 분권화 문제가 될 것이라는 점을 확인하였다. 둘째, 계열사의 자원보유수준과 자원활용가능성이라는 두 특성은 기업본사에 대한 효과를 발휘할 수 있으나, 계열사의 자원보유수준이 높은 상황에서 해당 자원의 활용가능성도 높다고 판단되는 경우에는 오히려 집권화 경향이 나타나게 됨을 알 수 있었다.<br/> 본 논문은 다각화 기업의 기업본사와 계열사 간 분권화 수준 결정에 영향을 미치는 요소들을 찾는 연구의 일환으로, 계열사의 자원보유수준과 자원활용가능성의 영향력을 확인함으로써, 계열사 자원의 양적 특성 및 질적 특성을 함께 포함하는 균형있는 분석을 시도하였다는 점에서 의의를 찾을 수 있다. The Purpose of this study is to find a factor that affect decentralization between the corporate headquarter and subsidiary. Based on the resource dependence theory, this study analyzes the effect of subsidiary resource flexibility in qualitative aspect, as well as resource level in quantitative aspect on decentralization. Also, this study classifies the decentralization concept into operating and strategic issues.<br/> According to this study, it was confirmed that the decentralization issues generating power relationship between the corporate headquarter and subsidiary wad restricted to the strategic issues. Furthermore, it was found that subsidiary resource level has a positive effect on the strategic issues in decentralization. It was found that subsidiary resource flexibility has a positive effect on the strategic issues in decentralization. While, it was found that an interaction effect of a subsidiary resource level and resource flexibility, the lower the decentralization level between the corporate headquarter and subsidiary.<br/> As s part of studies of decentralization in diversified firms, this study has a meaning that attempt to make a balanced-analysis including both quantitative and qualitative factors of subsidiary resource.

계열사의 전략적 상황에 따른 계열사 간 및 계열사 내 자원공유의 선택모형

박경미(Kyoung Mi Park),권구혁(Ku Hyuk Kwon) 한국경영학회 2009 經營學硏究 Vol.38 No.2

Existing diversification researches in Korea have accepted the theories for american diversified firms without question. However, the research practice like this may cause a theoretical problem in that Korean diversified firms are so different in organizational structure compared to american ones. The organizational structure of Korean diversified firm is based on a triple-tier system composed of corporate, business, and divisional levels whereas an american one has only corporate and business levels. Due to structural distinction of Korean diversified firm, the logics need to be separately identified according to an organizational level to which it is applied. The issue of resource sharing is also unexceptional. The logic should be differentiated whether the resources are shared between businesses or between divisions within a business. It is stressed in this paper that resource sharing at each level has its own logic. We present relatedness, strategic mission, competitive strategy, and resource attractiveness measured at a business level as the determinants of resource sharing and clarifies which determinant would be effective in resource sharing between businesses or resource sharing within a business. We could get the following results by testing the hypotheses. First, industrial and resource relatedness affect resource sharing between businesses in a positive way, whereas neither has an influence on resource sharing within a business. Second, it is suggested that a build mission would be related to resource sharing between businesses and a harvest mission would be related to resource sharing within a business. However, neither one is significantly supported. We infer the reason from the possibility that the business units to which a build or a harvest mission is assigned indiscriminately involve in resource sharing between businesses because a business unit with a build mission is supposed to be given the resources from other ones whereas the one with a harvest mission is supposed to give. As the fact that a business unit with a hold mission falls on the cell of star in the BCG matrix indicates that it should feed itself, it is encouraged to share the resources inside to efficiently utilize its own resources rather than to give or to be given them. A business unit with a divest mission might not share the resources with other business units as it prepares for being sold or liquidated. Third, a differentiation strategy affects resource sharing between businesses, but it does not affect resource sharing within a business. In contrast, a low-cost strategy does not affect resource sharing between businesses, but it affects resource sharing within a business. Fourth, resource value is positively influential to resource sharing within a business. Also, resource level is related to resource sharing within a business in a positive way and is related to resource sharing between businesses in a negative way. We expect that resource value would not affect resource sharing between businesses because of its inimitability, but the result shows that it does affect. It implies that the inimitability of resources blocks transferring not between different industries but between different organizations as the reason why the resource cannot be imitated is rooted in organizational specificity such as path dependence or tacitness. It would not be so easy for the business units which resides in the different firms to replicate other one`s resources even if they are in the same industry. However, those in the same firm would not have such a difficulty in imitating the resources in spite of industrial differences. The contributions of this study could be summarized as follows. First of all, we argue that a differentiated logic should be applied to each of the organizational levels. On the contrary of existing researches which use a homogenized logic regardless of an organizational level to which it is applied, we stress that a discriminative logi

시너지의 실행

황재원(Jae Won Hwang),권구혁(Ku Hyuk Kwon) 한국경영학회 2012 經營學硏究 Vol.41 No.2

Unlike the prior research claiming that synergy is attained through centralization of decision making authorities, this study contends that centralization is not the only way to make SBUs cooperate. There are supposed to be diverse means if an SBU has more than one synergistic opportunity. The HQ has a choice of various intervention alternatives to create synergy and the efficacy of each alternative is contingent on the properties of the situation an SBU confronts. We argue that centralization is required if the source of synergy resides in the HQ and decentralization is required if it resides in an SBU. In addition, subjective performance evaluation is necessary if there is a conflict of interests in activating collaboration between the HQ and an SBU, but it is unnecessary if there is a coincidence between the two. We introduce an inter-SBU relatedness, an SBU`s competitive strategy, an SBU`s synergy-creating ability, and an SBU`s synergy-creating intention as four relevant situations and propose centralization, centralization and subjective performance evaluation, decentralization, and decentralization and subjective performance evaluation as four intervention modes suited for each situation. According to empirical results, the inter-SBU relatedness affects centralization and subjective performance evaluation in positive ways, whereas the competitive strategy affects neither centralization nor performance evaluation. The synergy-creating ability affects centralization in a negative way and subjective performance evaluation in a positive way. The synergy-creating intention affects centralization in a negative way, but it does not affect subjective performance evaluation. In sum, we suggest differentiated intervention modes suited for the synergistic situation of an SBU and confirm that seven of eight hypotheses are significantly supported. The primary contribution of this study is that we consider more than one synergistic situation and present the customized intervention modes for each of the situation. The prior research includes only inter-SBU relations and hence regards centralization as an single means to create synergy. We suggest and verify the hypotheses that centralization will be effective if an inter-SBU relatedness offers an synergistic opportunity, but centralization will be ineffective if an SBU has the superior ability or the affirmative intention to create synergy. The prior research exclusively focuses on centralization and underestimates the value of subjective performance evaluation as a means of synergy creation. The subjective performance evaluation has been presumed to be a redundant or auxiliary instrument, but there is a situation when neither centralization nor decentralization is valid. For instance, centralization itself will increase information processing costs if there is an inter-SBU relatedness and decentralization alone will increase agency costs if an SBU has a synergy-creating ability. In this case, the vulnerability of centralization or decentralization is complemented by subjective performance evaluation. In conclusion, this study is based on a contingent perspective that the HQ has several choices, the combinations of centralization and subjective performance evaluation, and the effectiveness of each choice is dependent on the synergistic situation.

계열사 간 자원공유와 사업부 간 자원공유의 결정요인 및 성과함의

박경미(Kyoung Mi Park),권구혁(Ku Hyuk Kwon) 한국경영학회 2007 한국경영학회 통합학술발표논문집 Vol.2007 No.8

본 논문에서는 그룹본부-계열사-사업부로 이루어진 우리나라 재벌그룹의 구조적 특성을 반영하여, 계열사가 처한 상황적 요인에 따라 계열사 간 자원공유와 사업부 간 자원공유가 차별적으로 결정된다는 논의를 중심으로 가설을 제시하고, 이를 검증하였다. 또한 본 논문에서는 계열사의 성과에 대한 계열사 간 자원공유와 사업부 간 자원공유의 상충적 관계도 함께 다루었다. 본 논문에서는 가설검증을 통해 다음의 결론을 얻을 수 있었다. 첫째, 계열사의 타계열사에 대한 산업의 관련성과 자원의 관련성은 계열사 간 자원공유에 긍정적인 영향을 미치는 것으로 나타났다. 둘째, 계열사의 차별화 전략은 계열사 간 자원공유에 긍정적인 영향을 미치는 것으로 나타났으며, 계열사의 원가우위 전략은 사업부 간 자원공유에 긍정적인 영향을 미치는 것으로 나타났다. 셋째, 계열사의 보유자원의 가치와 계열사의 자원보유수준이 높은 경우 사업부 간 자원공유에 긍정적인 영향을 미치는 것으로 나타났으며, 계열사의 자원보유 수준이 낮을수록 계열사 간 자원공유를 많이 하는 것으로 나타났다. 넷째, 자원의 매력도와 성과와의 관계를 보면, 계열사의 보유자원의 가치가 높을수록, 자원보유수준이 높을수록 계열사의 성과에 긍정적인 영향을 미치는 것으로 나타났다. 마지막으로, 자원공유와 시너지 효과, 그리고 계열사 성과와의 관계를 보면, 사업부 간 자원공유는 계열사 성과에 긍정적인 영향을 미치지만, 계열사 간 자원공유는 계열사 성과에 긍정적인 영향을 미치지 않는 것으로 나타났다. 계열사 간 자원공유의 경우에는 시너지 효과가 전제될 때에만 계열사 성과에 긍정적인 영향을 미치는 것으로 나타났으며, 사업부 간 자원공유는 계열사 간 자원공유가 계열사의 시너지 효과에 미치는 영향을 제한하는 것으로 나타났다. 본 논문에서는 기업본부-계열사-사업부의 특성을 반영하는 통합적 분석틀과 분석수준에 따른 차별적 논리를 제시하였으며, 특히 계열사 간 자원공유와 사업부 간 자원공유의 관계와, 이들이 계열사의 성과에 미치는 영향을 실증연구를 통해 입증했다는 점에서 의의를 찾을 수 있다. This study reflects the structural uniqueness of a Korean chaebol composed of the headquarter, subsidiaries, and divisions and suggests the differentiated determinants of resource sharing between and within subsidiaries. The study also touches on the conflicting effects of each level of resource sharing on a subsidiary`s performance. The empirical results lead to the following conclusions. First, industry relatedness and resource relatedness both determines resource sharing between subsidiaries. Second, differentiation strategy determines resource sharing between subsidiaries and low-cost strategy, on the other hand, determines resource sharing within a subsidiary. Third, resource value and resource level both determine resource sharing within a subsidiary, but resource level negatively influences resource sharing between subsidiaries. Fourth, resource value and resource level both determine a subsidiary`s performance. Fifth, resource sharing within a subsidiary influences performance, but resource sharing between subsidiaries does not. Resource sharing between subsidiaries influences performance on condition that a subsidiary`s synergy effect exists and resource sharing within a subsidiary controls the influence of resource sharing between subsidiaries on synergy effect. This paper proposes the integrated framework that contains and characterizes the organizational structure of a Korean chaebol and suggests the differentiated logic aligned with it. It is another implication of the study to investigate and verify the relationship between each level of resource sharing and its influences on a subsidiary`s performance.