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기업의 혁신성과 사회적 책임성에 따른 지속가능경영 유형화에 관한 탐색적 연구
권영철(Yung-chul Kwon) 한국경영학회 2014 Korea Business Review Vol.18 No.2
본 연구에서는 기업의 지속가능경영의 원천과 성과에 대해 분석하였다. 경제적 가치 창출의 원동력인인 혁신성과 사회적 가치 창출의 원동력인 사회적 책임성에 의거해 ``지속가능형기업``, ``혁신형기업``, ``박애주의형기업``, ``무가치형기업`` 등 네 그룹으로 기업의 유형화를 꾀하였다. 나아가서 이 네 그룹 기업군 간에 지속가능경영의 산물인 기업 신뢰도, 이해관계자에 대한 기대 부응, 소비자의 구매의도 등에 있어 현저한 차이가 존재함을 알 수 있었다. 본 연구의 결과는 학문적으로나 정책적으로 기업의 지속가능경영 모델을 발전시키는데 기여할 수 있을 것으로 기대된다. This study assesses the antecedents and consequences of sustainable management. Based upon the innovativeness and the social responsibility performance which create the economic value and social value respectively, firms were categorized into four types such as ``the sustainable type``, ``innovative type``, philanthropism type``, and ``zero value type``. Among these four types of firms, furthermore, it was shown that there are significant differences across the corporate trust, the responsiveness to stakeholder` expectation, and consumers` purchase intent. The results of this study are expected to contribute the development of sustainable management model in terms of theory and policy.
권영철(Yung-Chul Kwon) 한국관세학회 2010 관세학회지 Vol.11 No.1
In the study of inter-firm relations, the concept of transaction-specific investments has been regarded as an important factor. However, this study tried to draw an attention to the concept of relationship-specific investments. Specifically, this study focused on the factors determining the extent of relationship-specific investments between exporters and foreign buyers. Research results showed that the level of relationship-specific investments is determined mainly by such factors as product competitiveness, size of foreign buyers, competitive intensity of the focal foreign market, and years of business relationship, The findings indicate that the relationship-specific investments are determined not only by the logic of economics, namely future expected profits, but also by social relationships between firms.
한국기업의 중국내수시장 진출 확대를 위한 차별화 및 현지화 전략
권영철 ( Yung Chul Kwon ),김기현 ( Ki Hyun Kim ) 아시아.유럽미래학회 2012 유라시아연구 Vol.9 No.1
China is on the progress of changing from world factory to world market. In this regard, the purpose of this study is to assess the strategies that make the increases of Korean firms` market share in China possible. Specifically, both differentiation and localization strategies are suggested based on the concept of market orientation. Competitive and cultural barriers would be key entry barriers in the China market. Differentiation strategy can be a alternative to overcome the competitive barriers whereas localization strategy be a alternative to overcome the cultural barriers. To prove this logic, we analyzed the case of three companies, such as E-mart, Korean Tier Inc., and Orion, operating in China. The results indicate that these three companies have implemented both differentiation and localization strategies across the value chain functions such as product, marketing, and management in the China market. We also tested the relationship between the level of differentiation/localization and performance based on the sample of one hundred fifty two companies. The result showed that there is a significant difference in performance among three groups - (1) high level of differentiation and localization, (2) middle level of differentiation and localization, and (3) low level of differentiation and localization. This result implies that both differentiation and localization strategies play important roles in expanding Korean firms` market shares in China. Therefore, the results of this study will provide meaningful guidelines for penetrating into the China market to Korean firms. The problem is how we implement the differentiation and localization strategies in the China market. First of all, we should pay attention to the concept of competitor orientation to realize the differentiation strategy. In this respect, we have to evaluate the strength and weakness of our main local competitors regularly, response to their strategic changes, and explore market opportunities in a timely manner. Based on these analyses, we can become to get the idea of differentiation strategy. Secondly, we should also pay attention the concept of consumer orientation to realize the localization strategy effectively. In other words, we have to understand the local consumers` wants and needs, have interests in providing the most values to the local consumers, monitor their satisfaction to our products or services regularly. Based on this process, we can come up with the idea of realizing the localization strategies in the China market. Finally, it is impossible to realize the differentiation and localization strategies in the China market without the keen cooperation between parent company and local subsidiaries. They should share information about local competitors and consumers and cooperate to develop products and services in the China market. Parent company should also grant full autonomy to local subsidiaries for their operation in the China market which is strategically very important market. Thus, local subsidiaries can realize the differentiation and localization strategies in order to develope market opportunities in a timely manner in the China market. Finally, in these days emerging markets such as India, Brazil, Russia become to strategically important to our Korean firms. Therefore, we can apply both the differentiation strategy to copy with the barriers to competition and the localization strategy to copy with the barriers to culture in these strategically important countries.