진입이전 자원이 신규사업의 경쟁전략과 기업성과에 미치는 영향에 대한 연구

김언수(Eon Soo Kim),한수진(Su Jin Han),최현진(Hyun Jin Choi) 한국경영학회 2006 經營學硏究 Vol.35 No.5

다운사이징

김언수(Eon Soo Kim),김재욱(Jae Wook Kim) 한국경영학회 1997 經營學硏究 Vol.26 No.3

Illuminating an interesting parallelism between corporate downsizing and human diet, this paper finds pitfalls and challenges of the common downsizing concept and approaches. This paper arrives at a seemingly contradictory conclusion arguing that in times of cutting, firms should also add: Downsizing should go beyond a mere cost-cutting measure to strengthening core functions of organizations. By integrating the existing literature on downsizing, we also suggest a flow chart of downsizing decision making which highlights several important issues to be considered.

기업회생 과정의 추적연구

김언수(Eon Soo Kim),조명현(Myeong Hyeon Cho),박상준(Sang June Park) 한국경영학회 2003 經營學硏究 Vol.32 No.1

In spite of its theoretical and practical importance, turnaround strategy has not received much research attention. Relatively small number of studies conducted in western countries, approaching from various perspectives, remain fragmented. We tried to integrate the existing research, complemented by additional elements deemed important yet overlooked in previous studies. In addition, we attempted to offer a turnaround process model suitable for the Korean environment, by composing a case of a department store’s turnaround experience. Through an in-depth study of the focal firm spanning from the time of founding to the present time, we analyzed and described the causes of performance downturn and the counter-measures mobilized. It was shown that the focal firm went through the recursive, rather than linear, steps of securing the support of stakeholders, retrenchment, focusing, and improving cost structure. The focal firm’s turnaround consists of deploying focused differentiation strategy, simpler organization structure, and lowering the burden of debt in response to lack of clear strategy, bureaucratic structure, and excessive interest expenses respectively. This study also shed light on the importance of political dynamics inside and outside the organization

The Applicability of American Motivation Theories Abroad

오태근,김언수 ( Tai K . Oh,Eon Soo Kim ) 한국경영학회 1996 추계학술연구발표회 발표논문집 Vol.- No.-

신생기업의 사회적 관계가 IPO성과에 미치는 영향

백유진 ( Yu Jin Back ),김언수 ( Eon Soo Kim ),남대일 ( Dae Il Nam ) 한국중소기업학회 2013 기업가정신과 벤처연구 Vol.16 No.2

Will more social relations always bring better performance for entrepreneurial firms? Using a sample of all firms which went through an IPO during 2001-2004 in the U.S., we examine the relationship between social relations of entrepreneurial firms and their performance. Prior research has suggested that having relationships at the early stage of organizational life provides many advantages to entrepreneurial firms. Entrepreneurial firms facing severe uncertainty can gain benefits from social relations, because relations can provide access to various resources. To a certain point, we accept this well-known thesis. However, we argue that too many relations may have detrimental consequences to firms` success. We introduce possible negative mechanisms and test the effect of immoderate level of social relations on the entrepreneurial firms` performance. We expect that social relations of entrepreneurial firms will have an inverted U-gshaped relationship with performance. We specify social relations of three important groups (founder, TMT, and BOD) in entrepreneurial firms and examine their impact on the IPO performance. As a result, social relations of TMT and BOD have an inverted U-shaped relationship with IPO performance as expected. However, founder interlock has a negative impact on IPO performance. Finally, implications and limitations are discussed.

전술 번들링과 전략실행의 효과에 관한 연구

한수진(Su-Jin Han),김언수(Eon-Soo Kim) 한국인사조직학회 2007 인사조직연구 Vol.15 No.4

  이제까지의 경영전략 분야는 전략의 수립과 내용 측면의 연구가 많이 진행되어, 전략수립에 비해 전략실행에 대한 연구와 이해는 부족한 실정이다. 본 연구는 이와 같은 전략실행 연구의 부족함을 일부 메우고자, 전략을 행동으로 옮기는 구체적인 방법이라 할 수 있는 실행전술(implementation tactic)에 초점을 맞춘다. 전략실행은 조직 구성원들이 함께 움직일 경우에만 성공할 수 있으므로 실행전술을 ‘경영자가 자신이 의도하는 전략적 방향으로 직원들을 움직일 수 있도록 영향력과 권력 기반으로 몰입을 증가시키고 저항을 줄이기 위해 발휘되는 책략’으로 상정하였다. 본 논문에서는 기존 전술연구들을 통합, 정리하여 9가지의 실행 전술을 도출하였으며, 이를 토대로 실행 전술의 효과성을 파악하였다. 실행 전술은 사용 순서나 실행 내용 즉, 전략에 따라 그 효과성이 다르게 나타날 것이며, 다양한 전술들이 동시다발적으로 혹은 순차적으로 사용될 수 있을 것이라고 예측하였다. 이와 같이 다양한 전술들을 순차적으로 혹은 동시에 결합하여 사용하는 것을 “전술 번들링(tactic bundling)”이라고 이름 붙였다. 이러한 예측들을 실증 분석하기 위하여 9개월의 참여관찰과 인터뷰를 포함한 총 2년 4개월 동안 심층사례 연구를 수행하였다. 연구결과로는 첫째, 개별전술 혹은 전술 번들링은 그 사용 순서 및 결합되는 전술의 유형에 따라 효과성에 차이가 있다. 감정적 전술의 경우 타 전술과 결합되는 모든 경우에서 긍정적 효과가 발견되었으며, 강압적 전술의 경우는 그 사용순서에 따라 효과가 전혀 다르게 나타났다. 둘째, 전술의 효과성은 전략 내용(대상의 가시성여부, 이해관계의 대립정도)에 따라 효과 차이가 발생한다. 전술을 많이 사용하면 효과적이라는 전술 번들링 효과는 일반적인 현상이지만, 필요 이상의 번들링은 경제성(parsimony)에 반하는 현상으로 비효율성을 증가시키게 된다. 따라서 전략 내용에 따른 적정수준의 전술 규모 및 사용이 고려되어야 한다.   Organizations in today’s hyper-competitive environment need to formulate a strategy in order to survive and to sustain competitive advantages. Unfortunately, only a small number of them achieve the intended result, indicating a gap between formulation and implementation. Thus, knowledge and wisdom for successful strategy implementation is in high demands, from business circles and academicians alike. Until now, strategy implementation has received much less research attention than strategy formulation, even though the number of studies on strategy implementation has recently increased.<BR>  Under these circumstances, the study raises the following research questions. What are the strategy implementation tactics and the pattern of tactic usage? And what kind of implementation tactic and usage are effective to achieve implementation objective and to mitigate employee resistance for change?<BR>  To address these questions, this study first reviews relevant theories and existing research on the following topics: concept of strategy implementation, strategy implementation tactics drawing upon power and influence tactics studies, resistance as the consequence of implementation tactics, and the contextual factors and their interactions. Based on the literature review, a general strategy implementation process is mapped out, which incorporates the implementation cases, implementation tactics, and resistance.<BR>  To follow the process of implementation, a two-year, in-depth case study was conducted using a participant-observation method at a Korean subsidiary of a multinational pharmaceutical company. While the implementation process of this company is one big case, it is composed of thirteen sub-cases. Therefore, this study has an element of both singleand multiple-case study.<BR>  To evaluate the effectiveness of certain tactics applied to change events and programs i.e., sub-cases, two criteria were used. Based upon whether intended changes, programs, and policies were actually introduced and implemented, and change in the resistance level, the sub-cases were classified into three categories: (1) success: when planned change did happen and there was little resistance from employees or resistance was reduced, (2) partial success: when planned change happened but employee resistance could not be addressed, and (3) failure: when change did not happen as planned and resistance remained high. Level of employee resistance was measured, before and after certain tactics were applied. Using intra- and inter-rater comparison coding method, implementation tactics were divided into nine specific types. Using the same process as in the implementation tactic coding procedure, employee resistance was classified into commitment, compliance, indifference, passive resistance, and active resistance, depending on the strength of resistance. To examine the relation between strategy and effectiveness of tactics, we also divided strategy into four groups based on two dimensions, conflict of interest and tangibility of change target.<BR>  Major findings of this study are as follows. First, there seems to be an effective way of using strategy implementation tactics. Nine implementation tactics are developed in this study, based on the existing implementation, power, and influence tactics. Nine implementation tactics are classified into four groups: 1) rational, 2) emotional, 3) manipulation, and 4) coercive tactics.<BR>  Second, each tactic has different result depending on the context, that is, the specificity of the case and order of tactic usage. Rational tactics seem to be the natural choice in the course of introducing new changes because the CEO, a change agent, tries to persuade employee to understand direction and intention of new program or policy with rational methods. While rational tactics were used 100% of the cases, they were rarely used alone. All the cases wh

가상조직 : 거래비용을 배제한 조직간 거래

김언수,박형근 고려대학교 경영대학 1998 경영논총 Vol.42 No.1

This paper is part of an effort to enhance academic and practical understanding of virtual organizations as one of the most promising new concepts in strategic management area. We strive to establish the concept of virtual organizations as a strategic source of competitive advantage of the future. We first discuss the fast changing business environment which makes the advent of virtual organizations inevitable. We analyze several new trends and concepts in strategic management area which will eventually lead us to the concept of virtual organizations. Considering the ambiguous discussions of the concept, this paper also suggests a better definition of virtual organizations which, we believe, enables us to differentiate virtual organizations from the other concepts of business alliance. Finally, we discuss some future research directions for this practically appealing phenomenon.

글로벌 환경하에서의 정보기술과 경쟁우위 : 한국, 미국, 유럽 제조기업들의 비교연구 A Comparative Study of Korean, American, and European Manufacturing Firms

김언수,김재욱 한국정보전략학회 1999 한국정보전략학회지 Vol.2 No.1

This is an exploratory research attempting to answer the question, "Do American, Asian, and European manufacturing firms use information technology in the same way to leverage activities that enable pursuit of time-based and mass customization strategies? We undertook this research becaues there has been so little comparative work. We surveyed a sample of American, Korean, and Swedish global manufacturing firms to study country-specific choices of IT technologies and pattems of IT ues. We discovered that there are statistically significant differences in the way firms from different countries use IT to support time-based competition and mass customizaion. Amercan firms tended to make the most extensive use of IT. Korean firms were close followers, while Swedish firms lagged behind. Business practices, cultural norms, and country-specific forms of organizing affected how firms used IT. American firms, for example, accustomed to efficient markets and high rates of change, used IT to identify appropriate extemal partners and were less concemed with using it to attenuate opportunism. Swedish firms, on the other hand, supported the established practice of doing business with a number of suppliers worldwide by using IT to reduce coordination costs and mitigate transaction risks. Relatively little emphasis was placed on searching for appropriate partners. Korean firms used IT to support their imitation strtegy in the face of rapid technological change and organizational and cultural limitations. High levels of vertical integration characteristic of the Korean firms inhibits rapid development of new capabilities. Korean firms used IT to access new product technologies from external while maintaining the integrity of the current structure.

한국 경영전략분야의 재정리를 위한 새로운 패러다임을 향하여

김언수 고려대학교 경영대학 1997 경영논총 Vol.41 No.1