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신동엽(Dong Youb Shin),김선혁(Sun Hyuk Kim),정기원(Ki Won Jung) 한국경영학회 2008 經營學硏究 Vol.37 No.3
The current paper explores the learning aspect of replicating behaviors in choices of diversification modes. In most conventional studies, diversification decisions were explained with rational and economic factors, such as industry attractiveness, appropriability, corporate control, or transaction costs. In contrast, a number of recent studies have started to incorporate more realistic views, such as institutional isomorphism and utilization of existing knowledge, with diversification research. These recent studies of diversification suggest that faced with uncertainty of diversification, firms tend to replicate the past behaviors of themselves or other firms. For instance, neo-institutional theory maintains that under situations of high uncertainty, firms tend to become increasingly similar with one another by imitating the behaviors or forms of other firms in the organizational field, which is often referred to as institutional isomorphism. Evolutionary economics similarly argues that faced with uncertainty, firms tend to replicate their past choices by utilizing existing knowledge. Along the same line of argument, some recent studies suggested that diversification decisions, such as mode choices, are often made through replicating behaviors due to high uncertainty of diversification. Although these recent attempts have contributed significantly to the improvement of realism in diversification research, it is still arguable to assume that crucial strategic decisions like diversification are made only through simple replicating behaviors. Therefore, we argue that although the simple replication of past behaviors through mimetic isomorphism or the utilization of existing knowledge certainly happens, a more intelligent mechanism will additionally operate in strategic decision-makings, such as choices of diversification modes. That is, the current paper attempts to complement, rather than to replace, the existing arguments of replicating behaviors by additionally introducing a more intelligent mechanism of strategic decision-making that may work in tandem with simple replication. To elaborate our argument, we draw heavily on insights from the organizational learning literature. The organizational learning literature suggests that firms actively adjust their choices and behaviors according to performance feedbacks from environments. In contrast, the literatures of replicating behaviors, such as neo-institutional theory and evolutionary economics, posit that firms tend to simply replicate choices of other organizations as well as their own past choices. Thus, the current study attempts to integrate these two streams of arguments by suggesting that although pressures toward replication indeed affect the choice of diversification mode, firms also actively incorporate performance feedbacks to past choices by themselves and other firms, rather than simply replicating their own or other firms` past behaviors. In this respect, we propose the following four hypotheses regarding the effects of performance-feedbacks in replicating behaviors in choices of diversification modes: Hypothesis 1. The choice of diverfication mode by a firm will be affected by the performances of the modes that the firm used in the past diversifications, Hypothesis 2. The choice of diverfication mode by a firm will be affected by the performances of the modes that other firms with high performances used in the past diversifications, Hypothesis 3. The choice of diverfication mode by a firm will be affected by the performances of the modes that other firms with similar status used in the past diversifications, and Hypothesis 4. The effects of performance-feedbacks to the focal firm`s past behaviors on mode choices will be greater for lower-status firms than for higher-status firms. We empirically tested our argument with a data-set that contains all the diversification events by the thirty largest Korean business groups, 1988-1997. According to the results of our c
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학술연구 : 조직생태학적 기회구조와 벤처 창업률: 한국 영화산업 벤처 설립률의 조직생태학적 분석, 1919~2004
김선혁 ( Sun Hyuk Kim ),신동엽 ( Dong Youb Shin ) 한국중소기업학회 2011 기업가정신과 벤처연구 Vol.14 No.4
본 연구는 대표적인 문화벤처기업 중 하나인 영화제작사들의 벤처 창업률에 영향을 미치는 요인들을 실증분석한다. 벤처 창업은 개별 창업가들의 독자적 의사결정에 의해 전적으로 이루어지는 것이 아니라 조직 외부의 환경 조건이나 다른 주변 조직들의 의사결정에 직접적인 영향을 받는 조직과 환경간 상호작용의 산물이다. 따라서 본 연구는 개별 조직을 둘러싼 환경 조건이나 주변 경쟁조직들과의 관계 분석이 벤처기업의 창업 과정을 이해하기 위한 핵심요건이 되어야 한다고 주장한다. 이 같은 관점에서 본 연구는 창업자 혹은 개별 벤처기업에 초점을 맞춘 기존 연구들과는 달리 조직군(organizational population) 수준에서 벤처 창업의 조건들을 규명하고자 한다. 즉 본 연구는 조직군 수준의 다이내믹스에 대해 집중적으로 논의해 온 조직생태학의 관점에 기반하여 조직군 수준의 주요 조건들과 벤처 창업률 사이의 관계를 실증분석한다. 한국 영화산업 내 영화제작사들의 벤처 창업률을 분석하기 위한 이벤트카운트 분석의 결과, 조직군 밀도, 최근 벤처 창업 편승 행동의 강도, 시장 세그멘트화 정도가 영화산업 벤처 창업률에 유의미한 영향을 미치는 것으로 나타났다. From a perspective of organizational ecology which pays attention to the dynamics at the population level, this study examines the factors affecting the venture founding rate of Korean film production firms. Without taking much into consideration the effects of outside environment and competing organizations` decisions, previous venture studies have often explained venture founding as an outcome of individual entrepreneurs` or firms` independent decisions. Venture founding, however, cannot be regarded as an outcome of individual entrepreneurs` or individual firms` independent decisions, but should be regarded as an outcome of interaction in which individual entrepreneurs or firms make decision taking into account the effects of external environment and competing organizations` decisions. To understand venture founding process properly, therefore, we should pay attention not only to the dynamics at the level of individual entrepreneur or individual firm, but also to the dynamics at the level of organizational population. This study examines the conditions of venture founding in the Korean film industry from an organizational ecology perspective. Specifically, by using the event count analysis, this study demonstrates that population density, the strength of venture founding bandwagon, and the level of market segmentation have significant effects on the venture founding rates of Korean film production firms.
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김선혁(Sun Hyuk Kim),신동엽(Dong Youb Shin) 한국경영학회 2009 經營學硏究 Vol.38 No.4
This study empirically analyzes how the exploration of new niches, such as new product markets or new input resources, affects organizational mortality, and also how environmental characteristics may moderate this causal relationship, through a longitudinal study of Korean film-makers’ new niche explorations, 1919-2004. Innovation is currently the single most popular concept frequently mentioned among both academicians and practitioners in the early 21st century. Academically, innovations recently have been a central research agenda in a variety of literatures in business studies, such as strategic management, organization studies, marketing, operations management, and technology management. In this regard, the recent strategic management literature of sustainable competitive advantage has emphasized the crucial importance of innovation geared to creating new competitive advantages based on the exploration of new market or resource niches. However, the organization theory literatures of organizational ecology and organizational learning suggest that explorative innovations incur serious risk and hazard, and consequently raise firm mortality rates. For instance, the structural inertia argument of organizational ecology submits that structural inertia is a consequence of selection, since radical organizational changes raise mortality rates. The learning myopia argument of organizational learning even suggests that organizations often suffer from myopia of learning due to exploitation bias stemming from organizations’ efforts to avoid risk of explorative innovations. If the suggestions by strategic management are right, those static organizations which are resistant to environmental pressures toward innovations will incur serious survival risks. However, at the same time, if the predictions by organizational learning and organizational ecology are correct, those organizations which often implement innovations conforming to the environmental pressure, such as culture industry firms, will be put to another serious danger stemming from attempts for risky innovations. Therefore, culture industry firms, such as film makers, often come to be faced with a strategic dilemma in which they should implement innovations to guarantee long-term survival, and at the same time, also should avoid critical risks of innovations. In this regard, the current study empirically examines whether innovations pose risks to firm survival, and whether there are conditions that moderate the causal relations between innovations and organizational mortality. In the theory part, the current paper first discusses the conflicting perspectives on innovations between strategic management and organization theory. Then, we posit a theoretical framework in which the predictions by the organization theory literature are viewed as main effects, whereas the arguments by the strategic management literature are regarded as a moderator. The current paper focuses especially on the effects of environmental dynamics as a moderating variable. That is, we argue that while innovations generally raise firm mortality rates, the effects of innovations on mortality rates decrease as environmental dynamism increases. We propose four hypotheses. We suggest a hypothesis regarding the positive main effect of innovation on mortality rate and an interaction hypothesis concerning environmental dynamism’s negative moderating of the causal relationship between innovation and mortality rate. Then, we apply these two hypotheses to two types of innovations - i.e. innovations in product markets and innovations in input resources. According to our event history analysis of all 871 Korean film-makers that have existed throughout the entire history of the industry, 1919-2004, we have found that both types of niche innovations geared to exploring new product markets and new input resources positively affect organizational mortality rates as predicted by the organizational ecology and organizational l
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