경영컨설팅회사의 전략적 제휴가 성과에 미치는 영향 = The Effect of Strategic Alliance by Management Consulting Company on Performance

다국어 초록 (Multilingual Abstract)

In the present consulting market, the specialization field for consulting has been diversified and complicated along with the development of consulting industry and the company's needs for consulting has been growing everyday. Under the situation of consulting market being changed rapidly, it is impossible even for those consulting companies with strong competitiveness to settle down a lot of problems occurred from numberous fields alone in the realistic term. Thus management consulting companies try to establish a strategic alliance with other management consulting companies that can complement each other's specialization necessary for both companies for their growth and existence, this research was prepared for the purpose of analyzing the effect of strategic alliance over the performance of management consulting company.
So this research classified the strategic alliance of management consulting company into technology alliance level, human alliance level and equity alliance level, and surveyed which effect can be expected over the performance of management consulting company. when common ownership for general things, consulting technique and client information in each step is getting tightened. Accordingly, this research proceed with questionnaires and verified hypothesis through demonstration analysis in accordance with models by statistical processing for the collected data from questionnaires. The result acquired from the above demonstration analysis could be summed up as below.
First, when the strategic alliance level of management consulting company was technology alliance, a positive effect for the both variances was revealed over performance when common ownership for general things, consulting technique and client information was getting tightened. It could be analyzed that the experiences of outsourcing with partners was evaluated positively, when the strategic alliance level between management consulting companies was technology alliance.
Second, when the strategic alliance level between management consulting companies was human alliance, the effect of general things from strategic alliance was not remarkably revealed over performance, but it could effect over performance positively when the common ownership for consulting technique and client information was more tightened. It could be analyzed that the experience to take part in the consulting business through human exchange during the process of organizing a consortium was positively evaluated, when the strategic alliance level between management consulting companies was human alliance.
Third, when the strategic alliance level between management consulting companies was equity alliance, the effect of the common ownership for general things, consulting technique and client information in strategic alliance was not remarkably revealed. It could be analyzed that a participation through investment by establishing a joint Corporate was not positively evaluated yet, when the strategic alliance level between management consulting companies was equity alliance.
Judging from the above result of research, though the strategic alliance was esteemed negatively for the reasons that many consulting companies thought it difficult to share consulting tool, data, skill, solution, consulting technique, client information with probable partners for strategic alliance which were accumulated for years through company consulting, the strategic alliance between management consulting companies was evaluated positively rather than negatively in the technology alliance and human alliance according to the research for those management consulting companies having been experienced with strategic alliance, in case of equity alliance, it was necessary to perform first to construct a system securing an effective distribution for performance because of its characteristics to invest fund.
Under the environment of consulting market actually changed everyday, the strategic alliance between management consulting companies can be an important management strategy to complement weak points through common ownership for consulting resources necessary for both management consulting companies to finally make growth and development through a competitive advantages, in a more realistic term, to survive the consulting market being specialized and diversified everyday.

목차 (Table of Contents)

• 제 1 장 서 론 1
• 제 1 절 연구배경 및 목적 1
• 제 2 절 연구방법 및 구성 3
• 제 2 장 연구의 이론적 배경 5
• 제 1 절 경영컨설팅의 이론적 배경 5
• 1. 경영컨설팅의 정의 5
• 2. 경영컨설팅의 목적 8
• 3. 경영컨설팅의 유형 10
• 4. 경영컨설턴트의 역할 13
• 5. 국내 경영컨설팅의 현황 18
• 제 2 절 전략적 제휴의 이론적 배경 24
• 1. 전략적 제휴의 정의 24
• 2. 전략적 제휴의 목적 27
• 3. 전략적 제휴의 형태 29
• 제 3 절 경영컨설팅회사의 전략적 제휴 34
• 1. 경영컨설팅회사 전략적 제휴의 배경 34
• 2. 경영컨설팅회사 전략적 제휴의 목적 35
• 3. 경영컨설팅회사 전략적 제휴의 형태 36
• 4. 경영컨설팅회사 전략적 제휴의 성과 38
• 제 3 장 연구모형과 가설설정 40
• 제 1 절 연구모형 40
• 제 2 절 가설설정 41
• 제 3 절 변수의 조작적 정의 42
• 제 4 절 표본의 조사방법 및 설문구성 45
• 제 5 절 자료의 분석방법 47
• 제 4 장 실증분석 48
• 제 1 절 표본의 일반적 특성 48
• 제 2 절 신뢰성과 타당성 분석 51
• 1. 신뢰성 분석 51
• 2. 타당성 분석 52
• 제 3 절 가설검증 56
• 제 5 장 결 론 65
• 제 1 절 연구결과의 요약 및 시사점 65
• 제 2 절 연구결과의 한계점 및 향후과제 68
• 참고문헌 70
• 설문지 74