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      생산자원과 생산역량 및 성과 간의 인과관계: 자원기반이론에 근거를 둔 실증연구 = Causal Relationships among Operations Resources, Operations Capabilities and Performance: An Empirical Study Based on the Resource-Based View

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      https://www.riss.kr/link?id=A79664173

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      국문 초록 (Abstract) kakao i 다국어 번역

      본 연구의 목적은 자동차 부품산업과 기계 부품산업 및 전자 부품산업을 대상으로 생산자원과 생산역량 및 성과 간의 인과관계를 실증적으로 규명하는 것이다. 2차 확인적 요인분석을 통해 생산자원은 인적자원 및 프로세스기술/설비자원과 같은 1차 요인들로 구성되며, 생산역량은 경쟁우선순위와 관련된 품질역량, 원가역량, 납입역량, 유연성역량과 같은 1차 요인들로 구성된다는 사실을 확인할 수 있었다. 따라서 생산자원과 생산역량은 2차 요인이라고 보는 것이 타당하다. 구조방정식모형을 이용한 가설검정 결과, 생산자원은 생산역량에 긍정적인 영향을 미치며, 생산역량은 성과에 긍정적인 영향을 미치는 것으로 확인되었다. 반면 생산자원은 예상과 달리 성과에 직접적으로 긍정적인 영향을 미치고 있지 못하지만 생산역량을 매개요인으로 간접적으로는 긍정적인 영향을 미치는 것으로 확인되었다. 본 연구는 자원기반이론과 생산전략/생산경영 두 분야를 통합한 연구로서 기업의 자원/역량이 성과나 지속 가능한 경쟁우위의 원천이 될 수 있다는 자원기반이론의 명제를 생산이라는 구체적인 기능 분야에서 검증했다는 의의가 있다.
      번역하기

      본 연구의 목적은 자동차 부품산업과 기계 부품산업 및 전자 부품산업을 대상으로 생산자원과 생산역량 및 성과 간의 인과관계를 실증적으로 규명하는 것이다. 2차 확인적 요인분석을 통해 ...

      본 연구의 목적은 자동차 부품산업과 기계 부품산업 및 전자 부품산업을 대상으로 생산자원과 생산역량 및 성과 간의 인과관계를 실증적으로 규명하는 것이다. 2차 확인적 요인분석을 통해 생산자원은 인적자원 및 프로세스기술/설비자원과 같은 1차 요인들로 구성되며, 생산역량은 경쟁우선순위와 관련된 품질역량, 원가역량, 납입역량, 유연성역량과 같은 1차 요인들로 구성된다는 사실을 확인할 수 있었다. 따라서 생산자원과 생산역량은 2차 요인이라고 보는 것이 타당하다. 구조방정식모형을 이용한 가설검정 결과, 생산자원은 생산역량에 긍정적인 영향을 미치며, 생산역량은 성과에 긍정적인 영향을 미치는 것으로 확인되었다. 반면 생산자원은 예상과 달리 성과에 직접적으로 긍정적인 영향을 미치고 있지 못하지만 생산역량을 매개요인으로 간접적으로는 긍정적인 영향을 미치는 것으로 확인되었다. 본 연구는 자원기반이론과 생산전략/생산경영 두 분야를 통합한 연구로서 기업의 자원/역량이 성과나 지속 가능한 경쟁우위의 원천이 될 수 있다는 자원기반이론의 명제를 생산이라는 구체적인 기능 분야에서 검증했다는 의의가 있다.

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      다국어 초록 (Multilingual Abstract) kakao i 다국어 번역

      This study proposes to verify the causal relationships among operations resources, operations capabilities, and performance, empirically targeting suppliers in the automotive, machinery and electronic parts industries. Through second-order confirmatory factor analysis, it is confirmed that operations resource consist of human and process technology/equipment resources. In addition, operations capabilities can be subdivided into quality, cost, dependability, and flexibility capabilities that are relevant to competitive priorities. Therefore, it is entirely appropriate that operations resources and operations capabilities should be considered as second-order factors. Using structural equation modeling, we tested four hypotheses: operations resources and operations capabilities have positive influences on operations resources and performance respectively. Unexpectedly, operations resource can not influence performance directly. Instead, it can have a positive influence on performance through operations capabilities as an intermediator. Combining a resource-based view and operations strategy /operations management in the field of operations, this study examined the proposition that resources/capabilities can be sources of competitive advantages or out performance of firms.
      번역하기

      This study proposes to verify the causal relationships among operations resources, operations capabilities, and performance, empirically targeting suppliers in the automotive, machinery and electronic parts industries. Through second-order confirmator...

      This study proposes to verify the causal relationships among operations resources, operations capabilities, and performance, empirically targeting suppliers in the automotive, machinery and electronic parts industries. Through second-order confirmatory factor analysis, it is confirmed that operations resource consist of human and process technology/equipment resources. In addition, operations capabilities can be subdivided into quality, cost, dependability, and flexibility capabilities that are relevant to competitive priorities. Therefore, it is entirely appropriate that operations resources and operations capabilities should be considered as second-order factors. Using structural equation modeling, we tested four hypotheses: operations resources and operations capabilities have positive influences on operations resources and performance respectively. Unexpectedly, operations resource can not influence performance directly. Instead, it can have a positive influence on performance through operations capabilities as an intermediator. Combining a resource-based view and operations strategy /operations management in the field of operations, this study examined the proposition that resources/capabilities can be sources of competitive advantages or out performance of firms.

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      목차 (Table of Contents)

      • 요약
      • 1. 도입
      • 2. 선행연구 검토
      • 3. 주요개념 및 연구가설
      • 4. 연구방법
      • 요약
      • 1. 도입
      • 2. 선행연구 검토
      • 3. 주요개념 및 연구가설
      • 4. 연구방법
      • 5. 연구결과
      • 6. 결론
      • 참고문헌
      • Abstract
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      참고문헌 (Reference)

      1 Flynn, B. B., "World Class Manufacturing: An Investigation of Hayes and Wheelwright's Foundation" 17 (17): 249-269, 1999

      2 Nanda, A, "Unlocking Your Imprisoned Assets: The Joint Venture Solution" 14 (14): 229-242, 1996

      3 Penrose, E, "The Theory of the Growth of the Firm" Wiley 1959

      4 erfelt, B. A, "The Resource-based View of the Firm: Ten Years after" 16 (16): 171-174, 1995

      5 Grant, R. M, "The Resource-based Theory of Competitive Advantage: Implications for Strategy Formulation" 33 (33): 114-135, 1991

      6 Lowson, R. H, "The Nature of an Operations Strategy: Combining Strategic Decisions from the Resource-based and Market-driven Viewpoints" 41 (41): 538-549, 2003

      7 Lorenzoni, G, "The Leveraging of Interfirm Relationships as a Distinctive Organizational Capability: A Longitudinal Study" 20 : 317-338, 1999

      8 Tan, K. C., "The Impact of Operations Capability on Firm Performance" 45 (45): 5135-5156, 2007

      9 Helfat, C. E, "The Dynamic Resource-based View: Capability Lifecycles" 24 (24): 997-1010, 2003

      10 Prahalad, C. K, "The Core Competence of the Corporation" 90 (90): 79-91, 1990

      1 Flynn, B. B., "World Class Manufacturing: An Investigation of Hayes and Wheelwright's Foundation" 17 (17): 249-269, 1999

      2 Nanda, A, "Unlocking Your Imprisoned Assets: The Joint Venture Solution" 14 (14): 229-242, 1996

      3 Penrose, E, "The Theory of the Growth of the Firm" Wiley 1959

      4 erfelt, B. A, "The Resource-based View of the Firm: Ten Years after" 16 (16): 171-174, 1995

      5 Grant, R. M, "The Resource-based Theory of Competitive Advantage: Implications for Strategy Formulation" 33 (33): 114-135, 1991

      6 Lowson, R. H, "The Nature of an Operations Strategy: Combining Strategic Decisions from the Resource-based and Market-driven Viewpoints" 41 (41): 538-549, 2003

      7 Lorenzoni, G, "The Leveraging of Interfirm Relationships as a Distinctive Organizational Capability: A Longitudinal Study" 20 : 317-338, 1999

      8 Tan, K. C., "The Impact of Operations Capability on Firm Performance" 45 (45): 5135-5156, 2007

      9 Helfat, C. E, "The Dynamic Resource-based View: Capability Lifecycles" 24 (24): 997-1010, 2003

      10 Prahalad, C. K, "The Core Competence of the Corporation" 90 (90): 79-91, 1990

      11 Jacobides, M. G, "The Co-evolution of Capabilities and Transaction Costs: Explaining the Institutional Structure of Production" 26 (26): 395-413, 2005

      12 Rungtusanatham, M., "Supply-chain Linkages and Operational Performance: a Resource-based View Perspective" 23 (23): 1084-1099, 2003

      13 Vickery, S. K., "Strategic Production Competence: Convergent, Distinct, and Predictive Validity" 3 (3): 308-318, 1994

      14 Toni, A. D, "Strategic Planning and Firm’s Competencies" 23 (23): 947-976, 2003

      15 Boyer, K. K, "Strategic Consensus in Operations Strategy" 17 (17): 289-305, 1999

      16 Amit, R, "Strategic Assets and Organizational Rent" 14 (14): 33-46, 1993

      17 Schmenner, R. W, "Revisiting the Theory of Production Competence: Extensions and Cross-validations" 24 (24): 893-909, 2006

      18 Jackson, D. L, "Revisiting the Sample Size and Number of Parameter Estimates: Some Support for the N:q Hypothesis" 10 (10): 128-141, 2003

      19 Levitas, E, "Rethinking Rouse and Daellenbach’s Rethinking: Isolating vs. Testing for Sources of Sustainable Competitive Advantage" 23 (23): 957-962, 2002

      20 Gägnon, S, "Resource-based Competition and the New Operations Strategy" 19 (19): 125-138, 1999

      21 Das, T. K, "Resource and Risk Management in the Strategic Alliance Making Process" 24 (24): 21-42, 1998

      22 Leong, G. K., "Research in the Process and Content of Manufacturing Strategy" 18 (18): 109-122, 1990

      23 Bagozzi, R. P, "Representing and Testing Organizational Theories: A Holistic Construal" 27 (27): 459-489, 1982

      24 MacCallum, R. C., "Power Analysis and Determination of Sample Size for Covariance Structure Modeling" 1 (1): 130-149, 1996

      25 Hayes, R., "Operations, Strategy, and Technology: Pursuing the Competitive Edge" John Wiley and Sons 2005

      26 Slack, N, "Operations Strategy" Prentice Hall 2007

      27 Kim, J. S, "Operationalizing Manufacturing Strategy: An Exploratory Study of Constructs and Linkage" 16 (16): 45-73, 1996

      28 Hair, J. F., "Multivariate Data Analysis" Prentice Hall 2006

      29 Williamson, O. E, "Markets and Hierarchies" Free Press 1975

      30 Tracey, M., "Manufacturing Technology and Strategy Formulation: Keys to Enhancing Competitiveness and Improving Performance" 17 (17): 411-428, 1999

      31 Hayes, R. H, "Manufacturing Strategy: At the Intersection of Two Paradigm Shifts" 5 (5): 25-41, 1996

      32 Ward, P. T, "Manufacturing Strategy in Context: Environment, Competitive Strategy and Manufacturing Strategy" 18 (18): 123-138, 2000

      33 Ketokivi, M, "Manufacturing Practices, Strategic Fit and Performance: A Routine-based Viewance: A Routine-based Viewance" 24 (24): 171-191, 2004

      34 Chang, S., "Manufacturing Flexibility and Business Strategy: An Empirical Study of Small and Medium Sized Firms" 83 (83): 13-26, 2003

      35 Noble, M. A, "Manufacturing Competitive Priorities and Productivity: An Empirical Study" 17 (17): 85-99, 1997

      36 Swink, M., "Managing beyond the Factory Walls: Effects of Four Types of Strategic Integration on Manufacturing Plant Performance" 25 (25): 148-164, 2007

      37 Peng, D. X., "Linking Routines to Operations Capabilities: A New Perspective" 26 (26): 730-748, 2008

      38 Wisner, J. D, "Linking Firm Strategy to Operating Decisions through Performance Measurement" 32 (32): 5-11, 1991

      39 Ferdows, K, "Lasting Improvements in Manufacturing Performance: in Search of a New Theory" 9 (9): 168-184, 1990

      40 nriverdi, H, "Knowledge Relatedness and the Performance of Multibusiness Firms" 26 (26): 97-119, 2005

      41 Barney, J, "Is the Resource-based View a Useful Perspective for Strategic Management Research? Yes" 26 (26): 41-56, 2001

      42 Priem, R. L, "Is the Resource-based View a Useful Perspective for Strategic Management Research?" 26 (26): 22-40, 2001

      43 Rumelt, R. P, "How Much Does Industry Matter?" 12 (12): 167-185, 1991

      44 Chen, H, "Governance Structures in Strategic Alliances: Transaction Cost versus Resource-based Perspective" 38 (38): 1-14, 2003

      45 Barney, J, "Firm Resources and Sustained Competitive Advantage" 17 (17): 99-120, 1991

      46 Pandža, K., "Evolutionary Perspectives on the Capability Accumulation Process" 23 (23): 822-849, 2003

      47 Fornell, C. G, "Evaluating Structural Equation Models with Unobservable and Measurement Errors" 18 (18): 39-50, 1981

      48 Newbert, S. L, "Empirical Research on the Resource-based View of the Firm: An Assessment and Suggestions of Future Research" 28 (28): 121-146, 2007

      49 Porter, M. E, "Competitive Strategy" The Free Press 1980

      50 Powell, T. C, "Competitive Advantage: Logical and Philosophical Considerations" 22 (22): 875-888, 2001

      51 Dierickx, I, "Asset Stock Accumulation and Sustainability of Competitive Advantage" 35 (35): 1504-1511, 1989

      52 Mills, J., "Applying Resource-based Theory: Method, Outcomes and Utility for Managers" 23 (23): 148-166, 2003

      53 Lewis, M. A, "Analyzing Organizational Competence: Implications for the Management of Operations" 23 (23): 731-756, 2003

      54 Evans, J. R, "An Exploratory Study of Performance Measurement Systems and Relationships with Performance Results" 22 (22): 219-232, 2004

      55 Coates, T. T, "An Exploratory Analysis of New Competencies: A Resource-based View Perspective" 20 (20): 435-450, 2002

      56 Nelson, R. R, "An Evolutionary Theory of Economic Change" Harvard University Press 1982

      57 Größler, A, "An Empirical Model of the Relationships between Manufacturing Capabilities" 26 (26): 458-485, 2006

      58 Joshi, M. P., "Alignment of Strategic Priorities and Performance: An Integration of Operations and Strategic Management Perspectives" 21 (21): 353-369, 2003

      59 González-Benito, J, "A Study of the Role Played by Manufacturing Strategic Objectives and Capabilities in Understanding the Relationship between Porter’s Generic Strategies and Business Performance"

      60 Armstrong, C. E, "A Review of Approaches to Empirical Research on the Resource-based View of the Firm" 33 (33): 959-986, 2007

      61 Wernerfelt, B. A, "A Resource-based View of the Firm" 5 (5): 171-180, 1984

      62 Schröeder, R. G., "A Resource-based View of Manufacturing Strategy and the Relationship to Manufacturing Performance" 23 (23): 105-117, 2002

      63 White, G. P, "A Meta-analysis Model of Manufacturing Capabilities" 14 (14): 315-331, 1996

      64 Größler, A, "A Dynamic View on Strategic Resources and Capabilities Applied to an Example from the Manufacturing Strategy Literature" 18 (18): 250-266, 2007

      65 MacKinnon, D. P., "A Comparison of Methods to Test Mediation and Other Intervening Variable Effects" 7 (7): 83-104, 2002

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