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자원기반관점의 연구지평 확장 방향 탐색 : 중소기업 자원경영의 전략적 과제를 중심으로

A organizational Life Cycle Model for Small Business Resource Management with Resource-based View Criticised

이춘우
한국중소기업학회|2009.03|중소기업연구|제31권 제1호|pp. 51-71

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참고문헌

키워드

Resource-based View자원기반관점Organizational Life Cycle씨드자원클러스터조직성장호르몬자원클러스터조직재생력화자원클러스터제2창업역량자원클러스터중소기업의 조직성장단계Seed Resource ClusterOrganizational Growth Hormone Resource ClusterRevitalization Resource ClusterRe Start-up Resource Cluster
주제분류경영학

초록

중소기업은 대기업에 비해 상대적으로 자원이 크게 부족한 상태에서 창업을 하고 성장을 도모하기 때문에 필요한 자원의 확보와 새로운 자원의 창출이 기업생존과 성장의 핵심적인 과제가 되고 있다. 중소기업 자원경영에 관한 문제를 과학적으로 논의할 수 있는 대표적인 이론적 관점이 자원기반관점이다. 자원기반관점은 기업이 고성과를 산출하도록 하는 기업자원(firm resource)이 무엇인가를 조직단위의 연구수준에서 설명․예측하는 이론으로서, 기업의 생존 및 성장의 결정요인을 조직 내부적 요인 측면에서 경영자원 유형과 그 효과에 관한 관점과 논리적 체계를 제공한다. 기존의 자원기반관점은 기업의 규모에 관계없이 보편타당한 기업경쟁력의 원천으로서 경영자원들을 논의하고 있다. 그러나 연구대상의 특성이나 산업특성, 시간적 상황맥락에 따라서 경영성과 산출에 기여할 수 있는 핵심적 자원이 다를 수 있기 때문에(Barney, 1991), 성과창출에 공헌할 수 있는 핵심 경영자원을 탐색할 때, 연구대상이 갖고 있는 특성이나 상황적 요인을 고려할 필요가 있다(이춘우, 2007; 2006; 2004). 본 연구는 특히 기업의 성장단계에 따라서 기업경쟁력을 결정할 수 있는 자원들의 구성이 달라질 수 있다는 시각에서 중소기업을 연구대상으로 설정하여 중소기업의 성장단계별 중소기업 경쟁력 결정 자원들의 구성집합을 개념적으로 고찰하였다. 중소기업이 성공적으로 성장ㆍ발전하도록 하기 위해서는, 경쟁력의 원천으로 기능할 수 있는 자원들이 무엇인지를 집합적 다발로 인식하여 경쟁력 제고에 기여할 수 있는 자원들을 탐색하고 선택 도입하는 자원경영의 마스터플랜을 설계해야만 할 것이다.

Abstract

Small business has the liabilities of newness and difficulties with short of resources necessary. It has to design and implement several strategies to acquire and deploy the resources for survival and growth. The resource-based view has been a theoretical perspective and logic system on the sources of organizational competitiveness. Traditionally, it has focused on the type of the internal firm specific resources, especially intangible and immitigable organizational capabilities, strategic assets or core competences. But, the resource based view has several limits to predict and explain the sources of organizational competitiveness. It has not discussed what the relationship among internal core competencies are, and the change of the function of internal resources. Also, it has not considered the external resource linkages organizational capabilities(external resource co-optation capabilities). This study has discussed several issues and idea to make the resource-based view keep theoretical potential to explain and predict the sources of organizational competitiveness. Also, this study tries to conceptualize a organizational life cycle model for Small Business Resource Management with resource-based view criticised. It is necessary to make it have the logic ① that the attributes among internal resources are discussed, if those are complimentary or trade-off. ② the life cycle of the firm-resources. ③ The function of the firm-resources to organizational performance could be changed, ④ the relationships between organizational resources and competitiveness. These could be new research directions and topics to make the resource based view have theoretical forward. We need to consider the characteristics and nature of small business, when designing master plan for firm-resources management. Especially, organizational life cycle should be deliberately to think about the firm-resources to contribute organizational competitiveness. At start-up stage, a small business has to catch some resource set. This study name a bundle of resource at growth stage as ‘Seed resource cluster.’ We can composite ‘Seed resource cluster’ with several elements such as innovation-oriented entrepreneurship, visionary/transformational leadership, absorption force, attractiveness, capturing opportunities ability, strategic thinking, finding new business item, creative problem solving capabilities, market exploitation, passionate entrepreneurial mind, management knowledge, management Skill. Also commitment and/or passionate motivation of TMT, followership, Job KSA, cohesiveness of R&D employee, could be considered as Seed resource cluster. new technology, manufacturing outsourcing capabilities, mew business item, new business model, start business monetary resource, R&D investment fund, -alliance for R&D, alliance for manufacturing, TMT trust and shared desirability for vision. Start business monetary resource and R&D investment fund should considered. At growth stage, a small business has to catch some resource set. This study name a bundle of resource at start-up stage as ‘Organizational Growth Hormone Resource Cluster.’ At growth stage, a entrepreneur possesses market-oriented entrepreneurship, business capabilities, social skill, personal network, capturing opportunities ability, strategic thinking, absorption force, and attractiveness. The TMT should posses royalty, organizational commitment and trust among members. R&D and marketing employees should posses Job KSA, Cohesiveness, and motivation. Also small business has patent, new manufacturing system, global marketing capabilities. financial leverage capabilities and alliance for marketing are very important for small business competitiveness. systemizing capabilities and shared core values are functioned positively for organizational competitiveness. At plateau stage, a small business should possess some resource set. This study name a bundle of resource as ‘Revitalization resource cluster.’ Entrepreneurs of plateau stage should possess capabilities of finding new business item, humility, learning mind, absorption force and attractiveness. The ‘Revitalization resource cluster’ could include royalty, trust, -initiating change and innovation of TMT, employee's Job KSA, challenging behavior, new technology development, manufacturing system management capabilities. Also, some capabilities of finding mew business item and global marketing capabilities are necessary for re-growth. Especially small business at plateau stage need capabilities of managing cash flows. Alliance for R&D, Business reengineering and learning culture could contribute organizational copetitiveness effectively at plateau stage. At re-birth stage for large firm stage, a small business should possess some resource set. This study name a bundle of resource as ‘Re-start-up resource cluster.’ Entrepreneurs of re-birth stage for large firm, stage should possess capabilities of absorption force, attractiveness, finding new business item, social skill, negotiation skill and transformational leadership. The TMT should play some role of initiating change and innovation, autonomy and business ethics. Employees should have self directed learning, challenging behavior and new KSA for changing jobs. At re-birth stage for large firm stage, a small business should possess new technology, manufacturing outsourcing capabilities, mew business item, marketing capabilities, global marketing, new business investment capital, strategic alliance, change management system, Re start business value sharing and innovative culture.

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