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네오슘페터주의 관점에서 바라본 다각화의 성공과 실패: 삼성 반도체사업의 세 가지 각화 사례 연구

Study on Success and Failure of Diversification Based on Neo-Schumpeterian Perspective: Samsung’s Three Diversification Cases in the Semiconductor Industry

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기술경영경제학회 (The Korean Society For Technology Management & Economics)|2010.12|기술혁신연구 (JOURNAL OF TECHNOLOGY INNOVATION)|제18권 제2호|pp. 175-220

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참고문헌

키워드

diversificationDRAM마이크로프로세서삼성Samsung다각화TFT-LCD네오슘페터주의기업의 기술역량섹터의 특성Neo-Schumpeterianistfirm’s technological capabilitysector-specific characteristicsmicropro cessor
주제분류기술정책

초록

기업들에게 다각화 활동은 경쟁에서 살아남고 그들의 성공을 지속시키기 위한 수적인 수단이기 때문에 지난 30년 동안 산업경제, 전략경영, 네오슘페터주의 학파들에 의해 많은 연구들이 이루어졌다. 그러나 어느 학파도 다각화의 성공과 실패를 포괄적으로 설명할 수 있는 모델을 제시하지는 못하였다. 본 연구는 세 학파들의 연구결과물을 통합하여, 기업 의 기술적 역량과 섹터 고유의 특성을 포함한 이론적 틀을 제시하되, 기술측면을 강조한네오슘페터주의 관점을 반영하였다. 그리고 그 틀을 이용하여 삼성의 세 가지 다각화 사례를 분석하여 성공과 실패의 주요 원인과 시사점을 찾고자하였다. 사례연구결과, DRAM은 마이크로프로세서보다 TFT-LCD와 더 유사한 섹터 특성을 갖기 때문에 삼성은 마이크로프로세서보다 TFT-LCD로의 다각화가 훨씬 수월하고 성공적이었다. 동일한 이유에서 삼성의 기술역량은 DRAM 섹터에서 축적된 기술역량을 확장ㆍ강화시키는 형태로 발달되었다. 이러한 연구결과는 전략가들이 다각화 방향을 결정할 때 진출하고자 하는 섹터의 특성, 과거 섹터에서 축적된 기업의 기술역량, 기업의 기존 역량 중에서 진출하고자 하는 섹터의 특성과 조화를 이룰 수 있는 역량을 동시에 고려할 때 성공 확률이 높아진다는 교훈을 준다.

Abstract

Since diversification can be a necessary means for company’s survival and the conservation of its success, hundreds of studies have been done by three schools of industrial economics, strategic management, and Neo-Schumpeterian economics for over 30years. However, any school has not presented a model comprehensively explaining diversification’ success or failure. The study tried to suggest a theoretical framework integrating findings came from three schools. The framework considers both firm’s technological capabilities and sector-specific characteristics as well as reflects a Neo-Schumpeterian view emphasizing technological aspects. The goal of the study is finding major reasons of success and failure during company’s diversification through studying three diversification cases of Samsung. Our findings show that the diversification toward TFT-LCD was easier and more successful than the diversification toward microprocessor because DRAM is more similar to TFT-LCD than microprocessor. Samsung also tended to build only the types of capabilities which were originated from capabilities accumulated in DRAM business. Our findings give firm’s strategists a lesson that they can increase the probability of success in diversification, if only they should simultaneously consider a new sector’s characteristics, a firm’s technological capabilities accumulated in old sectors, and the availability of old capabilities for being applied to a new sector.

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