기업 성과 피드백에 따른 탐색적⋅활용적 제휴 전략 및 성과
The Performance Feedback, Exploitative- Explorative alliance, and Performance
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초록
기업 조직의 전략은 성과에 따라 변화될 수 있다. 본 연구는 기업 성과 피드백에 따라 선택되는 전략적 활동으로서 전략적 제휴를 설정하고 이를 탐색적 제휴와 활용적 제휴로 구분하였다. 또한, 각 제휴 활동에 따라 성과가 향상되고, 그러한 과정에서 각 제휴활동을 질적 요소인 파트너 다양성의 역할에 주목하였다. 한국 제조업 분야 기업활동조사를 활용하여 패널분석을 수행한 결과는 다음과 같다. 첫째, 기업 실질 성과가 목표성과 대비 낮은 경우 활용적 제휴를, 높은 경우에는 탐색적 제휴를 추진하는 것으로 나타났다. 둘째, 기업 성과 피드백 이후 전략적 변화의 일환으로서 추진하는 활용적 제휴와 탐색적 제휴는 모두 기업 성과에 긍정적 영향을 미치는 것으로 나타났다. 셋째, 기업이 성과 피드백에 따라 탐색적 제휴를 추진하는 경우 제휴를 구성하는 파트너가 다양할수록 탐색적 제휴활동과 성과 간의 관계를 더욱 긍정적으로 강화하는 것을 확인하였다. 본 연구는 성과 피드백이론과 전략적 제휴연구, 조직이론 연구를 결합하여 기업의 능동적인 전략변화와 이에 의한 성과의 향상 여부를 가능하게 했다는 점에서 의의가 있다.
Abstract
The firms’ strategy may be differentiated by performance. This study focuses on how the results of performance feedback that affect the type of alliance an performance. For this, this study regards the strategic alliance–exploitative and explorative alliance–as an organizational response to performance feedback. And It assumes that the knowledge diversity of alliance activities may improve the relationship between the alliance activities and firms’ performance. There are three findings after conducting unbalanced panel analyses using the Survey of Business Activities in Korea. First, when a firm’s performance is below aspiration level, it is more likely to form an exploitative alliance. While, a firm is more likely to form an explorative alliance, when the performance is above aspiration level. Second, we can confirm that both exploitative and explorative alliance have a positive effect on firms’ performance. Third, only the partner diversity of explorative alliance have a positive moderating effect on firms’ performance. This study extends recent effort to better understand the organizational response to performance feedback combining with strategic alliance research and organizational theory.
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