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중소기업의 핵심역량과 경쟁전략이 기업의 경영성과에 미치는 영향

The effects of SMEs' core competency and competitive strategy on their business performance

이윤보|배윤성|이종덕
한국창업학회|2014.09|한국창업학회지 (Journal of the Korean Entrepreneurship Socieity)|제9권 제3호|pp. 154-183|DOI 10.24878/tkes.2014.9.3.154

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키워드

Core CompetencyBusiness PerformanceCompetitive StrategyIndustrial EnvironmentSmall and Medium Enterprises

초록

The purpose of this study is to examine the causal relation between SMEs’ corecompetency and competitive strategy, to analyze the effect of competitive strategy ontheir business performance, and therefore to make some contributions academicallyand practically. To this end, 255 SMEs were analyzed for the hypothesis test. As theresult of empirical analysis, it is shown that, regarding the effect of core competencyas an antecedent variable on business performance, SME’s marketing capability andtechnology capability both are not significant to its short-term financial performance. In addition, in terms of the relation between core competency as an antecedentvariable and competitive strategy as an independent variable, SME’s marketingcapability and technology capability both have significantly positive effects on costleadership strategy and differentiation strategy. It is also shown that industrialenvironment as a moderator variable affects partially how SME’s core competency isrelated to its competitive strategy. Moreover, in terms of the relation betweencompetitive strategy as an independent variable and business performance as adependent variable, SME’s competitive strategy affects positively its businessperformance except the effect of cost leadership strategy on customer performance. Based on these relations between core competency, competitive strategy, andbusiness performance, it appears that cost leadership strategy is more suitable forSMEs with relatively high marketing capability, and that differentiation strategy ismore appropriate for those with relatively high technology capability in thecorrelation of strategy with capability. It also indicates that implementing cost leadership strategy relatively stronger rather than differentiation strategy is requiredto achieve high financial performance.

Abstract

The purpose of this study is to examine the causal relation between SMEs’ corecompetency and competitive strategy, to analyze the effect of competitive strategy ontheir business performance, and therefore to make some contributions academicallyand practically. To this end, 255 SMEs were analyzed for the hypothesis test. As theresult of empirical analysis, it is shown that, regarding the effect of core competencyas an antecedent variable on business performance, SME’s marketing capability andtechnology capability both are not significant to its short-term financial performance. In addition, in terms of the relation between core competency as an antecedentvariable and competitive strategy as an independent variable, SME’s marketingcapability and technology capability both have significantly positive effects on costleadership strategy and differentiation strategy. It is also shown that industrialenvironment as a moderator variable affects partially how SME’s core competency isrelated to its competitive strategy. Moreover, in terms of the relation betweencompetitive strategy as an independent variable and business performance as adependent variable, SME’s competitive strategy affects positively its businessperformance except the effect of cost leadership strategy on customer performance. Based on these relations between core competency, competitive strategy, andbusiness performance, it appears that cost leadership strategy is more suitable forSMEs with relatively high marketing capability, and that differentiation strategy ismore appropriate for those with relatively high technology capability in thecorrelation of strategy with capability. It also indicates that implementing cost leadership strategy relatively stronger rather than differentiation strategy is requiredto achieve high financial performance.

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