비 기술혁신과 기업의 경영성과 사이에서 전유성의 매개효과
Mediating effect of appropriation between non-technical innovation and business performance
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초록
본 연구에서는 조직혁신과 마케팅혁신 같은 비 기술혁신 활동 이외에 전유성은 어떠한 메커니즘을 가지고 기업의 경영성과에 영향을 미치는지에 대해서 실증분석을 통해 검증하고자 하였다. 이에 과학기술정책연구원(STEPI)에서 실시한 ‘2018년 한국기업혁신조사: 제조업부분’으로부터 자료를 수집하여 분석 데이터로 활용하였고 회귀분석을 통해 가설을 검증한 결과 비 기술혁신은 경영성과를 향상시키고, 전유성은 비 기술혁신에 영향을 받으며, 경영성과 사이에 매개 요인으로 작용함을 실증분석을 통해 검증하였다. 이러한 것을 통해 최근 연구되고 있는 비 기술혁신에 대하여 비 기술혁신과 함께 전유성을 고려하는 것이 의미 있는 연구가 될 수 있음을 도출하였고, 실무적 시사점으로는 전유성의 확보가 기업의 경영성과를 결정하는 중요한 요인이기에 기업에서는 전유성 확보를 위한 전략적 통찰이 필요하다. 한계점으로는 비 기술혁신과 전유성의 매개효과를 가지는 것을 검증하는 연구로 제한하였으며, 추후 연구에는 보다 다양한 검증 방법을 통해 기업의 경영성과에 미치는 연구로 발전해 나가는 것도 가능할 것으로 판단된다.
Abstract
In this study, in addition to non-technical innovation activities such as organizational innovation and marketing innovation, the purpose of this study was to verify through empirical analysis what mechanism appropriation affects the business performance of a company. Data were collected from the 2018 Korean Business Innovation Survey: Manufacturing Sector and used as analysis data. As a result of the analysis, it was verified through empirical analysis that non-technical innovation improves management performance, appropriability is affected by non-technical innovation, and acts as a mediating factor between management performance. Through this empirical analysis, it was derived that considering appropriation along with non-technical innovation on the recently studied non-technical innovation can be a meaningful study, and since securing such appropriation is an important factor in determining the business performance of a company. Companies need insight into the strategic use of technology protection measures to secure appropriation. As a limitation, it was limited to studies that verify that it has a mediating effect of non-technical innovation and appropriation, and it is considered that it is possible to develop a study that affects the management performance of a company through more various verification methods for future studies.
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