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핵심역량과 기업성과간의 관계에 있어 파트너십의 조절효과에 관한 연구

Moderating Effects of Partnerships on Relationship Between Core Competences and Company Performances

김동원|김충현|이재훈
한국중소기업학회|2010.06|중소기업연구|제32권 제2호|pp. 115-143

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키워드

핵심역량Performance파트너십Partnership기업성과Core Competence벤더기업기업간 거래관계Vendor CompanyBusiness Relationship
주제분류경영학

초록

세계적인 경쟁력을 갖추고 성과를 제고하기 위해서는 아웃소싱과 같은 기업간 거래관계가 중요시되고 있다. 최근에 들어와 기업의 아웃소싱과 공급사슬 측면에서 성공요인에 대한 연구들이 활발히 진행되고 있으나, 대부분의 연구들이 아웃소싱을 진행하는 원청기업 측면에서 아웃소싱에 대한 성과에만 관심을 가짐으로 인해, 공급사슬내에 있는 벤더기업 측면에서 기업 간 거래관계를 실증적으로 검증한 연구는 부족하다. 이에 본 연구는 원청기업과 거래관계에 있는 벤더기업을 대상으로, 벤더기업의 핵심역량과 기업성과간의 관계와, 그리고 이들간의 관계에 대한 파트너십의 조절효과를 실증적으로 분석하였다. 이를 통해, 기업간 거래관계에서 파트너십의 중요성을 파악하고, 벤더기업의 경쟁력을 제고하기 위한 방안을 제공하고 있다.

Abstract

Companies achieve their goals and obtain competitive positions through outsourcing in order to cope with uncertainty and rapidly changing environments. Therefore, partnerships within supply chain between parent companies and vendor companies have become important. One of the purposes of this study is to analyze whether core competences have an effect on both financial performance and non-financial performance of vendor companies which do business with parent company(or buyer). The other purpose is to analyze how partnerships between vendors and parent companies could moderate the relationships between vendors' core competences and performances. That is, it is interested in looking at how levels of partnerships interact with competences, and which type of interactions will influence performance most. To accomplish these objectives, it grasps not only the vendor's core competence but the various factors of partnership between companies. First of all, in this study, core competence is defined as companies' particular capacity, skill, and integrated knowledge, which brings highly customized values. Core competence includes skilled manufacture capability, R&D capability, sales promotion capability and financial capability based on the previous studies. Development of resources (eg. core competence that is inimitable and non-substitutable (Barney, 1991)) is the source of sustainable competitive advantages in markets(Grant, 1991). Thus, it is an essential element for elevating business performance. Partnership is defined as the relationship which reflects long-term commitment, perception of collaboration, sharing profits and risk and other qualities which coincides with the theory and concept of participatory decision-making. And the partnership is known generally as six factors: that is, commitment, predisposition, shared knowledge, mutual dependence, organizational linkage, and mutual benefits; however, in this study, mutual benefits is excluded, resulting in the other five factors. The vendor companies' performance includes both financial outcome and non-financial fruit. While financial performance shows short term and operating revenues during a specified time within the same industry, non-financial performance displays long term and overall performance and reflects various stakeholders' interests. Non-financial performance is here measured as strategic performance including corporate competitiveness reinforcement and achievement of strategic goals(new product and service development, new market entry, strengthening of core competencies through collaborative production). Thus, we constructed several hypotheses based on various previous research regarding core competences and company performance and collected and tested data from 408 vendors which operate in machine and components, IT and chemical industries. Findings are as follows:First, it shows that vendor's core competence variables such as manufacturing capability, R&D capability, promotional capability, financial capability and business performance have positive effect on performances. This finding is consistent with that by Hitt & Ireland, et al.(1984). And it means that such core competences which other competitors hardly copy have an positive impact on the business performance. In other words, core competence is not only a significant factor but also a competitive advantage that is beneficial to the company performance. Therefore, developing core competences which are scarce and impossibly alternative resources(Barney, 1991) could lead to sustainable success; thus, developing new resource is essentially necessary (Penrose, 1959; Nelson & Winter, 1982). So our finding supports the first hypothesis, and we can argue that such core competences as manufacturing capability, R&D capability, promotion capability, and financial capability are very necessary factors in order to become competitive and improve business performance. Second, vendor's partnership has a moderating effect on the relationship between core competence factors and strategic performances. The stronger partnership there is, the more positive moderating effects it has on the relationship promotion and financial competence and strategic outcomes. Such moderating effect of partnership means that their strategic performances will be higher if the relationship between vendors and parent companies is more cooperative. So if their business relationships keep such an old fashioned contract based ones, business outcome wouldn't be secured. On the other hand, according to our results, partnership is found to have a negative moderating effect on the relation between R&D capability and strategic performance. This is contradictory to our hypothesis. The reason is that vendor companies in our sample have so different operating history that it is influenced by lagging effect. For instance, those companies that are in the incipient stage tended not to announce their report in R&D well or their data are difficult to track. Besides, recent relationships between companies have totally changed from parts suppliers to excellent partners which have core competence, armed with superior manufacturing and R&D. But extraordinary solidarity and information sharing could be beneficial to vendor companies' growth. After analyzing moderating effect of partnership on the relation between vendor companies' core competence and financial outcome, we found that there is no effect. It shows that though the level of a partnership is high within supply chain, it has no impact on financial outcome, thus hardly leading to practical cost cut. This study has several contributions. From a theoretical viewpoint, most of previous studies have been criticized for focusing on the determinants of outsourcing and mixed samples without sorting out them into parent companies and suppliers. On the other hand, this study is concentrated on the vendor companies. In other words, from the vendor's viewpoint, it is focused on analyzing the effect of partnership on the business relation between vendor companies and parent ones. Thus, this study provides future research direction for the partnership effect from the vendor's viewpoint. In terms of practical implications, as core competence is found to have impacts on business performance, the vendors should understand and keep them exactly and exploit them strategically. Since core competence influence strategy which in turn affects business performance, making a harmonic fit between core competence and strategy must be very important. So companies are asked to figure out their core competences and build business strategies, which would secure excellent business outcome. And in order to make cooperative business network successful, building good partnership between parent companies and vendors is necessary. This kind of partnership will be strengthened by commitments of participants, shared information, and smooth communication. In order to make partnership function well, all partners involved should make a great effort volunteerly. A good example is mutual investment. To develope better relationship between parent companies and vendors, well organizing communication channel and transformation from close cooperative system to open one should be introduced. In order for vendors to survive in a competitive market, they must develop a highly sophisticated partnership, which could build network competitiveness in collaborative business relations. Lastly, this study has the following limitations. First of all, it didn't control such important antecedents as business strategy and organizational structures. Moreover, due to the research samples focusing on a few industries, a generalization of this research result is severely limited. It would be better to collect more samples across industries. Therefore it is necessary for future studies to obtain richer data with elaborate case studies by interviewing officials directly working for vendors.

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