본 연구는 전략적 상황이론 및 자원준거관점을 바탕으로, 경영환경과 경쟁전략 간 관계 및 기업 내부역량과 경쟁전략 간 관계와 이들 요인 간의 적합성이 기업의 경영성과에 미치는 영향에 대해 실증분석 하였다. 실증분석에는 국내 28개 산업의 962개 기업을 대상으로 한 설문조사 자료를 이용하였다. 실증분석 결과, 경영환경은 기업의 경쟁전략 선택에 영향을 미치며, 특히 환경 불확실성과 차별화 전략은 매우 유의한 정(+)의 관계를 보이는 것으로 나타났다. 또한, 각 전략유형 별로 정(+)의 영향을 미치는 특정한 기업 내부역량들이 존재하고 있는 것으로 나타나, 기업이 추구하는 전략과 내부역량 간에는 밀접한 관계가 있다는 사실을 밝혀내었다. 한편, 고성과 집단과 저성과 집단으로 표본을 구분하여 환경-전략 적합성, 역량-전략 적합성, 환경-전략(외부적) 및 역량-전략(내부적) 통합적합성을 살펴본 결과, 고성과 집단이 저성과 집단에 비해 적합성이 높은 것으로 나타났다. 이와 같은 실증연구의 결과는 경영환경과 경쟁전략, 내부역량과 경쟁전략, 환경-전략 및 역량-전략의 통합적합성이 성과창출에 긍정적인 영향을 미치고 있다는 점을 시사하고 있다.

Based on the strategic contingency theory and the resource based view, this study analyzed relationships among business environment, competitive strategy and competence and the effects of their fit on firm performance. Hypotheses were tested over a sample of 962 domestic companies in 28 different industries. Empirical result of hypotheses without performance implications showed that, in accordance to the strategic contingency theory, business environment affected the firm's choice of competitive strategy; and in accordance to the resource based view, competence of the firm was closely related with the firm's choice of competitive strategy. In order to test hypotheses involving performance implication, we divided firms in our sample into high-performance and low-performance groups, and investigated the differences in various fit scores between groups. Empirical results showed that high-performance groups had better fit scores between business environment and competitive strategy; competence and competitive strategy; environment-strategy(external fit) and competence-strategy(internal fit); than low-performance groups. Such empirical results suggest that, in accordance to the strategic contingency theory and the resource based view, the fit between business environment and competitive strategy; competence and competitive strategy; and the integrated fit among environment-strategy(external fit) and competence-strategy(internal fit), all have positive effects on firm performance.

Based on the strategic contingency theory and the resource based view, this study analyzed relationships among business environment, competitive strategy and competence and the effects of their fit on firm performance. Hypotheses were tested over a sample of 962 domestic companies in 28 different industries. Empirical result of hypotheses without performance implications showed that, in accordance to the strategic contingency theory, business environment affected the firm's choice of competitive strategy; and in accordance to the resource based view, competence of the firm was closely related with the firm's choice of competitive strategy. In order to test hypotheses involving performance implication, we divided firms in our sample into high-performance and low-performance groups, and investigated the differences in various fit scores between groups. Empirical results showed that high-performance groups had better fit scores between business environment and competitive strategy; competence and competitive strategy; environment-strategy(external fit) and competence-strategy(internal fit); than low-performance groups. Such empirical results suggest that, in accordance to the strategic contingency theory and the resource based view, the fit between business environment and competitive strategy; competence and competitive strategy; and the integrated fit among environment-strategy(external fit) and competence-strategy(internal fit), all have positive effects on firm performance.

environment, competitive strategy, internal competence, fit, firm performance