초록 열기/닫기 버튼
본 연구는 동적역량이 경쟁우위에 미치는 영향을 탐구한다. 동적역량이 경쟁우위의 획득에 있어중요하다는 이론적 논의는 활발하게 진행된 반면, 실제로 동적역량과 경쟁우위의 관계를 규명한 실증연구는 제한적이다. 이에 본 연구는 1981년부터 2011년까지 우리나라 IT관련 산업 내 기업들을대상으로 탐험적, 그리고 활용적 혁신의 개념을 활용하여 동적역량을 정의하고, (1) 동적역량이 경쟁우위에 어떠한 영향을 미치며, (2) 환경의 동태성에 따라 동적역량이 경쟁우위에 미치는 영향이 어떻게 달라지는지를 규명하기 위해 연구모형을 개발하고 검증하였다. 연구결과, 동적역량은 경쟁우위와정(+)의 관계가 있는 것으로 나타났다. 한편, 동적역량이 경쟁우위에 미치는 영향은 환경동태성에 따라 달라지는 것으로 나타났다. 구체적으로, 환경이 동태적일수록 경쟁우위에 미치는 동적역량의 정(+)의 효과가 강해지는 것으로 나타나, 동적역량에 대한 상황론적 관점이 지지되었다. 연구의 결과를바탕으로 이론적, 실무적 기여와 한계 및 향후 연구방향을 제시하였다.
Although a lot of management scholars have accepted the assumption that the dynamic capabilities are crucial for achieving competitive advantages, little is known about the performance implications of dynamic capabilities. This study aims to empirically explore the relationship between dynamic capabilities and competitive advantages. We ask two questions: (1) How do dynamic capabilities influence competitive advantage? and, (2) How is the effectiveness of dynamic capabilities affected by an organizational external contexts? We define dynamic capabilities using the concepts of exploration and exploitation and propose following hypotheses. More specifically, dynamic capabilities have two sub-dimensions: the magnitude and pace of temporal separation between exploration and exploitation. The magnitude of temporal separation refers to the extent that an organization deviates from its average balance between exploration and exploitation at a particular point in time. On the other hand, the pace of temporal separation implies how often organizations shift their orientation between exploration and exploitation during their life span. Eventually, the dynamic capabilities can be defined as “the firm's ability or process to shift between exploration and exploitation significantly and quickly.” Therefore, this study measure the dynamic capabilities as an interaction between the magnitude and pace of temporal separation. This study examines the following hypotheses by using data from Korean IT firms for the 1981~2011 period. H1: The extent of dynamic capabilities have a positive effect on competitive advantages. H2: Environmental dynamism has a positive moderating effect on the relationship between the extent of dynamic capabilities and competitive advantages The results provide support for Hypothesis 1, indicating a positive effect of dynamic capabilities on the competitive advantages. In terms of moderating effects, the results also provides support for Hypothesis 2, indicating that the relationship between dynamic capabilities and competitive advantages is stronger for a higher level of environmental dynamism. This study makes several important contributions to the dynamic capability literature. first, the study provides empirical evidence of the dynamic capabilities. Although the theoretical arguments have emphasized a firm's dynamic capabilities for achieving and maintaining competitive advantages, few studies have empirically investigated the performance implications of dynamic capabilities because of the abstractness and the difficulty of measurement. We conceptualize the dynamic capabilities by using the concepts of exploration and exploitation and provide support for the dynamic capability perspective. Second, the study calls for a contingency perspective for a better understanding of performance implications of dynamic capabilities. In spite of the importance of boundary conditions, few studies have examined the performance implications of dynamic capabilities considering a firm's unique contexts. The results suggest a need for a good fit between a fim's dynamic capabilities and its environmental dynamism. Overall, the study fills the gap between theoretical assumptions and empirical evidence in dynamic capability literature by examining several hypotheses based on patents and other objective data for a relatively long sample period (1981~2011). We discusses limitations and research directions for future studies.
키워드열기/닫기 버튼
Dynamic Capabilities, Exploration and Exploitation, Technological Innovation, Competitive Advantages, Contingency Perspective
