계열사의 전략적 상황에 따른 계열사 간 및 계열사 내 자원공유의 선택모형

다국어 초록 (Multilingual Abstract)

Existing diversification researches in Korea have accepted the theories for american diversified firms without question. However, the research practice like this may cause a theoretical problem in that Korean diversified firms are so different in organizational structure compared to american ones. The organizational structure of Korean diversified firm is based on a triple-tier system composed of corporate, business, and divisional levels whereas an american one has only corporate and business levels. Due to structural distinction of Korean diversified firm, the logics need to be separately identified according to an organizational level to which it is applied. The issue of resource sharing is also unexceptional. The logic should be differentiated whether the resources are shared between businesses or between divisions within a business. It is stressed in this paper that resource sharing at each level has its own logic. We present relatedness, strategic mission, competitive strategy, and resource attractiveness measured at a business level as the determinants of resource sharing and clarifies which determinant would be effective in resource sharing between businesses or resource sharing within a business. We could get the following results by testing the hypotheses. First, industrial and resource relatedness affect resource sharing between businesses in a positive way, whereas neither has an influence on resource sharing within a business. Second, it is suggested that a build mission would be related to resource sharing between businesses and a harvest mission would be related to resource sharing within a business. However, neither one is significantly supported. We infer the reason from the possibility that the business units to which a build or a harvest mission is assigned indiscriminately involve in resource sharing between businesses because a business unit with a build mission is supposed to be given the resources from other ones whereas the one with a harvest mission is supposed to give. As the fact that a business unit with a hold mission falls on the cell of star in the BCG matrix indicates that it should feed itself, it is encouraged to share the resources inside to efficiently utilize its own resources rather than to give or to be given them. A business unit with a divest mission might not share the resources with other business units as it prepares for being sold or liquidated. Third, a differentiation strategy affects resource sharing between businesses, but it does not affect resource sharing within a business. In contrast, a low-cost strategy does not affect resource sharing between businesses, but it affects resource sharing within a business. Fourth, resource value is positively influential to resource sharing within a business. Also, resource level is related to resource sharing within a business in a positive way and is related to resource sharing between businesses in a negative way. We expect that resource value would not affect resource sharing between businesses because of its inimitability, but the result shows that it does affect. It implies that the inimitability of resources blocks transferring not between different industries but between different organizations as the reason why the resource cannot be imitated is rooted in organizational specificity such as path dependence or tacitness. It would not be so easy for the business units which resides in the different firms to replicate other one`s resources even if they are in the same industry. However, those in the same firm would not have such a difficulty in imitating the resources in spite of industrial differences. The contributions of this study could be summarized as follows. First of all, we argue that a differentiated logic should be applied to each of the organizational levels. On the contrary of existing researches which use a homogenized logic regardless of an organizational level to which it is applied, we stress that a discriminative logi

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