최고경영자의 전략수립유형, 상황적 특성과 기업성과의 관련성

목차

Ⅰ. 서 론

Ⅱ. 이론적 배경
2.1 전략수립유형
2.2 형태적 접근에 의한 전략수립유형
2.3 전략수립유형, 상황적 특성과 기업성과

Ⅲ. 연구방법
3.1. 표 본
3.2. 변수의 정의 및 측정

IⅤ. 연구결과
4.1. 신뢰성 및 타당성 검증
4.2. 전략수립유형의 실증적 도출
4.3. 전략수립유형과 상황적 특성의 관계 (가설 1, 2, 3의 증명)
4.4 상황적 특성과 전략수립유형의 적합성과 기업성과

Ⅵ. 결과 및 토론

참 고 문 헌



**한글97

본문내용

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An Empirical Study on the Relationships between Strategy-making
Mode, Context Variable, and Financial Performance in Korean Firms
Jong-Seok Oh·Young-Bok Cho·Dong-Seop Chung
ABSTRACT
The competitive advantages of the 1990s appear to demand not only efficiency and high quality, but also fast cycle decision-making, strategic flexibility. Accordingly, scholars are recognizing that these objectives can only be achieved through effective strategic processes and organizational capabilities. Strategic-making can thus be conceptualized as a key process requiring purposeful design just as product development or service quality.
But, most existing strategic-making process models do not fully cover the complexity and variety of the phenomena. Futhermore, empirical work on the strategic-making process, context variable and performance linkage does not support since contingency perspective was introduced.
This study investigates how manager's strategy-making mode affects financial performance and its contexts variables. An analysis of the collected data from a survey of 169 firms of the Korean enterprises provided partial support for some generalizability of hypothesized relationships of strategy-making mode and environment , strategy-making mode and size and structure, and strategy-making mode and performance.
The results showed that exclusive dimensions of strategic-making mode were identified (1) command (2)symbolic (3)rational (4) transactive (5) generative. Second, cluster analysis was conducted to the group and (1) stuck in the middle (2) command (3) rational transactive (4) interaction was identified. And results of strategic contingency showed that environmental factor, size and organizational factor was positively related to four strategic-making group.
For the practice, this findings have clear implications. For example, the process of strategic-making holds the potential for competitive advantage and requires purposeful design and management attention. And to achieve high performance, top managers must provide a strong sense of strategic direction and organizational members must be active players in the strategic-making process.

키워드

최고경영자,   전략수립유형