전략과 핵심인재관리가 성과에 미치는 영향에 관한 연구 - 중소기업을 중심으로 -

A lot of small business tend to be not confident that talent management has a positive effect on the firm performance, though they recognize the importance and the need of core confidence management. At this point, this paper investigates the empirical relationship among talent management, strategy, and firm performance of small enterprises. A research model is established through a theoretical study of preceding research works, then a hypothesis sets up and empirical results verifies the hypothesis. A result of hypothesis testing verifies that the different types of competitive strategy influence on the financial/non-financial performance. As prospectors operate powerfully, it has a positive relationship with non-financial performance. Also, intensive defenders verifies a positive relationship with financial performance. In a case of analyzers, it has a positive relationship with both financial and non-financial performance. Also, the intensity difference between types of talent management affects performance. In other words, firms, which concentrate on recruiting talent, are related to non-financial performance, but the firms, which value the maintenance of talent exert influence on the financial performance. This paper is meaningful to contribute to expand a theoretical study and improve universality by empirically analyzing the relationship among talent management, competitive strategy, and firm performance. Also, the research shows the possibility that core confidence management plays a role to mediate between competitive strategy and firm performance, which makes possible to establish ample theories.