성과공유제도 운영 과정에서 발생하는 애로 요인 및극복 방법에 대한 연구
A New perspective on Collaborative Innovation between Manufacturers and their Suppliers : Benefit-sharing Attributes, Conflicts, and Conflicts Resolution Techniques
김경묵(덕성여자대학교)
35권 4호, 235~267쪽
초록
최근 글로벌 경쟁이 격화되면서 많은 기업들이 부족한역량 보충을 위하여 외부 기업들과 협력 관계를 구축한다. 특히, 많은 중소 공급사(이하공급사)를 거느리고 있는 대기업들은, 공급사들과 공동으로 기술을 개발하거나 원가를절감하기 위해, 성과공유제도를 도입하고 있다. 하지만, 성과공유를 위한 혁신 활동에는기회주의적 행동 문제, 권력 불평등 문제 등이 도사리고 있다. 이러한 문제들은 성과공유제도의 효과를 반감시킬 뿐만 아니라 전체 협력 활동에 부정적인 영향을 미칠 수 있다. 본 연구는, 성과공유제도가 크게 확산되고 있음에도 불구하고 성과공유제도 운영과정에서 발생하는 애로 요인을 다룬 연구가 부족했다는 점을 중시하여, 첫째, 성과공유제도 운영 과정에서 발생할 수 있는 애로 사항들을 조직학습이론, 거래비용이론, 자원의존이론, 제도화이론 등을 통하여 분석하고, 둘째, 포스코 협력네트워크를 조사 대상으로하여 성과공유제도 운영 과정에서 발생하는 애로 요인 및 애로 요인 극복 방법을 분석하고,셋째, 연구 결과의 이론적인 시사점과 성공적인 성과공유제도 운영을 위해서 협력네트워크가 갖추어야 조건 등 실무적 시사점을 도출한다. 본 연구의 이러한 작업은성과공유제도에 대한 연구적 틈(gap)을 줄일 뿐만 아니라, 성과공유제도에 대한 실무적,정책적 지침을 제공할 것이다.
Abstract
By integrating the capabilities of suppliers into the operations of supply-networks, large manufacturers can enhance their competitive advantages. In particular,large manufacturers can accomplish more innovative tasks they could not achieve individually by sharing innovative ideas with their suppliers. In recent years, large manufacturers in Korea have adopted a new incentive practice known as benefit-sharing(hereafter BS) to motivate the participation of suppliers in joint innovation. By systematically sharing beneficial outcomes of joint innovation,manufacturers aim to enhance cost competitiveness, new product development outcomes, quality, delivery performance, and flexibility. Even though the suppliers are well aware of the advantages of BS, they are reluctant to participate in the BS. Suppliers are concerned about the opportunistic behavior of manufacturers. For suppliers, an improper sharing of ideas can result in victimization by opportunistic manufacturers that leaves suppliers worse off than if they had not participated in the BS. Therefore, manufacturers that want to adopt BS must assure suppliers that they will not behave opportunistically due to built-in reluctance among suppliers to hand over innovative ideas. Few studies go into any detail in examining conflict and conflict resolution techniques for implementing BS and providing recommendations to practitioners with regard to facilitating BS. This research aims to draw details of conflict and conflict resolution techniques for implementing BS. Based on the observations from the case study,POSCO's BS is analyzed and its featured characteristics are extracted accordingly. The results show that there are some conditions for success of BS. First, not only the manufacturer's CEO but also the supplier's CEO should be involved deeply and should appoint dedicated teams, assign accountability to functional division leaders regarding BS, set up reward systems for employees, and empower dedicated team members with decision-making authorities and compensation for efforts. Second, the parties should reach contractual BS agreements prior to the implementation of BS processes. Third, the parties should build systems to protect proprietary information such as detailed cost table, technology specifications, and new product/process concepts. Fourth, the parties should incentivize staffs that are working to implement BS projects. This in-depth case study helps not only for the practitioners that want to adopt BS practice but also for the government authorities seeking targeted interventions,to gain insight into the actual BS practice in a rapidly changing business
- 발행기관:
- 한국중소기업학회
- 분류:
- 경영학