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[국내논문] 디지털 융합 환경에서 IT 중소기업의 제품기획능력과 제조능력: 제품외부 및 내부 디자인능력의 매개효과를 중심으로
IT SMEs' Product Planning Capability and Manufacturing Capability in the Context of Digital Convergence: The Mediating Impacts of the Product Exterior and Interior Design Capabilities 원문보기 논문타임라인

디지털융복합연구 = Journal of digital convergence, v.13 no.12, 2015년, pp.55 - 62  

허용석 (영남대학교 경영학과)

초록
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디지털 융합 환경에서 제품기획능력, 제품디자인능력 및 제조능력은 IT 중소기업의 지속적인 경쟁우위를 창출하는 데에 매우 중요하다. 그러나, 이러한 주요 능력들간의 관계를 규명하는 실증 연구들이 거의 부재하여, 본 연구는 IT 중소기업의 제품기획능력, 제품디자인능력 및 제조능력 사이의 관계를 모형화하고 이에 대한 실증 분석을 실시하였다. 특히, 본 연구는 IT 중소기업의 제품디자인능력을 제품외부 디자인능력과 제품내부 디자인능력으로 구분하고 이러한 두 가지 형태의 디자인능력이 IT 중소기업의 제품기획능력과 제조능력 사이에 미치는 매개효과에 초점을 맞추었다. 본 연구는 310개의 한국 IT 중소기업을 대상으로 실시한 최소자승회귀분석 결과를 통해 IT 중소기업의 제품외부 디자인능력과 내부 디자인 능력은 제품기획능력과 제조능력 사이에 존재하는 양(+)의 관계를 함께 완전 매개한다는 것을 실증적으로 보여준다.

Abstract AI-Helper 아이콘AI-Helper

IT SMEs' product planning, product design, and manufacturing capabilities are of importance to creating their sustainable competitive advantages in the context of digital convergence. However, there have been few empirical studies investigating the relationships among them, which has made this resea...

Keyword

AI 본문요약
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문제 정의

  • Accordingly, the purpose of this study is to construct the model to shed a new light on the relationships among Korean IT SMEs' product planning, product exterior and interior design, and manufacturing capabilities and empirically test these relationships.
  • First, the research model was tested by using only the samples from Korean IT SMEs, which prevents the findings of this study from being generalized in other countries. Second, this study concentrated on the product-related capabilities of IT SMEs. Future studies about the service-related capabilities of IT SMEs such as the service design capability will provide good implications which this study can not present.

가설 설정

  • H2: IT SMEs’ product exterior design capability mediates the positive relationship between their product planning and manufacturing capabilities.
  • H1: IT SMEs’ product planning capability is positively related to their manufacturing capability.
  • H3: IT SMEs’ product interior design capability mediates the positive relationship between their product planning and manufacturing capabilities.
  • First, Korean IT SMEs' product planning capability has a positive relationship with their manufacturing capability.
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참고문헌 (30)

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    Furthermore, the product exterior design capability can have a significant relationship with the manufacturing capability because a firm's product exterior design is generally related to its manufacturing capability [3].

    However excellent the external appearance of a product planned by a firm may be, the product can not be actually made if its exterior design is beyond the firm's manufacturing capability [3].

    In other words, the consistency between the product exterior design and manufacturing capabilities is important to actually making products attracting customers [3].

  4. R. Verganti "Design - driven innovation: changing the rules of competition by radical innovating what things mean: Harvard Business School Publishing Corporation", 2009. 

  5. M. A. Schilling "Strategic Management of Technological Innovation: McGraw-Hill", 2013. 

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    When a firm's product exterior and interior capabilities are well aligned with its product planning and manufacturing capabilities, it can make successful products [5].

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  15. H. C. Kim, and S. K. Lee, An Empirical Study on the Critical Success Factor of Technological Innovation of Small-Medium Sized enterprises by growth stages - Focusing on the Case Study, Journal of Digital Convergence, Vol. 12, No. 10, pp. 1-20, 2014. 

  16. B. W. Seo, and S. K. Moon, A Study on the Effectiveness and Policy Improvement of Tax-Aid Systems for Venture Business and Small & Medium Firms, Journal of Digital Convergence, Vol. 12, No. 2, pp. 173-182, 2014. 

  17. J. W. Han, K. N. Park, and H. S. Lim, Capacity Building Measures of SMEs Employee for Spreading the Creative Economy: For focus on Excavation of Convergence Project, Journal of Digital Convergence, Vol. 12, No. 6, pp. 607-614, 2014. 

  18. B. C. Kim, The SME Informatization Level Analysis and Design for Privacy, Journal of Digital Convergence, Vol. 13, No. 2, pp. 121-126, 2015. 

  19. Y. S. Hau, External Information Network Diversity and Production Management Capability in IT SMEs in the Age of Digital Convergence: The Mediating Effect of Manufacturing Capability, Journal of Digital Convergence, Vol. 13, No. 9, pp. 99-104, 2015. 

  20. F. Betz "MANAGING TECHNOLOGICAL INNOVATION: Competitive Advantage from Change: Wiley", 2011. 

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    Firms' product planning is an important pre-step to product design and manufacturing [20].

  21. W. G. Nickels, J. M. McHugh, and S. M. McHugh "Understanding Business: McGraw Hill", 2012. 

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    It is hard for the SMEs without adequate product planning capability to develop and produce successful products in market[21].

  22. M. Swink, and W. H. Hegarty, Core manufacturing capabilities and their links to product differentiation, International Journal of Operations & Production Management, Vol. 18, No. 4, pp. 374-396, 1998. 

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    Furthermore, according to Swink and Hegarty [22], manufacturing capability is composed of seven core capabilities: improvement, innovation, integration, control, acuity, agility, and responsiveness capabilities.

    Feedback is one of the essential factors to determining the control capability, playing an important role in comparing processed products with desired products[22].

  23. M. E. H. Creusen, and J. P. L. Schoormans, The Different Roles of Product Appearance in Consumer Choice, Journal of Product Innovation Management, Vol. 22, No. 1, pp. 63-81, 2005. 

  24. P. Fader "Wharton Executive Education Customer Centricity Essentials: Whaton Digital Press", 2012. 

  25. R. M. Baron, and D. A. Kenny, The Moderator-Mediator Variable Distinction in Social Psychological Research : Conceptual, Strategic, and Statistical Considerations, Journal of Personality and Social Psychology, Vol. 51, No. 6, pp. 1173-1182, 1986. 

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    The positive and significant relationship between the product planning and manufacturing capabilities in the base model (regression coefficient = 0.425, t-value =4.667) has become insignificant (regression coefficient = 0.096, t-value = 0.934) when the mediating impact of the product interior design capability is considered in the mediating model II, which empirically confirms the full mediating effect of the product interior design capability according to Baron and Kenny (1986) [25].

    Fourth, related to the hypothesis 2 and 3 in the research model, this study has examined the multiple mediating effects of the product external and internal design capabilities by extending Baron and Kenny (1986) [25]'s single mediating effect test to the multiple mediating effects test in the research model.

  26. M. E. Sobel, Asymptotic confidence internvals for indirect effects in structural equation models, Sociological Methodology, Vol. 13, pp. 290-312, 1982. 

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    In order to empirically test the significances of the base model (H1), the mediating model I (H2), and II (H3), this research carried out the ordinary least squares regression analysis and the Sobel test [26] by using the IBM SPSS Statistics version 22.

    The z-value resulting from the Sobel test [26] for the mediating model I is 2.301, empirically confirming the significance of the mediating model I.

    The z-value resulting from the Sobel test [26] for the mediating model II is 5.178, and it also confirms the mediating impact of the product interior design capability in the mediating model .

  27. J. Galbreath, Which resources matter the most to firm success? An exploratory study of resource-based theory, Technovation, Vol. 25, No. 9, pp. 979-987, 2005. 

  28. M. A. Peteraf, The cornerstone of competitive advantage: A resource-based view, Strategic Management Journal, Vol. 14, No. 3, pp. 179-191, 1993. 

  29. J. Barney, Firm resources and sustained competitive advantage, Journal of Management, Vol. 17, No. 1, pp. 99-120, 1991. 

  30. R. Amit, and P. J. H. Schoemaker, Strategic assets and organizational rents, Strategic Management Journal, Vol. 14, No. 1, pp. 33-46, 1993. 

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