Strategic Types and Performances of Small Firms in Korea

YOUNGBAE KIM IS AN ASSISTANT professor of management and policy in the Korea Advanced Institute of Science and Technology, Taejon, South Korea and Youngrok Choi is a researcher in the nuclear policy division of the Korea Atomic Energy Research Institute, Taejon, Korea. This study attempts to identify the patterns of strategic behaviour of small firms in Korea in conjunction with their performance. Based on the data from 79 small firms across four industries, the results reveal that there appear to be four common strategic attributes cost efficiency, innovative differentiation, marketing differentiation, and asset parsimony and five strategic types of firms which have distinct combinations of these strategic attributes innovative, versatile, marginal, and reactive types. Each type of firm was also found to have different organisational characteristics and performance level. Finally, this study discusses the comparative management issue in the field of strategic management and offers some practical implications for managers of small firms.

[1]  Liam Fahey,et al.  Evaluating the Research on Strategy Content , 1986 .

[2]  Linsu Kim,et al.  Korea's entry into the computer industry and its acquisition of technological capability , 1987 .

[3]  B. Bass LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS , 1985 .

[4]  David J. Miller,et al.  Relating Porter's Business Strategies to Environment and Structure: Analysis and Performance Implications , 1988 .

[5]  Jay A. Conger,et al.  The brave new world of leadership training , 1993 .

[6]  R E Miles,et al.  Organizational strategy, structure, and process. , 1978, Academy of management review. Academy of Management.

[7]  L. Kim,et al.  Environment, Generic Strategies, and Performance in a Rapidly Developing Country: A Taxonomic Approach , 1988 .

[8]  D. Hambrick High Profit Strategies in Mature Capital Goods Industries: A Contingency Approach , 1983 .

[9]  Anil K. Gupta,et al.  Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation , 1984 .

[10]  Richard M. Steers,et al.  A Behaviorally-Based Measure of Manifest Needs in Work Settings. , 1976 .

[11]  Charles W. Hofer Toward a Contingency Theory of Business Strategy , 1975 .

[12]  R. H. Waterman,et al.  In search of excellence : lessons from America's best-run companies , 1983 .

[13]  David J. Miller,et al.  Configurations of strategy and structure: Towards a synthesis , 1986 .

[14]  D. Slevin,et al.  Strategic management of small firms in hostile and benign environments , 1989 .

[15]  James J. Chrisman,et al.  Toward a System for Classifying Business Strategies , 1988 .

[16]  D. Schendel,et al.  An empirical analysis of strategy types , 1983 .

[17]  C. F. Phillips Industrial Market Structure and Economic Performance , 1971 .

[18]  R. D. Buzzell,et al.  Product Quality, Cost Position and Business Performance: A Test of Some Key Hypotheses , 1983 .

[19]  Donald C. Hambrick,et al.  Taxonomic Approaches to Studying Strategy: Some Conceptual and Methodological Issues , 1984 .

[20]  L. Kim,et al.  ENVIRONMENT GENERIC STRATEGIES, AND PERFORMANCE IN RAPIDLY DEVELOPING COUNTRY: A TAXONOMIC. , 1988 .

[21]  Gregory G. Dess,et al.  Porter's (1980) Generic Strategies as Determinants of Strategic Group Membership and Organizational Performance , 1984 .

[22]  N. Venkatraman,et al.  Contingency Perspectives of Organizational Strategy: A Critical Review of the Empirical Research , 1985 .

[23]  Avi Fiegenbaum,et al.  Output flexibility—A competitive advantage for small firms , 1991 .

[24]  Kathryn Rudie Harrigan,et al.  Research Methodologies for Contingency Approaches to Business Strategy , 1983 .