異業種交流 活性化方案 -中小企業을 中心으로-

A Study for Inter-Business Exchanges Stimulation

Today, faced with global competition and a rapidly changing knowledge­information industry, Korea is required to restructure its high-tech industries to achieve competitive power. More emphasis is being put on producing a small amount of various goods which satisfy the various tastes of consumers, and on developing Small and Medium sized Enterprises (SEMs) which are more flexible and have better mobility than large corporations. SMEs, however, which have relatively les resources, have obvious limitations in achieving their competitive power. As such, the need for new management which is able to deal efficiently with the rapid changes of the managing environment while also able to solve the SMEs' problem of resources deficiencies, it requires the development of a new strategy: Inter-Business Exchange(IBE). IBE is a new type of management which is different from the quasi-vertical relation between large company and SMEs, and also different from the joint operation between similar small enterprises in the same industry. IBE pursues "economies of scope" by using the different resources of other firms which are impossible to obtain from similar enterprises in the same industry. So, IBE helps maintain greater added value than quasi-vertical integration or other present forms of cooperation in inventing new products or in exploring new markers. The study is carried out through literature review and interview method. This study examined the IBE strategy theoretically through former studies and documents with an analysis and comparison of its historical development to the present situation of IBE in Korea and Japan. Through interviews, the study assessed current management attitudes toward IBE strategy and its actual extent and results of implementation. Ultimately, I hope the following suggestion that resulted from this study can be utilized by both government and companies to help strengthen the Korean economy. As a result of this study, I have found that IBE in Korea has not been actively developed yet. IBE in Korea still remains at a lower level of simple exchange just between service, information and business resources, while IBE in Japan succeeded in co-development of new products, new technologies, as well as in co-exploring new markets and demands at the strategic level of management. The reason for stagnation of Korea IBE is firstly that IBE in Korea has been carried out involuntarily by firms forced by government. In addition the exchange scope between firms is limited by the lack of mutual trust among participants. Secondly, while Japanese governmen gives financial support to IBE, they also provide policy and technical support. Korean IBE, however, still lacks sufficient support by government, because while backing the concept there is little follow through. Japan backs up their IBE policy with healthy balance among the various sectors involved, while Korea is found to have to an unbalanced support system that is concentrates all its resources on the SMIPC(Small and Medium Industry Promotion Corporation). Korean government should make every effort to encourage the technological cooperation among industry, university, and research institutes. Lastly, this study suggests that the scope of IBE strategy in Korea should be enlarged to ensure involvement by all regions, and economic sectors, including strategies for international IBE implementation. Korea is short of regional involvement in IBE. It also has a much less participation in manufacturing in comparison with of Japanese IBE. Thus, there should be greater efforts by not only tope management but also by lower levels to make IBE prevail over the country and to make what is discussed in the IBE group be a real success.