경영혁신과 위기시 기업이 받는 충격 및 회복력과의 관계 연구

이승현,박광태 한국기업경영학회 2012 기업경영연구 Vol.19 No.5

경영혁신은 오랜 기간 지속 발전하며 기업경영에 있어 불가분의 관계로 자리잡았으며, 많은 연구자들이 경영혁신의 효과에 관한 연구를 진행하였다. 최근 기업경영에서 주목받고 있는 또 하나의 화두는 위기이다. 2008년 9월의 글로벌 금융위기 등 예기치 못한 위기들이 빠르게 증가하며 기업의 위기관리 능력은 기업의 존폐에까지도 직접적인 영향력을 발휘하고 있다. 본 연구는 기업의 경영혁신과 위기시 기업이 받는 충격 및 위기 이후 회복력과의 관계에 대해 실증분석을 수행하였다. 분석에는 2006년부터 2010년까지 총 507개 KOSPI 상장기업 재무데이터를 수집하여 활용하였다. 먼저 분석대상 507개 기업을 14개 산업으로 분류하여 2008년 글로벌 금융위기로 인해 각 산업이 받은 충격량과 위기 이후 회복력을 분석하였다. 다음으로 3개 산업을 선정하여 해당 산업에 포함된 기업을 대상으로 위기 이전에 수행한 기업의 경영혁신 노력이 위기시 각 기업이 받는 충격 및 회복력에 주는 영향을 분석하였다. 분석결과는 다음과 같다. 첫째, 전 세계를 강타한 글로벌 금융위기로 인해 국내의 기업 및 산업도 큰 충격을 받았으며 위기 이후 서서히 회복되는 모습을 보이고 있다. 둘째, 위기 이전에 수행한 경영혁신 활동은 위기시 기업이 받는 충격 및 위기 이후의 회복력에 유의한 영향을 미친다. 다만 각 산업별로 영향의 정도 및 효과를 발휘하는 경영혁신 활동은 다르게 나타난다. 결론적으로 경영혁신은 기업이 위기를 맞이하였을 때에도 기업의 경쟁력을 유지시키는 효과적인 수단이 될 수 있다. 다만 기업들은 속한 산업 등 자사에 적절한 경영혁신을 현명하게 선택해야 할 것이다 Management innovation has continuously evolved for a long time and developed into an inseparable relation with enterprise management. Many researchers have studied on the performance of management innovation. Recently, one of the topics that receive people’s attention is crisis. As unexpected crises have been increasing rapidly since the global financial crisis in September, 2008, the ability of an enterprise for crisis management has direct influence on its sustainability. This study conducted an empirical analysis on the relations among Management Innovation, Impact which an enterprise receives from crisis and its Resilience Power after the crisis. For this analysis, the financial data of 507 enterprises listed on KOSPI from 2006 till 2010 were collected and utilized. First, 507 enterprises were classified into 14 industry groups, and the amount of impact received from 2008 global financial crisis and resilience power after the crisis were analyzed for each industry. Then, 3 industries were selected out of 14 industries, and for the enterprises in these selected industries, this study analyzed the influence of the enterprise’s effort for management innovation, previously executed before the crisis, on the impact and resilience power of each enterprise at the time of crisis. The result was as follows:First, enterprises and industries in Korea received a great impact from the global financial crisis and showed their gradual recovery after the crisis. Second, the efforts of management innovation executed before the crisis gave a positive influence on the impact that the enterprise received at the time of crisis and its resilience power after the crisis. However, the degree of such influence and activities of management innovation that produce effects at the time of crisis are shown to be different for each industry. As a conclusion, management innovation can be effective tools to make the competitiveness of an enterprise sustain even when it encounters a crisis. However, enterprises should select the most appropriate management innovation for each industry and enterprise. The theoretical contribution of this study is to propose a solution for quantifying the impact received from the crisis by the definition of amount of impact and resilience power and to measure them for industries and enterprises. In addition, this study proposed a method to measure the level of enterprise’s management innovation activity and analyze the relations with crisis empirically by utilizing the indexes from financial statements. It has been proved in many studies that management innovation activity could raise the competitiveness of enterprise. However, there still remains a difficult problem in suggesting clearly what can be the management innovation activity optimized for each enterprise. This study analyzed this only for three industries but will need more comprehensive and detailed analysis in the future research.

Customer-Centric Management Innovation for Enhancing Customer Happiness: A Development of an Integrated Model

김지대,권순동,송영욱 한국기업경영학회 2017 기업경영연구 Vol.24 No.3

Researches on the customer-centric management innovation seems to be quite primitive. Most of them are either conceptual or case-based with very few empirical studies. While the customer-centric management innovation has been widely discussed in the management consulting area for the past decade, the issue has not been tackled vigorously in the academic society. As a result, it is needed to build a firm theoretical framework on this issue. The purpose of this research is to explore key variables of customer-centric management innovation in terms of the following four dimensions - (1) strategic innovation, (2) organizational innovation, (3) product innovation, and (4) operational innovation; and to empirically investigate the influence of the customer-centric management innovation on customers' happiness which consists of economic, emotional, and meaningful happiness during all the phases of the customer activity cycle. This study focuses on establishing a theoretical foundation for the customer-centric management innovation. A hierarchical construct model was developed to derive the concept of customer-centric management innovation from the four different dimensions. The hierarchical construct model in this study proposes that customer-centric management innovation consists of the following four lower-order constructs: i) customer-centric strategic innovation which has also the two lower-order constructs such as offering multi-dimensional values and providing customized solutions to customers, ii) customer-centric organizational innovation with having the four lower-order constructs such as creating diversity within an organization, capitalizing on collective intelligence, guaranteeing employees’ discretionary autonomy, and organizing hybrid structure, iii) customer-centric product innovation with having the four lower-order constructs, i.e., designing human-centered product, designing integrated product and service, product convergence, and open product innovation, and iv) customer-centric operational innovation with the two lower-order constructs such as transforming into customer-oriented operational process and implementing customer-centric information system. This study hypothesized that the customer-centric management innovation with the four dimensions of customer-centric strategic innovation, customer-centric organizational innovation, customer-centric product innovation, and customer-centric operational innovation would have a positive influence on customer happiness. This study surveyed 250 manufacturing and information and communications technology(ICT) firms in Korea for an empirical analysis. This study employed SmartPLS to analyze the influence of the customer-centric management innovation on customer happiness. The analysis results revealed that the four dimensions of customer-centric management innovation were empirically validated to have a positive impact on customer happiness, which in turn resulted in firm performance in a positive way. This study has the following theoretical implications. First, this study proposes that the concept of customer-centric management innovation has multi-level constructs with a hierarchy. That is, this study describes the concept of customer-centric management innovation as the fourth-order construct with the multi-staged hierarchical structure consisting of several lower-order constructs. In addition, this study developed measurement items of the four specific ingredients of the customer-centric management innovation. Hence, this study can serve as a theoretical background of future studies. Second, the concept of customer happiness and its measurement items proposed in this study also seem to provide a theoretical background for future studies. Managerial implications of this research are as follows: This research revealed the impacts of the lower-order constructs of the customer-centric management innovation on customer happiness. Specifically, the two customer-c...

경영전략에 따른 기업혁신과 기업가치

김태완 한국전산회계학회 2023 電算會計硏究 Vol.21 No.1

A Corporate management strategy can be defined as embodying the propensity of top management that can affect the overall management activities. In particular, research was conducted in that management strategies can have an important influence on the study of the value relevance of corporate innovation. In this study, the management strategy analyzed the impact of corporate innovation on corporate value using Miles and Snow (1978, 2003)’s defense (prospector) strategy and ESG management strategy. The analysis results can be divided into two main categories:the analysis of the relationship between management strategy and corporate innovation, and the relationship between corporate innovation and corporate value according to management strategy. First, the results of the analysis of the relationship between management strategy and corporate innovation were first analyzed that defensive strategies had a significant (+) effect on corporate innovation. As a result of the defense strategy, which is a stable manager’s strategy using cost reduction and economies of scale, has a positive effect on corporate innovation rather than prospective strategies, different results from expectations were confirmed. The prospective strategy was expected to be significant with corporate innovation indicators due to uncertainties such as new product development, new market development, and R&D, but there was no significance. Second, only ESG (integration) and social responsibility (S) were significantly positively (+) related to corporate innovation, and the remaining governance and environmental responsibilities were not significant. From these results, it was partially confirmed that the more ESG management companies, the stronger the corporate innovation tendency. Next, the analysis of the value relevance of corporate innovation according to management strategy showed that the more defensive strategic companies and the more defensive innovative companies have a significant positive (+) relationship with corporate value than those that do not (prospective innovative companies. These results can be estimated that participants in the capital market evaluate corporate innovation of defensive strategy companies that seek cost reduction and stable profitability more important than prospective strategies with high uncertainty in determining corporate value. Second, as a result of analyzing the value relevance of corporate innovation using ESG integrated indicators and individual indicators, it was analyzed that the value relevance of corporate innovation was significant (+) for ESG management strategy companies. Research on the relationship between corporate innovation and corporate value has long been conducted. This study is meaningful in that it confirmed the importance of CEO's choice of management strategy, believing that corporate innovation and corporate value(Tobin Q) relationship will have different information effects and value relationships depending on the choice of management strategies.

중소기업의 기술혁신 관리요소에 관한 실증연구

임재현 ( Chae Hyon Im ),신진교 ( Jin Kyo Shin ) 기술경영경제학회 2012 Journal of Technology Innovation Vol.20 No.2

본 연구에서는 기술혁신의 결정요인 도출 또는 기술혁신의 투입과 산출 간 관계에만 집중한 기존 연구의 한계, 기술혁신의 연결 메커니즘 연구의 필요성 제기 및 관련 연구들이 실태조사 수준에 머물러 있는 현실, 대기업과 중소기업의 기술혁신 추진과정 차이 등에 따라 중소기업의 기술혁신 관리요소에 관한 실증연구를 실시하였다. 이를 위해 자원기반 및 시스템 관점에서 주요 기술혁신 관리요소를 도출·분류하여 연구모형을 제시하였고, 중소기업을 대상으로 실증적으로 규명하였다. 세부적으로 살펴보면, 투입(R&D리더십, 혁신전략, R&D투자, R&D인적자원관리 및 외부네트워크), 과정(포트폴리오관리, 프로젝트관리 및 사업화) 및 산출(기술혁신) 간 관계를 실증 분석하였다. 대구지역 223개의 중소기업을 대상으로 한 구조방정식모형 분석 결과, 투입요소 간 관계, 투입요소와 과정요소 간 관계, 과정요소 간 관계, 그리고 과정요소와 산출요소 간 관계가 전반적으로 긍정적으로 유의하였다. 그러나 투입요소와 과정요소 간 관계에서 R&D투자가 포트폴리오관리와 프로젝트관리에 유의한 영향을 미치지 못하는 것으로 나타났는데, 이는 R&D투자가 독립적으로 과정요소에 영향을 미치기보다 우수한 인적자원, 유용한 정보와 기술이 뒷받침될 때 과정요소에 유의한 영향을 미칠 것으로 예상한다. 본 연구의 결과는 중소기업들이 연구모형을 활용하여 기술경영 상의 제약을 효율적으로 극복하고, 보다 높은 기술혁신 성과를 달성하는데 도움이 될 것이다. 아울러 정책기관들이 중소기업의 기술혁신 관리요소에 관심을 갖고, 애로요인을 보완해 줌으로써 보다 효과적인 정책지원이 가능할 것이다. Previous researches on technological innovation have several limitations such as lack of general mechanism for technological innovation (inputs, throughputs and outputs of technological innovation), large company oriented studies, and ignoring importance of technology management capabilities. So, this study suggested a new model using resource-based theory and system theory, and empirically applied that to SMEs. Structural equation model analysis by using 223 SMEs in Daegu region provided a support for most of hypotheses. Research results showed that all of factors on technological innovation were significantly and positively related with each other: inputs (R&D leadership, innovation strategy, R&D investment, R&D human resource management, external network), throughputs (portfolio management, project management, technology commercialization) and output (technological innovation), In case of technological innovation inputs, R&D leadership influenced on innovation strategy positively and significantly. And R&D leadership and innovation strategy had positive and significant effects on R&D investment, R&D human resource management and external network. R&D human resource management and external network exerted positive and significant influences on technological innovation throughputs such as portfolio management and project management. But R&D investment did not significant impacts on technological innovation throughputs. Among technological innovation throughputs, both portfolio management and project management had positive and significant effect on technology commercialization. In addition, technology commercialization acted positively and significantly technological innovation output. This study suggests necessary of efforts to implement innovation strategy and manage R&D human resource effectively based on CEO`s innovativeness and entrepreneurship. Also, if SMEs want to develop technology and commercialize it, they have to cooperate with external technology resources and in formations. Research results revealed that proper level of R&D investment, internal and external communication, information sharing, and learning and cooperative culture were very important for improvement of technological innovation performance in SMEs. Especially, this research suggested that if SMEs manage technological innovation process effectively based on resource-based and system approaches, then they can overcome their resource limitations and gain high technological innovation performance. Also, useful policy support for technological innovation of central or regional government by this research model is important factor for SMEs` technological innovation performance.

관리자가 인식하는 호텔기업의 혁신활동이 경영성과에 미치는 영향: 호텔경영 형태에 따른 차이를 중심으로

오석윤 한국호텔관광학회 2024 호텔관광연구 Vol.26 No.2

This study aims to establish the types of innovation activities of hotel companies and to understand the effects of innovation activities on business performance. In addition, by analyzing the differences in innovation activities according to the management type of hotels, it was attempted to suggest implications for domestic hotel companies to secure a competitive advantage through innovation activities and for continuous growth and development. In order to achieve the research objectives, I explored the factors related to the innovation activities of hotel companies based on previous studies and examined the effects of the factors of innovation activities on business performance. In addition, this study identified the difference between the innovation activities and management performance of hotel companies according to the type of hotel management. As a result of the exploratory factor analysis, six factors were found as hotel companies' innovation activities: organizational innovation, personnel system innovation, process innovation, product and service innovation, marketing innovation, and human resource innovation. The empirical analysis results for hypothesis testing are summarized as follows. First, it was found that all of the six factors for the innovation activities of hotel companies had significant effects on non-financial performance. Second, it was found that organizational innovation, personnel system innovation, process innovation, product/service innovation, and marketing innovation affect financial performance among the elements of innovation utilization of hotel companies. Third, it was found that chain management hotel managers perceived all six factors of innovation activity higher than independent management hotel managers. Fourth, it was found that chain management hotel managers perceived non-financial and financial management performance higher than independent management hotel managers.

Multiple Components of Top Management Leadership and Their Impacts on Innovation Management Capacity in the Korean Central Government : An Empirical Test

이석환 한국자치행정학회 2016 한국자치행정학보 Vol.30 No.1

본 연구는 한국중앙정부의 혁신관리역량을 분석한다. 효과적인 공공부문 혁신은 많은 요인에 기초하는데 그중에서 최과관리자의 지원과 리더십이 가장 중요하다. 혁신을 위해서는 혁신을 관리할 수 있는 역량이 중요한 전제조건이 되는데 이는 종합적인 개념이다. 정부혁신과 혁신관리역량에 대해서는 그동안 많은 논의가 있어 왔는데 실제 데이터의 부족으로 그동안 이 분야에서의 경험적 연구는 거의 없었다. 본 연구는 노무현 정부때 도입되었던 혁신평가데이터를 기초로 혁신관리역량과 혁신간의 인과관계를 분석한다. 본 연구는 최고관리자의 리더십이 다차원적인 측면을 가지고 있다고 가정하고 이를 통하여 혁신에 미치는 세부요인을 살펴본다. This study examines innovation management capacity of the Korean central government. Effective public sector innovation is a function of many factors, including top management support, open communication, innovative culture, and performance-based budgeting. Many agree that among others, top management support and leadership is key to enhancing the level of innovation in the public sector. In turn, innovation management capacity is a prerequisite for innovation. Innovation management capacity is a comprehensive concept that requires a strategic definition. In fact much has been discussed about government innovation and management and leadership capacities. But little empirical studies exist due to the lack of measurable data in the public sector. This study goes back to the Noh Moo-hyun administration where real attempt has been made to make government at all levels productive and innovative. For the first time in history, in 2004, the Korean central government had decided to evaluate all central agencies on their innovation management capacities. Using a sample of 49 ministries and bureaus, this study posits whether or not innovation is a function of an effective top management leadership. This study argues that top management leadership consists of multiple components and that distinguishing among different elements of top management leadership helps better explain its impact on the level of innovation management capacity, thereby increasing innovation. Findings and implications are discussed.

경영환경, 조직문화가 HACCP의 경영혁신과 경영성과에 미치는 영향

류태모 ( Tae Mo Ryu ),김광수 ( Kwang Soo Kim ),정동섭 ( Dong Seop Chung ) 한국인적자원관리학회 2013 인적자원관리연구 Vol.20 No.3

오늘날 기업들은 환경의 동태성이 증가되면서 기업이 지속적인 경쟁우위를 유지하기 위해서는 환경특성의 변화에 적절하게 대응할 수 있는 경영혁신이 수반되어야 한다. 특히, 급변하는 시장 환경의 변화로 인하여 경영성과를 창출하기 위해서는 경영환경, 경쟁전략, 조직문화에 의한 인과관계를 분석할 필요성이 대두되었다. 식품산업도 예외는 아니어서 급변하는 경영환경에 능동적으로 대응하기 위해 노력하고 있다. 특히, 식품업계에서는 식품의 안전과 위생에 대한 관심은 생활수준의 향상에 따라 단순히 먹고사는 형태에서 벗어나 보다 삶의 질을 추구하게 되는 중요한 산업으로 발전하고 있다. 그리하여 업계에서는 최근의 급격한 경영환경의 변화로 지속적인 경영성과 창출이 화두가 되고 있다. 본 연구에서는 기존문헌고찰을 통해 한국의 식품산업을 대상으로 경영혁신의 도구인 HACCP와 이들의 중요한 결정요인인 환경의 동태성과 조직문화를 통해 경영성과와의 관계를 밝히고자 한다. 이를 위해 경영혁신의 도구인 HACCP를 통해 추구하는 한국의 식품기업들이 기업성과에 미치는 직접효과 및 환경의 동태성과 조직문화와의 매개관계를 파악하기 위하여 실증분석을 실시하였다. 실증연구는 국내 식품산업에 속한 기업들 176개 기업을 대상으로 실증 분석한 결과, 경영혁신의 도구인 HACCP은 기업성과에 긍정적인 영향을 주었으며, 그들의 결정요인들인 환경의 동태성과 조직문화도 긍정적인 영향을 미치는 것을 알 수 있었다. 한편 독립변수인 조직문화와 환경의 동태성과 기업성과의 관계에서 경영혁신의 도구인 HACCP의 매개효과를 찾아낼 수 있었다. Innovation works primarily at the firm level, though some innovations have industry-wide effects. The incentive for an individual firm to innovate is through the increase in profits that can occur through new process innovations that lower costs through increased revenues resulting from new product innovations increasing demand for the final product. The paper seeks to focus on the concept of HACCP as management innovation in the food industry sector. The purpose of this paper is to factorize the HACCP concept by analyzing the HACCP practices implemented and the results achieved from implementing such practices. It also aims to determine the means by which the management innovation results are optimized. This research scrutinizes impacts of HACCP implementation as management innovation on the firm`s performance in food industry. In addition, this study tries to explain whether degrees of HACCP implementation as management innovation mediates the relationship between the contextual variable (ie: the environmental dynamism, organizational culture) and business performance. To achieve the goals, this study developed conceptual measurements of environmental dynamism, competitive strategy organizational culture, degrees of HACCP implementation and business performances based on previous researches. This study proposed hypotheses and conducted surveys with 176 sets of questionnaire from executive officers of food industry. The study hypotheses are tested through simple and multiple regression model and mediated regression analysis. The results are as follows. First, environmental dynamism, organizational culture had affected degrees of HACCP implementation as management innovation. It had been proved that determinants of management innovation had positive impacts on management innovation consisting of HACCP implementation. Secondly, the test proved that HACCP implementation as management innovation influences business performance. Especially, the HACCP implementation in the food industry has the strongest influence on the profit indicator, which verifies the outcome of previous research. Third, the hypothesis that environmental dynamism, organizational culture(hierarchy and innovation) has an positive influence on corporate financial performance is fully accepted. Fourth, the hypothesis that HACCP implementation as management innovation mediates between environmental dynamism and business performance is accepted as partially mediation. Fifth, the hypothesis that HACCP implementation as management innovation mediates between innovative organizational culture and business performance is accepted as partially mediation. Sixth, the hypothesis that HACCP implementation as management innovation mediates between hierarchical organizational culture and business performance is accepted as fully mediation. These results are expected to give some theoretical contributions for HACCP implementation as management innovation research subject with its try for theory`s generalization. And they are also expected to give some helps for management of food industry sector, especially its HACCP resource policy.

The impact of preliminary elements for management innovation adoption on the firm`s profitability

( Uk Jung ),( Chang-hwa Baek ),( Shin-won Seo ),( Sung-uk Lim ) 한국품질경영학회 2015 한국품질경영학회 학술대회 Vol.2015 No.2

Purpose: Many CEOs have often introduced various types of management innovation for the firm``s profitability improvement. If the firm is, however, in a situation in which the firm is not ready to adopt those management innovations, it is not possible to achieve the goal of profit enhancement. In this study, we analyze the relationship between the preliminary elements of management innovation and profitability, and want to introduce the key success factors of management innovation. Methodology/Approach: After investigating preliminary elements of the management innovation adoption through existing literature review, we conducted a questionnaire survey to Korean K-company. Then, by utilizing the structural equation modeling with AMOS, we analyzed the impact of preliminary elements of the management innovation adoption on the profitability. Findings: We found out that there are main preliminary elements of the management innovation adoption directed to profitability enhancement From this finding, it would be possible to assist promoting successful management innovation of the company. Research Limitation/implication: This research has a limitation on that the findings are based on the analysis with subjective measures rather than objective ones for profitability. There is a need for further studies using objective measures such as an actual percentage figure for sales growth or profit change. Originality/Value of paper: By searching and enhancing the preliminary elements of management innovation affecting the profitability, it would be possible to reduce the innovation failure in the future business.

The Impact of Preliminary Elements for Management Innovation Adoption on the Firm's Profitability

Shin-Won Seo,Chang-Hwa Baek,Sung-Uk Lim 보안공학연구지원센터 2016 International Journal of Hybrid Information Techno Vol.9 No.10

Many CEOs have often introduced various types of management innovation for the firm’s profitability improvement. If the firm is, however, in a situation in which the firm is not ready to adopt those management innovations, it is not possible to achieve the goal of profit enhancement. In this study, we analyze the relationship between the preliminary elements of management innovation and profitability, and want to introduce the key success factors of management innovation. After investigating preliminary elements of the management innovation adoption through existing literature review, we conducted a questionnaire survey to Korean K-company. Then, by utilizing the structural equation modeling with AMOS, we analyzed the impact of preliminary elements of the management innovation adoption on the profitability. We found out that there are main preliminary elements of the management innovation adoption directed to profitability enhancement. From this finding, it would be possible to assist promoting successful management innovation of the company. By searching and enhancing the preliminary elements of management innovation affecting the profitability, it would be possible to reduce the innovation failure in the future business.

지식경영, 종합적 품질경영(TQM), 혁신성과 간의 관계

임상종,도상호 한국회계정보학회 2011 재무와회계정보저널 Vol.11 No.2

Competition in the global market drives firms to take innovative actions. Theses actions include knowledge management(KM) and total quality management(TQM). This study focus on the relationships among knowledge management, total quality management and innovation performance. Analyses of data collected show that knowledge management has positive effects on both innovation performance and total quality management. In addition, total quality management has positive effects on innovation performance. It is revealed that indirect effects of knowledge management on innovation performance through total quality management is greater that the direct effects on innovation performance. It implies that total quality management adjusts the magnitude of effects by knowledge management on innovation performance. The results of this study implies that top management may create a greater value by an application of knowledge management technique in combination with total quality management than an application of knowledge management alone if the innovation is their final objective. Top managers and practitioners who are planning to introduce and apply knowledge management and total quality management should use the results of this study in establishing strategies for effective innovation throughout the firms. 글로벌 경쟁환경 속에서 혁신은 기업의 생존을 위해 필수적인 것이다. 이러한 혁신을 위해 기업들은 종합적 품질경영, 지식경영 등 다양한 경영기법들을 도입하여 실행하고 있다. 이에 본 연구는 지식경영, 종합적 품질경영이 조직의 혁신성과에 어떠한 영향을 미치는지 알아보고자 한다. 연구의 결과 지식경영은 혁신성과와 종합적 품질경영 실행 수준 모두에 긍정적인 영향을 미치고 있고, 종합적 품질경영 또한 혁신성과에 긍정적인 영향을 미치는 것으로 나타났다. 지식경영은 혁신성과에 긍정적인 영향을 미치고 있으며, 직접적인 영향보다는 종합적 품질경영을 통해 혁신성과에 미치는 간접적인 영향이 더 크다는 것이 확인 되었다. 따라서 본 연구에서는 종합적 품질경영이 지식경영과 혁신성과 간의 관계를 조절한다는 사실을 발견하였다. 본 연구의 결과는 기업의 최고경영진들이 혁신에 목적을 두고 있다면, 지식경영에만 집중하기 보다는 종합적 품질경영을 통한 지식경영 운영이 더 큰 가치를 얻을 수 있다는 실무적인 시사점을 제시해주고 있다. 이를 통해 경영혁신을 위하여 지식경영과 종합적 품질경영을 도입․실행하고자 하는 기업의 실무자 및 최고경영진에게 혁신을 효과적으로 달성하기 위한 전략수립의 기초자료로 활용될 수 있을 것이다.