—This study examines the effects of the relationships
between cooperative relationships and competitive strategies in
domestic companies, as well as of such cooperation-competitive
strategic fit, on subcontractors. Toward this end, 90 primary
subcontractors of Samsung Electronics were examined based on
hypotheses. The findings of this study revealed that primary
subcontractors of Samsung Electronics, similarly to the
predict-tion of the contingency theory, adopted competitive
strategies fit for their cooperative relationships. Also, compared
with low-performance groups, high-performance groups had
higher levels of cooperative relationship-competitive strategy fit.
These findings imply that the cooperative
relationship-competitive strategy fit has positive effects on
corporate performance. Thus it is argued that for
subcontractors, their cooperation with their principal
contractor companies have important effects on their competitive
strategy and on their business performance.
—Strategy fit, competitive strategy, intensity of
cooperation, and quality of cooperation
The authors are with Kyungpook National University, Daehak-ro, buk-gu,
Daegu, South of Korea (e-mail: firstname.lastname@example.org, email@example.com,
Cite: Min-Jae Kim, Jeongki Lee, and Jun-Young Park, "The Effect of Cooperation-Strategy Fit on the Performance
of Subcontractors-Focused on Samsung Electronics’
Subcontractors," Journal of Economics, Business and Management vol. 3, no. 3, pp. 370-376, 2015.