A company establishes strategies in order to set up fitness between the external environment and its internal resources and to sustain comparative advantages. Those strategies are confined with how to recognize its external environment and internal resources.
The purpose of this study is to analyze the patterns of past strategies' recognition of external environment and internal resources and to give some implications to develop and restore core competence for new business portfolio focused on Korea Telecom's long term strategies.
The results of this study are as follows.
Firstly, as the telecommunications industry has been deregulated, The Korea Telecom's long term strategies have been changed its recognition patterns from the view of external environment to internal resources, in another words, the competitive industry structure have influenced Korea Telecom's long term strategies to change from adaptation perspective to voluntarism perspective.
Secondly, the type of strategies also has been changed from analyzer to prospector which try to pursue the change positively in the new market and business sectors.
Thirdly, even though the Korea Telecom has recognized its weaknesses for more than ten years, the company has failed to change those factors so it can be concluded that there must be a organizational inertia. From this point of view, it can be suggested that the new core competence for new business portfolio such as IMT2000, electronic commerce(EC), data service businesses should be supplied from outsourcing(merge and acquisition (M&A) or strategic alliance).
