한국 대기업의 성공적인 성장요인

• 영문명: Success factors of Korean Enterprises: The External and Internal factors and the strategic characteristics
• 발행기관: 한국인사조직학회
• 저자명: 김양민(Yangmin Kim) 서정일(Jeongil Seo)
• 간행물 정보: 『인사조직연구』인사조직연구 제22권 제1호, 95~143쪽, 전체 48쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2014.03.31

국문 초록

한국의 기업들은 1960년대 이후 기업사에서 그 전례를 찾기 어려울 만큼 빠른 양적, 질적 성장을 보여 왔다. 이러한 빠른 성장에는 기업가 정신이나 정부의 지원, 높은 교육열에 힘입은 우수한 노동력의 공급 등 많은 요인이 작용하였으나, 본 연구는 지난 반세기 동안의 한국기업의 성장원인을 기업의 전략적인 측면에서 분석한다. 초창기 한국기업들이 취한 전략은, 기업의 지속적인 경쟁우위 창출을 위한 계획으로서의 전략이라기보다는 운영상의 효과성을 제고하기 위한 활동에 가까운 형태였으나, 점차 선진기업들의 전략을 모방하기 시작하였고, 이제는 독자적인 방법으로 시장에서의 차별화된 지위를 차지하는 데에까지 이르렀다. 본 논문은 한국기업의 전략을 연구한 기존의 문헌들을 고찰하고, 한국기업들이 어떻게 성장해왔으며, 그 과정에서 어떤 전략을 추구하였고, 어떻게 글로벌 경쟁력을 가지게 되었는지를 한국의 대표적인 글로벌 기업인 삼성전자, 현대자동차, 현대중공업에 대한 사례분석을 통해 살펴본다. 사례연구대상 기업들의 전 현직 임원 인터뷰 등의 1차 자료와 2차 자료 등을 통해서 한국의 대기업들의 성공요인을 환경요인과 기업전략요인으로 나누어 공통점을 찾아보고 향후에 한국기업들이 어떠한 전략적인 접근을 취해야 하는지에 대한 제언으로 논문을 마무리한다.

영문 초록

Due to the impressive ascent of Korean firms over the past four decades in multiple industries such as electronics, automobile, and shipbuilding industries, there has been substantial research into Korean firms to identify their ‘Success Strategies’. Building on prior studies, this study aims to investigate how global leading Korean firms have been so successful. Most of the global leading Korean firms were started as a result of their business groups’ unrelated diversification strategies, which were pursued in response to the Korean government’s industrial policy. The Korean government targeted specific strategic industries that may have a ripple effect on overall economic growth, then used economic inducements for select business groups to enter those industries. Seeking to expand the size and scope of their businesses, the business groups responded to the government policy. Therefore, it is necessary to examine how industry-level factors contributed to the growth of global leading Korean firms. However, not all firms in the same industry have been equally successful. For example, Samsung Electronics, Hyundai Motors, and Hyundai Heavy Industries have constantly outperformed their domestic rivals in the same industries. Hence, the global competitiveness of these global leading firms cannot be fully accounted for by the industry-level factors and we need to examine their unique, firm-level strategic factors. Thus, this study focuses on both industry-level factors and firm-level strategies. We employ Porter’s (1990) diamond model to analyze industry conditions and analyze firm-level strategies from a path-creating catch-up perspective (Hobday, 1995; Lee & Lim, 2001). To uncover the success factors of the global leading Korean firms, we conducted in-depth case studies of the following three firms: Samsung Electronics, Hyundai Motors, and Hyundai Heavy Industries. These three firms are undoubtedly the most successful Korean firms that have maintained a dominant position in the global electronics, automobile, and shipbuilding industries, respectively. Entry barriers in those industries are very high because of economies of scale, the requirement for substantial capital investment, and the importance of accumulated knowledge and experiences in the field. Therefore, it is extremely difficult for newcomers to enter these markets and effectively compete with incumbent firms. Nonetheless, these three Korean firms successfully entered their respective global markets and quickly caught up with the leading firms that have dominated the markets for decades. After extensive literature review and in-depth interviews with current and former top executives of these companies, we uncover several industry-level and firm-level factors that can explain how these three firms became global powerhouses. First, when the three firms entered their respective markets, they suffered from factor disadvantages and the lack of related and supporting industries. In addition, corresponding domestic markets were very small. Given the importance of economies of scale, the small size of domestic markets, ironically, motivated these firms to target global markets from the beginning. They had to quickly develop global competitiveness for survival. In addition, intense competition among domestic firms to dominate the small available domestic market helped them to quickly develop competitiveness. Besides the industry-level factors, the three firms exhibited similar patterns in catching-up to global leading firms. Firm-level strategic factors include the use of learning as a mechanism for catching-up, the emphasis on speed, and vertical integration. In the early period of their development, the three firms tried to be “fast followers” by quickly learning the knowledge and skills of the global leading firms. After catching-up to their competitors, they began to develop their own more advanced technology, pulling ahead of the competition. In the who

목차

초록

Ⅰ. 연구목적

Ⅱ. 이론적 배경

Ⅲ. 연구방법

Ⅳ. 포터의 다이아몬드 모델을 통한 환경분석

Ⅴ. 개별사례 연구

Ⅵ. 사례분석 결과 및 결론

참고문헌

Abstract

키워드

기업성장전략 경로개척형 추격 포터의 다이아몬드 이론 Corporate growth strategies Path-creating catch-up Porter’s Diamond Model