斗山그룹의 成長과 發展

• 영문명: The growth and development of Doosan group
• 발행기관: 한국경영사학회
• 저자명: Seung Uk Lee(李承郁)
• 간행물 정보: 『경영사연구(경영사학)』제17집 제1호(통권28호), 63~100쪽, 전체 38쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2002.05.30

영문 초록

Started from a small size Seung-Jik Park Shop, one of the oldest in Korean modern history of commerce, and grown with traditional Korean spirit of politeness and perseverance, Doosan Group today has become one of the largest groups of companies including such a gigantic company as Doosan Heavy Industries Co., Ltd. This study aims to explore the courses of growth and development of Doosan Group from historical and functional point of view and extract the characteristics of growth and the modes of behavior in order to define the growth factors. The method adopted for the study is based on the management history with particular focus on entrepreneurs involved. In 1896, the year classified in this study as embryo period of Doosan Group, ‘Maeheon’ Seung-Jik Park opened Seung-Jik Park Shop selling drapery. Then he established Kwang Jang Co, and Kong Ik Sa, a trading house, developed cosmetic product Parkabun and ventured into beer industry through the acquisition of Sohwa Kirin Beer. In this embryo period, the factor that enabled his companies to grow and develop was the management philosophy based on harmony, thrifty, honesty and trust that formed the company motto and enhanced the image of the companIes. The focus was rather on specialization of organizations for growth than diversification of activities for expansion. In the beginning his business was mainly on drapery with major focus on quality and reliability. By the time he ventured into such commodity business as cosmetics and beer, the quality of products be came the prime target to pursue and achieve. This period could be seen as initial stage of the group to accumulate the capital required for further growth. From the year 1951 when ‘Yonkang’ Doo-Byung Park began to lead the group, the formation period set in place. In such time of Rehabilitation followed by social chaos, Sohwa Kirin Beer was transformed into Oriental Brewery Co., Ltd. and Doosan Group began to be formed. This formation period marked the dawn of Doosan Group pioneering the beer market, launching construction and machinery industries and exploring the overseas markets. This period was the time when the need for the management to be separated from the capital was strongly felt in order to maximize the management philosophy carried forward from the initial stage of the Doosan Group. The growth factor from the management point of view was the corporate philosophy based on harmony, honesty and public service spirit. In 1974, a new era began with the appointment of management expert Soo-Chang Jung as Chairman and Chief Executive Officer. It was a major turning point for Doosan Group. The efforts of the top management in this period could be characterized by its focus on creation of growth paths for electronic industries, accumulation of technologies through strategic alliance or merging with the companies of advanced countries, and expansion or realignment of existing businesses. The first growth factor in this period was the emphasis of creativity that provided the basis and momentum for healthy management and the second was organizational restructuring to be prepared for acquisition and merging and maintain the specialty of each business unit. Take-off period started with the arrival of Chairman Yong-Kon Park in 1981 and continued until 1995. In this period, development of overseas markets was reinforced in the areas of beer. construction, electronics, glass, machinery and trading while new businesses were actively explored. The Group was pressing forward with continuous expansion, horizontally as well as vertically. The growth factors from the management point of view were customer-satisfaction, priority on Quality, innovation, recruitment of talented people as well as organizational change aimed for diversification and specialization through the new system and mixed use of business divisions and teams. The year 1996 saw the beginning of innovation period of Doosan Group, As the external e

목차

Ⅰ. 序論

Ⅱ. 斗山그룹의 生成과 背景

Ⅲ. 斗山그룹의 成長과 發展過程

Ⅳ. 斗山그룹의 發展 및 成長要因

Ⅴ. 結論

참고문헌

Abstract