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기업부문 구조의 분산·집중화 : 프랑스의 사례 및 시사점 The French Case and Its Implications
소영일,최원근 한국EU학회 2003 EU학연구 Vol.8 No.2
This paper analyses the deconcentration and concentration in the French corporate economy with a view to extracting some implications for the Korean case where the problem of the economic concentration remains one of the hot issues. The French case shows relatively many similarities with the Korean case among the advanced Western countries. This has not, however, resulted in enough researches in the related areas. Hence the contribution of the present article. The analysis shows that in French corporate economy, the deconcentration in the formal dimension has paralleled the concentration in the practical dimension for the last two decades. In the formal dimension, the sector of large firms stopped growth and has been decreasing, so that the sector of SME has become dominant. In the practical dimension, there is a growing economic weight of such corporate associations as corporate poops which are formed from the financial concentration and franchises which are formed from the business concentration. It follows that there is an apparent contradiction in the corporate economic sector between the formal deconcentration and the practical concentration. However, a harmonious parallel development of the two phenomena should be encouraged in that it would help firms enhance their adaptability to the contemporary business environment characterized by continual turbulence. The Korean case of the corporate economy seemingly shows the same double structure as the French. But this hides some considerable disequilibrium between the quantity aspect and the qualify aspect.
전통적인 경영전략모형에 대한 비판과 미래의 성공기업을 위한 새로운 경영전략모형에 관한 연구
소영일(Young Il So) 한국산학경영학회 1993 산학경영연구 Vol.6 No.-
The main purpose of this study is to suggest the new strategic management model for the future successful company. The new model consists of the following structure. First, to identify the object dimension. The upper object is to satisfy the customers needs. And the lower object is to satisfy the workers needs. Second, to identify the external enviromental problems dimensions. There are five dimensions. They are ethical responsinilities, government-business alliances, collaboration amongst competitors, innovative invester-company relations, and globalization of enterprise. Third, to identify the internal enviromental problems dimensions. There are two dimensions. They are new organizational forms and integrated subcultures. Fourth, to find the solution for the above dimensions. The solution is as follow. All the managers and workers must have business reengineering minds and apply the complexity management. And the company should construct the strategic information systems.