삼성(三星)그룹 글로벌 CEO이건희 회장의 시대별 기업 활동과 경영전략

이건희 ( Kun Hee Lee ) 아시아.유럽미래학회 2006 유라시아연구 Vol.3 No.1

According to professor John Corter of Harvard University, one of the main factor that cause corporate to experience failure in reform is due to the existing cooperate cultural that may hamper the smooth penetration. Hence when cooperate is building ethical culture, it is necessary to construct an infrastructure that brings ethical execution in the center of organizational management process. Yet the reform, constructing a new ethical infrastructure, can only be driven by the CEO of the organization. Chairman Kun-Hee Lee, the head of the Samsung, has set his own ethical spirit further building an infrastructure with ethical management mindset that applies from a high-ranked executive to low-ranked manager: through this Chairman Kun-Hee Lee, as a guiding figure, has advanced powerful reform even to bring change in the mindset of CEO``s, other executives and its employees. Samsung`s ethical infrastructure lies in “to produce the superlative goods and services based on competent human and technological resources to make a contribution to human society” and in management philosophy that is regulating the creditability or trustiness of the company. Thus Samsung, through the regular sessions of education and forwarding the ethical infrastructure, has developed into leading group not only in domestic sphere but also maintained its peculiarity in global sphere. The Samsung``s management reform strategy began with “The Frankfurt declaration” on June 1993 and the epochal event has altered Samsung``s constitution. At that time, Samsung Electronics were fiercely competing against currently known as LG Electronics in a domestic market yet applying the “quality based management” and recruiting competent human resources as well as investing more on R&D to stand as globally recognized first-class manufactured goods, Samsung Electronics became the leading electronics sector in domestic economy. Furthermore overcoming the IMF crisis in the late 90`s, Samsung was put as a leading figure among the corporate with globally competent information technology sources in year 2000. In year 1992, a year before starting the grand reform strategy, Samsung`s total profits before tax stayed 230 billion Korean Won but by the end of 2004, the total profits before tax became 60 times more, 14 trillion Korean Won. At the same time, the debt ratio was reduced from336% to 90% and moreover, Samsung`s brand value hiked up as competent as No.1 brand at a global market: they became one of the leading companies in the world. In addition, Samsung carries the vision of an enterprise based on sharing and coexisting humanity, Samsung, through the active social contribution to the digitally neglected social class, not only in Korea but also in countries like Russia and Southeast Asia, has strengthened its brand image, friendliness and trustiness as well as taking full responsibility as an undertaking citizenry. Due to the Chairman Kun-Hee Lee`s endeavors to build Samsung as the world`s best company, active corporate activities and incessant management strategies led Samsung as the leading domestic enterprise in the global market also one of the most preferable company to invest among the Foreign Direct Investors. Currently, Samsung is putting all-in efforts in preparation for anew management project for coming decade along the training employees to become globally competent: they are not just leading a comfortable life with present time, the biggest profit in history, rather they are still seeking for reform or change in preparation to future: the exploratory question of what could Samsung do to compete in the future global market? Such a forwardly put vision of Samsung could be guidance and may well be considered to search for future direction of Korean corporate and society. Samsung aims 4 main strategies: first, management of globally competent human resources in preparation to the next 5~10 years, second, procuring the service sector and world``s best product, third, seeking the opportunity for preoccupying global market by searching for the hopeful sector in the future, and last, social-friendly management and reaching the world top brand value. As the world moves step closer to the post-internet, ubiquitous and biotechnology era, the encouragement of society to such entrepreneurs is needed for Samsung to continue the myth of the world``s best enterprise.

삼성 이건희 회장의 기업활동과 경영혁신전략

李建熹(Kun - Hee Lee) 한국경영사학회 2005 經營史學 Vol.38 No.-

According to profesSOf John Corter of Harvard University, one of the main factor that cause corporate to experience failure in reform is due to the existing coo야 rate cultural that may hamper the smooth penetration. Hence when cooperate is bui lding ethical cutture, it is necessary to construct an infrastructure that brings ethical execution in the center of organizational management process. Yet the reform, constructing a new ethical infraslructure, can only be driven by the CEO of the organization. Chairman Kun- Hee Lee, the head of the Samsung, has set his own ethicaJ spirit further building an infrastructure with eth ical management rnindset that applies from a high-ranked executive to low-ranked manager through this Chairman Kun-Hee 나e. as a g미 ding figure, has advanced powerful re form even to bring change in the mindset of CEO’s. other executives and its employees. Samsung’s ethical infrastructure lies in Mto produce the su야r lative goods and services based on competent hurnan and technological resources to make a contribulion to human societ y ’ and in management philosophy that is regulating the credita비 lity or t rustiness of the company. Thus Samsung, through the regular sessions of education and forwarding lhe ethical infrastructure,

논문편 : 교사들을 위한 학교 구내식당의 식단에 대한 영양평가 및 교사의 활동량에 관한 연구 - 인천 시내 중 , 고등학교를 중심으로 -

이건희,천종희 ( Kun Hee Lee,Jong Hee Chyun ) 대한가정학회 1986 Family and Environment Research Vol.24 No.3

한국경영사학회 30년사(1986~2016) - 성장 · 발전기(2000~2011) -

이건희(Kun-Hee Lee) 한국경영사학회 2017 經營史學 Vol.83 No.-

한국경영사학회는 사단법인으로 법인화함으로써 정관을 재정비하고 회장단을 구성하고 학회 회원 수의 배가운동 (倍加運動)과 평생회비 및 운영기금의 조성을 위하여 노력해 왔다. 학회지 <경영사학>(The Review of Business History) 의 발간 횟수를 1회에서 2회로, 또는 연간 4회 발간으로 증간을 도모하며, 대기업집단(LG그룹, SK그룹, 두산그룹, 삼성그룹)의 집중연구와, 단행본 발간을 도서출판 수서원(修書院)을 통하여 지속하였다. 특히, 2000~2011년의 한국경영사학회의 성장·발전에는 SPC그룹, 효성그룹, 동원그룹, 보령그룹, 동화약품그룹 등을 연구하고 학회지 <경영사학>과 단행본을 발간하였으며, 애경(愛敬)그룹은 장영신 회장연구와 더불어 국문 및 영문 단행본을 완간하였다. 2000~2011년 성장·발전기간에는 학회차원의 국제학술대회와 해외학술탐사를 정례화 (定例化)함으로써 북유럽지역, 북미, 남미지역, 호주 및 뉴질랜드지역, 남부 아프리카지역, 북부 아프리카지역, 그리고 유라시아지역을 포함한 광범위한 지역의 학술탐사를 지속하여 왔다. 해외학술탐사 및 국제학술대회는 매년 7월 초부터 10여 일간의 일정으로 시행해 왔으며, 누적방문국은 50여 개국과 1회 평균 참여 회원 수 30여명인 우리나라 사회과학분야 의 학회 중에서 가장 활발한 계기가 되었다. 한국경영사학회에서는 <창업자 대상(大賞)> 규정을 제정하고 LG그룹(창업자 구인회), SK그룹(창업자 최종현 회장), 두산그룹(창업자 박승직) 등 THE AWARD of FOUNDER 를 시상하였다. 또한 한국경영사학회에서는 < 전문경영자대상 > 또는 < CEO 대상 > 시상규정을 제 정하여 한국의 중견기업을 선도해 온 전문경영자 또는 CEO들에게 < CEO 대상 >을 시상하여 왔다. 2000~2011년 기간의 성장·발전기간에는 <경영사학> 에 게재된 논문수가 총 359편으로 주요논문 주제의 대상국은 주로 한국을 대상으로 한 것이 주종(主宗)을 이루고 있으나, 그 이외에도 일본, 프랑스, 캐나다, 인도, 러시아, 영국, 싱가포르 등의 범주로 크게 확대되어 왔다. 그리고 <경영사학> 의 새로운 연구영역으로서의 주요 테마도 다변화하였다. 예를 들면, 1) 한국 마케팅사(史), 2) 조선시대 사학(史學)연구, 3) 일본 식민지기간의 기업연구, 4) 중국의 경영사상연구, 5) 일본제약사/ 유통관련연구, 6) 한국건설업연구, 7) 앙트레프레너십 연구 등을 들 수 있다. 한국경영사학회의 성장 발전기의 특성과 성과분석을 하면, 1) 대기업집단의 체계적 연구, 2) 한국 창업자(entrepreneur)에 대한 연구, 3) 창업자 대상 및 전문경영자(CEO) 대상 시상규정 제정과 집행, 4) 해외학술탐사의 지속적 결행, 5) 한. 일간 경영사학 연 구진의 정례적 교류 활동을 들 수 있다. Proper Historical Research is to interpret all sorts of facts from past experiences from a present perspective, and to evaluate them with the utmost objectivity. A historian tries his best to maintain objectivity. On the 30th Anniversary of the Korea Academy of Business History, we devided description periods as 1) the Incorporated Period, 2) the Take-off Period, 3) the Growth and Development Period, 4) the Maturity Period of the Association. (1) I focused on the Growth and Development Period in the year of 2000~2011. Six members of President of the Korea Academy of Business History were in charge of academic works of control. They were Kun Hee Lee (the 7th, 2000~ 2001), Seung Wook Lee (the 8th, 2002~ 2003), Young Rae Kim (the 9th, 2004~ 2005), Mun Sun Lee(the 10th, 2006~ 2007), Kwang Joo Lee (the 11th, 2008~ 2009), and Shin Kim ( 12th, 2010 ~1011). (2) We studied group founder of the main Korean group as special issues. the contents of the study on each group founder is as following. The Studies on the founder of each Business Group: 1) Modern Historical Study on the Entrepreneur, 2) The process of Growth and Development, 3) The Entrepreneurial Life and Philosophy of Founders, 4) The Relations among Management Ideology, Strategy, and Corporate Performance, 5) Ethical Management and Corporate Social Responsibility Activities, 6) A Study on the Corporate Culture, 7) The Effect of Corporate on the Korean Business Administration Paradigm. (3) However, as Management History is a journal intended for scholars and therefore largely inaccessible to the general public, and because of the demand for a way to make known the admirable life of the founder as an example to many, it was decided to publish a summary of the study in book form. Therefore, the motivation for publishing these kind of books to share the fruits of serious scholarship will the public, and enables proper evaluation of the life of the founder. We always hope that it will be evaluated as a valuable case-study resource for not only the management sciences, but also the financial media sectors as well. (4) During the Growth and Development Period(2000~ 2011), we studied on 1) the Founder Koo In Hoi and Chairman Koo Ja Kyung of LG Group, 2) Founder Choy Jong Hyun of SK Group, 3) Founder Park Seung Jik and Chairman Park Doo Byung of Doo San Group, 4) Founder Kim Seung Ho of Boryung Pharmacy Group, 5) Founder Chang Young Shin of AEKYUNG Group, 6) Founder Huh Chang Sung and Chairman Huh Young In of SPC Group, 7) Founder Cho Hong Je of Hyo Sung Group, 8) Founder Yoon Chang Sik and Chairman Yoon Kwang Yeol of Dong Hwa Pharmacy Co., 9) Founder Kim Chae Chul of Dong Won Group, 10) Founder Kim Jong Hee and Chairman Kim Seung Youn(Han Hwa Group) and published in Korean Editions and some of it , in English Edition too. (5) During the Growth and Development Period (2000~ 2011), the Korea Academy of Business History awarded The Award of Founder to LG Group (Founder Koo In Hoi and Chairman Koo Ja Kyung ), SK Group (Founder Choy Jong Hyun ), Doo San Group (Foundeer Park Seung Jik and Chairman Park Doo Byung), Ae Kyung Group (Chairman Chang Young Shin), SPC Group (Founder Hur Chang Sung and Chairman Hur Young In), Hyosung Group (Founder Ch Hong Je), Dong Won Group (Founder Kim Chae Chul), Han Hwa Group (Founder Kim Jong Hee and Chairman Kim Seung Youn)and many kinds of entrepreneurs of the enterprises were awarded the CEO Award. And also, the Association awarded The CEO Award to the Representative of Bluecord Technology (President, Lim Chae Hwan), FILA Group( President, Yoon Yoon Soo) and many other women CEOs. As a result, I analysed comprehensively the trend of business historian articles presented during the Growth and Development Period( 2000~ 2011) and themes of researchers during the periods. Furthermore, research subjects articles submitted by several countries were confirmed.

김재철 회장과 동원의 기업문화

이건희(Kun hee Lee) 한국경영사학회 2009 經營史學 Vol.50 No.-

본 연구의 목적은 원양어업에 대한 개념조차 생소했던 시기에 창업하여 단기간 내에 국내 최대의 원양어업 및 수산 식품회사로 성장하였으며, 더 나아가 종합식품회사로 성장·발전한 동원의 기업문화에 대한 분석을 통해 동원그룹의 발전 동인을 밝혀보고자 하는 것이다. 동원은 1969년 바다식량을 개척하여 국민식생활의 개선에 기여한다는 벤처정신으로 원양어업을 시작하면서 출범하였다. 동원은 남들보다 먼저 신어법, 신기술, 신어장에 도전하면서 ‘큰 회사보다는 좋은 회사, 사회에 기여하는 회사’를 경영모토로, 특히 정도경영으로 내실 있고 깨끗한 이미지를 갖고 있는 기업으로 성장하였다. 이러한 동원그룹의 성장에는 ‘성실한 기업 활동으로 사회정의 실현’이라는 창업이념을 실천하고, 40년 동안 동원을 성장·발전시키는데 있어서 핵심가치로서 동원만의 독특한 기업문화를 형성하는데 근간이 된 동원이즘(DONGWONISM)이 있다. 동원이즘은 모든 동원 구성인의 공유 가치로 삼고 동원 기업문화의 핵심으로 작용하였으며, ‘열성, 개척, 정도경영, 자기계발’ 이라는 4가지 정신으로 요약될 수 있다. 즉, 동원의 역사는 한마디로 ‘열성과 도전으로 개척해온 40년’이라고 할 수 있을 정도로 동원정신에 있어서 열성과 도전은 동원 기업문화의 중심이라고 할 수 있다. 또한 원칙과 기업윤리를 철저히 지키는 정도경영은 동원의 대명사라고 할 수 있을 정도로 근간을 이루고 있다. 동원 기업문화의 특징으로는 경제적인 측면에서 도전문화, 자율과 책임경영문화, 현장중심 문화, 윤리 문화를 들 수 있다. 인간적 측면에서는 인재육성문화, 독서문화, 한가족문화를, 사회적 측면에서는 육영문화, 모범기업문화를 들 수 있다. 김재철 회장은 늘 우리나라의 원양어업의 중요성을 강조하였는데, 단순히 자원의 활용이라는 측면을 넘어서 환경보전이라는 측면도 함께 강조하였다. 이러한 그의 노력은 대내적으로는 이처럼 해양경영을 통해서 동원그룹을 건실하게 성장시키는데 멈추지 않고 해양수산부의 신설을 위해 많은 기여를 하는 등 대외적으로도 공인으로서 많은 역할을 수행하였다. 도전문화, 독서문화, 육영문화, 모범기업문화 등의 동원의 독특한 기업문화는 동원그룹의 성장과 발전의 원동력이 되었음은 물론, 해양문화에 기초한 동원만의 독특한 기업문화의 형성과 전개과정은 국내 기업과 학계에 중요한 의미를 부여한다 할 것이다. The purpose of this study is to explore corporate culture of Dongwon Group which was fulfilled in the period of founder, chairman Jae-Chul Kim. Also, this paper is corporate culture of Dongwon Group based on his business philosophy, Dongwonism and his activities of social contribution responsibility (SCR) for social business achievements. Dongwon is incorporated in 1969 for cultivating seafood to improve national food living life with venture trust spirits by tuna ocean fishing. Dongwon Industry Company is initiated new fishing method, new fishing technology and became one of the biggest fleet fishing companies, achieved great amount of performance of firm by tuna ocean fishing to be one of the largest fishing companies in Korea. Specially, Dongwon Group is grown as clean company through Righteousness Management method to be Good Company and Corporate Social Responsibility. Dongwonism is core value concepts of Dongwon Group, which devoted for forming Dongwon`s unique culture to grow and develop the group for forty years since 1969. Dongwonism is a shared value of staff and employee of Dongwon Group and worked as corporate culture which is composed of four factors such as “Enthusiasm, Adventure, Righteousness Management and Personal Growth”. Dongwon Group formed new business philosophy “Management for customer`s satisfaction, Management respecting for people, Management creating new values” based on an entrepreneurship of chairman Jae-Chul Kim and Dongwonism and made detailed active plan and rules as following;(1) Do best in accordance with principles (2) Do best carefully even small items (3) Do best new items dare to work. New business philosophy and active plan and rules of Dongwon Group are reflected properly to business strategy in according to changing corporate business environment. and which resulted high performance of firms by applying challenging corporate culture and organization structure which reflected by self-control and Responsibility Management. Special distinctions of corporate culture of Dongwon Group are: In the economic aspects, challenging culture, self-regulation and Responsibility Management culture, Spot-space Management culture, and Ethics culture. In the human aspects, bringing up a competent person, Learning and Training culture and Full Family-minded culture. In the social aspects, there are Scholarship system culture, Exemplary enterprise culture. Specially, principles of economic and social aspects are main framework of corporate culture and environmental aspects are emphasized through external managerial actions of chairman Jae-Chul Kim. Chairman Jae-Chul Kim emphasized the importance of Tuna Ocean Fishing, not only in the aspect of substantiality fishery resources, but also environmental conservation. And his efforts internally have grown Dongwon Group with healthy conditions through blue ocean management and also, externally he contributed as possible role such as establishing the Ministry of Ocean Fishery and so on.

斗山그룹의 企業活動과 經營戰略

Kun Hee Lee(李建憙) 한국경영사학회 2002 經營史學 Vol.28 No.-

Doosan Group has been incorporated 106 years ago, according to the entrepreneur ship with reliability, creditability based on the human harmony of Doosanism. In the beginning of period, the founder, Seung-Jik Park(1896~1952) incorporated the company. Seung-Jiks Park’s Shop at Baogae(Chong-ro 5-ka, Seoul) as a starting point for formation of national capital in Korea, in spite of Japanese colonism in 1896. Then, the shop sold the food, cosmetics, linen and cotton cloth and grown with the spent with honesty and reliability and formed modern managerial seed. As a Second chamnan. Doo- Byung Park(1952~1973) newly created the Doosan Group according to the founders directives as a modern corporate. Chairman Doo-Byung Park’s entrepreneurship expanded the business size and concentrated on Beer Industry on cotton cloth, corn food, trade and developed the company tn transportation, trade, construction, package and communication media business. Third Chairman, Soo-Chang Chung(1974~1980) developed the corporate activities with safety and growth. Especially he expanded Electronics Industry through merger and acquisition, diversification and liquidation and he managed Group Steering Committee and transferred to productive stuff business. Fourth Chairman, Yong-Kun Park expanded foreign market to export the goods such as Beer, Construction Materials, Electronics, Glasses, Machinery and Equipment Division. Moreover He devoted the affliated Industry and new business Industry including the existing business Industry. Also he expanded size of Group industry horizontally and vertically. Especially he concentrated to promote for technical level of each division, and he devoted for enforce the international competition in the period of 1990 years of globalization and open-door policy. At the centennial Day of Doosan in 1996 after the Doosan Group incorporated in 1896, the Holding Company of Doosan reestablished the managerial creeds for customeroriented and clientele-minded business paradigm after Big Accident of Phenol-Penituration In Nakdong River in 1991. A new Total Management System for Environment Management developed and initiated Green Management by Doosan Group and merged the same business division restructured three dimension business unit such as the Living Business Technical Unit Industrial Material Business Unit and information Channel Business Unit. In 1995, Doosan Group executed by reengineering and restructuring and disposed the surplus assets through liquidation procedures and settle down the low income business. And Doosan Group transferred to high income business and acquisited the Korea Heavy Industry and renamed Doosan Heavy Industry for promotion. At last, the fifth chairman Yong-Ob Park(1996~2002, present) innovated managerial strategy for ① Five-steps Restructuring Plan, ② Cash Flow Management ③ Profit Measuring Plan ④ CEO Compensation System, New Start as new growth strategy. And Doosan Group started another centennial step for promotion and development.

SK그룹의 發展과 經營戰略

Kun Hee Lee(李建憙) 한국경영사학회 2001 經營史學 Vol.25 No.-

Since the SK Group opened the business as an small manufacturing firm, Sun-Kyung Textiles Co. in May 1953, SK Group has been expanded the corporation vertically under the goals of the firm, from the gas to the clothes. In 1970, the SK Group founded the Sun-Kyung Chemical Co. and Sun-Kyung Chemical Textiles Co. to step in for a cloth manufacturers. Sun-Kyung changed the name of the firm form Sun-Kyung Co. to Sun-Kyung Textile Co. and became a general merchant. Then, The SK focused on diversifying by founding the SKC, SK Chemical Co., SK Engineering & Construction Co. and taking the Sheration Walker Hill Co.. In 1980, SInce the SK made an base of vertical business line by taking an oil company, SK Corporation, the SK Co. has been completed lining the business vertically by founding SK Shipping Co., SK Gas Co., SK Oxichemical Co.. When the vertical busIness line, from the gas to the clothes was started to visualize, Chey, Jong-Hyon, the Chairman of the SK, considered about new model. After the Chairman Chey, Jong-Hyon deliberated about the new business model which not only to contribute the development of the country but also to avoid the unnecessary competition from the preexistence firms, The Chairman Chey chose the IT(information technology) industry as SK will manly focused on. As seen from now on, the Chairman Chey, Jong-Hyon was a General specialist who had knowledge for specialized in managing business, full of experiences, ability managing the business as a CEO, and ability to foresight for the future. Also, with his certain entire business ethics and confirmation goal, he was good enough to lead the SK group and his effort made the todays SK group. Under the goal to became an International Total Chemical Corporation, The SK tried to set up vertical business line according the business ethics : human centered business, rational business and acknowledging the reality business. Also, the SK group used SKMS, SUPEX, MPR/S/T and product innovations to efficiently worked out the business goal and ethics at the working places. Compared to the other corporation in Korea which usually diversified in unrelated business, the SK differed from the others corporation in setting up vertical business line and the vertical diversification help the firm to grow stability. From the diversification, the SK could earn synergy effect and could be able to maximize the total value of the firm. The Vertical business line made easy to observe the need of the market. Once the need acknowledged, the total group is possibly to accelerate for developing a new product faster than other corporation in the industry. With this pro side of the vertical diversification, the SK was able to chase the characteristics and situation of the market faster than other competitive firms did, and these accreted steps to meet the market need became a core strategy and it affected the SKs profitability significantly. Thus, for the SK, the Vertical diversification has been the core competition and it assist the SK grow stably using timely business strategy. With all of the fact we looked upon, it was the main successful resources that the ability to foresight the business, business minds and leadership of the Chairman Chey, Jong-Hyon. Also, getting strategically synergy effect with vertical diversification and practicing SKMs and SUPEX. the SK group achieved an stable situation in the industry as an mature corporation and could be born as an International Total Eenegy Chemical and Telecommunicational Corporation.

最適의 非營利機關 運營을 위한 財務管理模型의 比較硏究

李建憙(Kun-Hee Lee) 성곡언론문화재단 1993 성곡논총 Vol.24 No.-

아르누보 양식의 텍스타일 벽지 디자인 연구

이건희(Lee Kun-Hee) 한국주거환경학회 2011 주거환경(한국주거환경학회논문집) Vol.9 No.2

Art Nouveau means "new art." It is a movement that emerged in response to industrialization, the rise of technology and the loss of humanity. Art Nouveau is a kind of decorative art which is a departure from the historicism that dominated the design trends of the 19th century. Even now, it continues to influence various areas of design. In this study I provide textile wall paper designs which illustrate the four types of Art Nouveau. The first type is abstract, constructive and symbolic in style. The second is organic and floral in style. The third is a linear and two-dimensional style and the fourth is constructive and geometric. Classification was done based on the Art Nouveau pattern standard by S.T. Modsen. As a research approach, the theoretical considerations of Art Nouveau and design development were used. The result of this research shows that the Art Nouveau style contains decorative and splendid elements. Art Nouveau style proceeds vitality by expressing natural motives in a free and vital way, departing from traditional beauty of form. In terms of color used, Art Nouveau prefers to use oriental colors including pastel and gold tones, which were influenced by impressionism. Such patterns and colors are suitable for the expression of dynamic images. For that reason, the patterns and colors of Art Nouveau are considered especially appropriate for wall papers that can be used to provide a focal point for otherwise plain interior decoration. Throughout the entire research, Art Nouveau is determined to have the ability to make various types of images possible, such as modern and classical patterns through the combination of organic and geometric patterns.

재패니즈 룩(Japanese look)에 관한 연구 : 2000년 이후 컬렉션을 중심으로

이건희(Lee Kun-Hee) 한복문화학회 2009 韓服文化 Vol.12 No.2

A digital generation is a major consumer group for a trend of old fashion in 21th century. Their spending habit is different from those of 20th century. The purpose of this study is an analysis on the attribute of Japanese look in 2000s of fashion collections. The result of this study will be applied to fashion design for the sensitive digital generation. Here is the result of study below: First, a sharp increase in a demolition of humanism, destroy of the nature and rise of social problems, people missed a pure aspect of the past. They started to view the fashion of 1980s differently. By developing communication network like Internet, not only can people share the information but also grow the standardization rapidly all over the world. As an effort to deviate from the uniformity, people shifted their attention to the ethnic fashion. Given this situation, there were a great interest with Japanese look. Second, Japanese look which was based on the feature of traditional costume and ideology of Zen showed maximal ism fashion reflecting the character of ethnic clothes which was wearing bigger clothing to redeem the small body of Japanese. On the other hand, Japanese look was expressed via the moderated minimal ism which delivered the spirit of Japanese Buddhism. Third, after Japanese look emerged around 2000, it has succeeded maximal ism fashion through big patterns, overlapping the same shape, pleated clothes with kimikari, an exaggeration of the body using padding and layered clothes. Maximalism fashion generated the cotton-shape clothes which had space between the body and clothes. Moreover, when it oomes to minimalism fashion, Japanese look expressed it through mixing different factors after removing oolors and distinguishing necessary factors of clothes or minimizing the shape of traditional clothing. Minimalism fashion allowed the attire to have more activity. It had clothes designed for new type of items by way of distinguishing and compromising the needed points of attire.