지속가능기업을 향한 이중나선모형기반 진화경로 분석

김기찬(Ki Chan Kim),박지윤(Ji Yun Park),이성상(Sung-sang Lee),Edward Keith G. Capoy,Charles H. Fine 한국경영학회 2012 Korea Business Review Vol.16 No.2

대부분의 기업들이 성장과정에서 정체기를 가지며, 이것이 혁신의 시작이 되면 장수하지만 그렇지 못한 경우는 주저앉고 만다. 기업능력은 더 이상 개발되지 못하는데 유산비용은 점차 커지기 때문이다. 특유한 기업역량은 모방되고, 기존 경쟁이 진부화되면 기업은 쇠퇴한다. 이때 재혁신이 필요하다(Nunes and Breene,2011). 특히 큰 정체기에서 다시 회복하는 기업은 10%정도에 불과하다. ``스톨포인트(Nunes, Paul, and Tim, 2011, Olson, van Bever, and Verry, 2008)의 연구에 의하면 포춘 100대 기업 중 87% 기업이 스톨의 덫에 걸린다. 이 중 11%는 고성장을 다시 회복한 반면 75%는 재도약에 실패하고, 13% 기업만 지속적 성장을 한다고 보고한다. 한국기업들은 선진기업 추적전략을 통해 지금까지 진화해왔다(이근 외, 2008). 본 연구는 구 대우자동차 가 경영위기로부터 GM에 인수된 이후 경쟁력을 회복하는 과정을 동적능력과 조직능력의 관점에서 분석하고 있다. 첫 번째로, MIT의 파인교수(1998, 김기찬, 박성규, 송창석 역, 2002) 모델을 기초로 기업의 성장과정을 추적하고자 하였다. 특히 조직능력(organizational capability)과 동적전환능력(dynamic capability, Eisenhardt and Martin, 2000)의 진화단계별 특성을 살펴보고자 하였다. 그 특성에 따라 부품산업에 있어서 설계능력의 변화(송창석, 김기찬, 강명수, 2003), 기업복잡성 관리를 위해 모듈화(Baldwin and Clark, 1997, 2000, Camuffo, 2000, Fujimoto, 2002a, 2002b)가 도입되는 특성이 있었다. 두 번째로, 이러한 모델을 바탕으로 GM Korea의 진화과정을 추적, 분석하였다. 특히 GM과 대우자동차간 협력전략의 장점을 중심으로 살펴보고자 하였다(Astley and Fombrun, 1983, Lavie, 2006). GMKorea는 GM에 인수된 이래 국내와 해외자동차시장에서 괄목할만한 판매신장을 가져왔으며, GM의 글로벌경차 및 소형승용차 개발센터로 선정되어 핵심 R&D의 역할을 수행해 왔다. 2008년 글로벌 금융위기 이후 GM Korea는 침체기와 회복기를 거쳐 회사명의 변경과 더불어 한국시장에서 브랜드를 변경하였다. 또한 본연구에서는 글로벌 전략을 통해 GM Korea의 성공에 많은 영향을 주고 있는 모회사 GM의 진화과정을 함께 분석하고 있다. GM 진화과정의 한 부분으로 GM Korea의 역할과 진화과정을 Double Helix Model을 통하여 연계분석함으로써 글로벌자동차 메이커와 연계한 한국자동차기업의 지속성장(장수기업) 진화경로 연구에 대한 전략적 시사점을 얻고자 하였다. 다만 본 연구의 사례연구 대상기간인 2002년에서 2009년은 미국 본사의 GM과 한국의 대우자동차가 협력적 전략관계를 통해 부실기업인 대우자동차를 안정화시키기 위해 노력했던 시기이다. 그러나 2009년 이후에는 어려워진 본사 GM의 영향으로 단기적 수익추구전략이 예상된다. 회사명까지 GM Korea로 개정하였다. ``대우``라는 명칭을 지운 GM Korea는 향후 대우자동차의 입장보다는 본사의 단기수익을 강조하게 될것이다. 이 경우 협력적 관계를 전제로 한 지금까지의 사례내용과는 다르게 갈등적 경쟁관계가 예상된다. 또한 한국 내 부품업체들과의 상생적 협력관계기반이 흔들리고, 기업생태계와 관련된 여러 문제(김기찬,2009)가 제기될 것으로 예상된다. Even the most successful firms experience a life cycle effect of rapid growth that eventually gives way to some degree of stagnation. Many firms accept gracefully the natural slowing of their growth rates as they mature, while others try to kickstart a new innovation process as soon as they perceive a slowdown upon them. Many companies fail at such attempts due to inadequate organization capabilities, competition that is too intense, or an inability to overcome legacy practices and/or costs. Some are able to sustain growth rates with new innovation (Nunes and Breene, 2011) but the numbers are small. In particular, only less than 10% of firms can restore. In a study of Fortune 100 companies (Nunes, and Breene, 2011, Olson, van Beber, and Verry, 2008), 87% of the firms saw their growth stall during the period observed. Of these, 11% managed to get back on the high growth track, but 75% failed to break their fall. The remaining 13% managed to maintain a stable, sustainable path. Mostly firms in Korea have evolved so far by tracking and benchmarking the global leading companies (Lee, 2008). This paper analyzes the restoration process of the competitiveness of GM Korea, in terms of its organizational capabilities and dynamic capabilities - from the time it became a subsidiary of General Motors following its crisis as the former Daewoo Motors. This paper traces the growth of a firm applying the Double Helix Model of Fine (Fine, 1998, Kim, Park, and Song, Korean translation, 2002). In particular it examines the characteristics of the organizational capability and the dynamic capability(Eisenhardt and Martin, 2000) by evolution stage. It is notable that these characteristics have been reflected on the change in design capability of Korean parts suppliers (Song, Kim, and, Kang, 2003) and the introduction of modularity(Baldwin and Clark, 1997, 2000, Camuffo, 2000, Fujimoto, 2002a, 2002b) to control the complexity management. This paper, using Double Helix Model, traces and analyzes the evolutionary path of GM Korea. Also this paper looks into the growth track of the company from the standpoint of benefits through the cooperation (Astley and Fombrun, 1983, Lavie, 2006) between GM Korea and its parent company, GM. After the GM`s acquisition, the company reported remarkable sales performance both in the domestic and global market as GM`s home for mini and small vehicles development, followed by a steep downfall after the 2008 Global Financial Crisis. Post-crisis, the management team has rebuilt the company as GM Korea. To fully explore this process, this paper traces the evolutionary path of GM, the mother company, as it played a significant role of leading GM Korea to its recent successes. This paper`s conceptual structure borrows from Fine`s Double Helix Model (Fine, 1998). This study may be used in learning and capturing strategic lessons on the future study on the evolution path of the Korean automobile industry for the sustainability. The analysis of this paper focuses on the time period from 2002 through 2009 when both GM Korea and GM together were in the process of rebuilding GM Korea to stabilize the operation through the strategic collaboration between them. Nevertheless, GM Korea may pursue the short term performance after 2009 reflecting the policy of GM which has been restored by the support of US government, but still encountering difficulty in terms of competition. Renaming of GM Korea partly reflects the strategy of GM. GM Korea may take into consideration the position of GM in the future. If this supposition comes true, the relationship between the two companies may be less cooperative and become competitive. Also this kind of different situation may weaken the win-win relationship between GM Korea and its Korean parts suppliers as well as influence the business ecosystem(Kim, 2009). of the entire automobile industry in Korea.

古典法學에 대한 마르크스의 비판

Fine, Bob 東義大學校 法政大學 1991 공공정책연구 Vol.7 No.-

번역 : 고전법학(古典法學)에 대한 마르크스의 비판

( Bob Fine ),( Jong Yool Lee ) 동의대학교 지방자치연구소 1991 공공정책연구 Vol.7 No.-

아동 독서 경향 조사

이화여자대학교 Fine club 이화여자대학교 사범대학 교육학과 1961 교육 연구 Vol.- No.18

Privatization: Theory and Lessons form the UK and South Africa

Ben Fine 서울대학교 경제연구소 1997 Seoul journal of economics Vol.10 No.4

Privatization has involved the restructuring of capital across its many dimensions. Neo-liberalism might present itself as the withdrawal of the state in favour of the market, but it is more appropriate to view such developments in the current period of capitalism as incorporating state economic intervention rather than as its negation. In this paper I will draw two central conclusions from the experience of UK and South Africa, First, given the multiplicity of factors in any privatization, it is erroneous to seek a general theory or explanation. Each sector of the economy in terms of its finance, markets, international position, technological prospects, political context, etc. is very different from another. Second, by the same token, at a systemic level, the role played by privatization will be very different from one country to another depending upon the particular structure and dynamic of the economy irrespective of any tendencies towards "globalization".

From Sweetness to McDonald’s: How Do We Manufacture (the Meaning of) Foods?

Ben Fine 한국사회경제학회 2007 사회경제평론 Vol.- No.29-1

Taking Marx’s theory of commodity production as point of departure, this article examines the ways in which the values and the use values of consumption are constructed in and of themselves and in relation to one another. It does so by positing what is termed the system of provision (sop) approach. This traces consumption through to its origins in production along relations, structures and processes peculiar to specific commodities. The material practices involved have their counterpart in the specific cultural systems attached to commodities. Such cultural systems are deemed to be Contextual, Construed, Chaotic, Constructed, Contradictory and Conflictual. The arguments are illustrated by reference to McDonald’s.

Prospects for Marxist Political Economy

Ben Fine(벤파인) 경상대학교 사회과학연구원(마르크스주의 연구) 2010 마르크스주의 연구 Vol.7 No.1

This paper examines the prospects for Marxist political economy. It does so by confining itself to the western academic scene, emphasising that such prospects are brighter than for a long time in light of the dual retreat from the extremes of both neo-liberalism and postmodernism. This reflects a renewal of interest over the past twenty years in the material and systemic realities of contemporary capitalism, an interest that will be reinforced by the global crisis. On the other hand, an intolerant mainstream economics, itself seeking to expand across the social sciences in the form of economics imperialism, is a threat. Nonetheless, there are good reasons to be optimistic, especially for the role of Marxist political economy across the social sciences and in interdisciplinary endeavour, with the social sciences being more open in their future directions and content, and in which it is crucial to intervene and make a difference.

From Sweetness to McDonald’s - How Do We Manufacture (the Meaning of) Foods?

Ben Fine 한국사회경제학회 2007 사회경제평론 Vol.- No.29 (2)

  Taking Marx’s theory of commodity production as point of departure, this article examines the ways in which the values and the use values of consumption are constructed in and of themselves and in relation to one another. It does so by positing what is termed the system of provision (sop) approach. This traces consumption through to its origins in production along relations, structures and processes peculiar to specific commodities. The material practices involved have their counterpart in the specific cultural systems attached to commodities. Such cultural systems are deemed to be Contextual, Construed, Chaotic, Constructed, Contradictory and Conflictual. The arguments are illustrated by reference to McDonald’s.

한손이 HANSONI : 한손으로 모든 기능 조절가능한 샤워기

3P_Fine Apple 한국창업학회 2013 한국창업학회 Conferences Vol.2013 No.1

Guideline of Chronic Urticaria Beyond

Lauren M. Fine,Jonathan A. Bernstein 대한천식알레르기학회 2016 Allergy, Asthma & Immunology Research Vol.8 No.5

Urticaria is a relatively common condition that if chronic can persist for weeks, months or years and affect quality of life significantly. The etiology is often difficult to determine, especially as it becomes chronic. Many cases of chronic urticaria are thought to be autoimmune, although there is no consensus that testing for autoimmunity alters the diagnostic or management strategies or outcomes. Many times, urticaria is easily managed with antihistamines and/or short courses of oral corticosteroids, but too often control is insufficient and additional therapies must be added. For years, immune modulating medications, such as cyclosporine and Mycophenolate Mofetil, have been used in cases refractory to antihistamines and oral corticosteroids, although the evidence supporting their efficacy and safety has been limited. Omalizumab was recently approved for the treatment of chronic urticaria unresponsive to H1-antagonists. This IgG anti-IgE monoclonal antibody has been well demonstrated to safely and effectively control chronic urticaria at least partially in approximately 2/3 of cases. However, the mechanism of action and duration of treatment for omalizumab is still unclear. It is hoped that as the pathobiology of chronic urticaria becomes better defined, future therapies that target specific mechanistic pathways will be developed that continue to improve the management of these often challenging patients.