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- 저자 : 최순규 ( Soon Kyoo Choe ) (검색결과 25 건)
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한국 다국적기업의 모회사 노하우 해외이전에 대한 탐색적 연구 -조직적 결정요인들을 중심으로-
최순규 ( Soon Kyoo Choe ) 한국국제경영학회 2003 國際經營硏究 Vol.14 No.1
With the sample of Korean manufacturing firsm, we examine what firm-specific factors may determine the probability that their technical and managerial know-how will successfully be transferred to their overseas operations. Our results indicate that successful transfer is facilitated by several organizational factors. Such as efficient communication and high trust between the HQ and subsidiary. Subsidiary autonomy, the HQ`s establishment of the advanced systems for supervising overseas business activities and training international experts. These findings suggest that a firm`s ability to transfer its knowhow across the borders is determined by multiple organizational factors.
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최순규(Soon Kyoo Choe),이철(Chol Lee),정태영(Tae Young Chung) 한국경영학회 2003 Korea Business Review Vol.6 No.2
대상(주)은 최초의 해외생산법인인 PT Miwon을 1973년에 인도네시아에 설립하였다. 철저한 경제성 분석과 세심한 준비에도 불구하고 투자 초기부터 이 자회사는 부진을 면치 못하였다. 그 주요한 원인은 해외사업에 대한 경험부족과 현지 선발기업들의 극심한 방해공작 때문이었다. 하지만 1980년대에 들어와 현지시장에 대한 경험이 축적되면서 현지법인은 점차적으로 성과를 향상시킬 수 있었다. 그리고 1989년에 공장의 대규모 증설이 이루어지면서 중요한 발전의 전환점을 맞이 하게 되었다. 규모의 경제 실현으로 생산비가 크게 절감되었으며, 본사의 적극적인 기술지원으로 제품 품질이 크게 향상되었다. 그러한 생산능력이 현지화 된 마케팅 능력과 결합되면서, PT Miwon은 인도네시아 시장에서 1990년대에 시장점유율을 크게 향상시킬 수 있었다. 앞으로 본사의 해외사업 추진에 있어서 인도네시아 법인은 중요한 파트너로서 역할을 수행할 것이다. Daesang`s first foreign manufacturing subsidiary was set up in Indonesia in 1973. The subsidiary, PT Miwon Indonesia, had a lot of trouble in early years. In particular, it could not effectively deal with the local competitors which often used dirty tactics and lobbied the government to protect their markets. In the 1980s, however, PT Miwon could gradually improve its financial performance as it gained experience in the local market. It had a turning point in 1989 when a massive increase in production capacity was completed. From then, the subsidiary significantly enhanced price competitiveness by archiving economies of scale in production. Also, its product quality was rapidly improved with the technical assistance from the parent. These renewed manufacturing capabilities were well combined with its localized marketing programs. As a result, it could successfully penetrate into the Indonesian market in 1990s. With this success, the subsidiary is now equipped with the organizational capabilities with which it can play a significant role in its parent`s global strategy.
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최순규(Soon Kyoo Choe) 한국경영학회 2003 經營學硏究 Vol.31 No.7
In the recent Asian economic crisis, Chaebol groups` decision on which member firms to place under their restructuring programs was determined by group-specific and relationship-related factors rather than by member firm-specific factors. In addition, the severer financial difficulty the group experienced during the crisis, the more likely the group conducted restructuring to refocus on its core businesses. Such a tendency, however, was not found in the restructuring of debt-ridden members. These observations suggest that (i) most Chaebols implemented their restructuring programs from the group`s standpoint, without taking into much consideration individual firms` own conditions, and (ii) due to strong organizational inertia which had came with a long history of diversified growth, the Chaebols could not embark on fundamental organizational change-such as the curtailing of over-extend business lines, unless they faced a serious management crisis. Lastly, the probability that group-wide financial difficulties would trigger fundamental organizational change was lower for older groups than for younger groups.
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본-자회사 간 혁신노하우의 국제적 이전을 결정하는 요인에 관한 연구
최순규(Soon Kyoo Choe),홍덕표(Doug Pyo Hong) 한국경영학회 2006 經營學硏究 Vol.35 No.2
In this study, we investigate the factors that may influence the parent-subsidiary transfer of innovation know-how within a multinational company. We define innovation know-how as a set of organizational skills that helps the firm to create and adopt an innovation within its organization. We focus on this type of organizational skills, since the transfer of such skills is critical for developing a competent subsidiary that can resolve problems on its own. In the long run, therefore, a MNC can enhance its competitiveness in the global market, by transferring its innovation know-how to foreign subsidiaries. We empirically investigate the international transfer of the skills in the context of a single business group headquartered in Korea. As one of the most largest and internationalized business groups in Korea, it has implemented many business innovation projects as a way to diffuse its problem solving know-how within its international network of organization. These projects were specifically aimed to enhance the capability of the foreign subsidiaries to generate innovative solutions and practices for the problems in various areas, such as technology, production, marketing, and organization. For the reason, they serve as the key mechanisms through which the headquarters’innovation know-how is transmitted to foreign subsidiaries. More specifically, our sample consists of 78 business innovation projects carried out by foreign subsidiaries of the group during the 2000-2003 period. The data was collected through a mail-survey. The respondents were the managers who were in charge of the innovation projects in foreign subsidiaries. Our analysis reveals that tacitness is an important barrier to the international transfer of innovation know-how, but the absorptive capacity of the subsidiary is a facilitating factor. We also find that innovation know-how is more efficiently transmitted, when project team managers maintain formal communication channels with parent managers as the complementary transfer channels. Intriguing, however, informal networks between parent and subsidiary managers do not serve as such complementary channels. In addition, other important contributing factors include the high potential value of innovation know-how perceived by the project team managers and the support and assistance both from the subsidiary’s top management and from the headquarters’specialist group. These findings suggest that the sharing of innovation know-how poses a difficult challenge to a multinational firm due to its tacit nature, but the firm may effectively deal with the challenge by setting up appropriate formal transfer mechanisms and providing support for international innovation activities.
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박영렬(Young Ryeol Park),최순규(Soon Kyoo Choe),이재은(Jae Eun Lee) 한국경영학회 2009 經營學硏究 Vol.38 No.4
With the sample of 291 foreign affiliates operating in Korea, we examined the relationship between CEO nationality and subsidiary performance. A CEO with home-country nationality can communicate better with the HQ managers, and well understand the parent company’s strategy and management style. However, he/she is not familiar with the local culture and business practices of the host country, and does not have strong emotional attachment to the local subsidiary. On the other hand, a CEO with host-country nationality can customize the company’s products and services better to accommodate local customers’ needs and demands, and can manage labor forces more effectively in accordance with local labor practices and work ethics. However, he/she may have difficulty communicating with the parent company, due to his/her unfamiliarity with its strategy and management style and lack of social knowledge shared with HQ managers. In general, however, we expect foreign managers to suffer substantially from the liability of foreignness in Korea, because the local government frequently intervenes in the economy and the Korean market is controlled by strong and large domestic companies and business groups. Furthermore, the IMD’s World Competitiveness Yearbook suggests that the legal system in Korean significantly discriminates foreign companies. Thus, we first proposed a hypothesis that the appointment of a subsidiary CEO with home-country nationality would have a negative effect on its performance (H1). Then, we introduced three additional hypotheses on the moderating effects of three situational factors on the relationship between CEO nationality and subsidiary performance; the impact of CEO nationality on subsidiary performance would be weaker, when the subsidiary has gained more experience with the host country (H2), when the cultural distance between the home and host countries is smaller (H3), and when the subsidiary is larger in size (H4). We tested H1 by using the multivariate regression technique. The dependent variable was the subsidiary’s ROA, and the independent variable was the nationality of the subsidiary CEO. Then, for H2, H3, and H4, we conducted the moderating regression analysis on the interaction effects between CEO nationality and situational factors (subsidiary experience, cultural distance, and subsidiary size) on subsidiary performance. The results suggest that the appointment of a CEO subsidiary with home-country nationality is negatively associated with subsidiary performance. This tendency is more salient when the subsidiary has operated in Korea for a short period of time, and the cultural distance between the home and the host countries is large. Therefore, our analysis provides supporting evidence for H1, H2, and H3. However the H4, which examines the interaction effect between CEO nationality and subsidiary size, is not supported. These findings suggest that foreign CEOs experience considerable difficulties in managing their businesses in Korea, and such difficulties are more acute, when their companies lack sufficient experience in the local business environment, and face significant cultural differences in Korea. We also find that the length of a subsidiary’s operation has a significant positive effect on subsidiary performance, whereas the tenure of a subsidiary CEO has no similar effect. The implication is that the experience at the subsidiary level is far more important than the experience at the manager level in overcoming the liability of foreignness in the host country. In sum, our analysis finds evidence that many foreign managers in Korea suffer from liabilities of foreignness due to the lack of local experience (at the subsidiary level) and cultural differences. Thus, MNCs would need to provide enough training and education when they appoint a home-country national as CEO of their subsidiary in Korea. Also, the Korean government would need to improve transparency in the national economic system, to help
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