The Dreaming-Sharing-Excitement Model of K-Management and K-Entrepreneurship = The Global Rise of Hyundai Motors

국문 초록 (Abstract)

1960년대 세계에서 가장 가난한 국가의 하나였던 한국이 가장 빠르게 경제적으로 성장한 국가로 세계의 주목을 받고 있다. 지난 60년간 경제성장의 주역이었던 한국 기업들의 경영성과를 어떻게 설명할 것인가? 이것이 본 연구의 배경이다. 한국 기업들은 흔히 스피드경영, 신바람경영, 파괴적 혁신, 창조경영 등을 K-경영의 특징으로 한다. 그러나 이들은 조직구성원들의 행동의 표면적 양상일 뿐이다. 그러면 이러한 양상을 만들어내는 원인변수와 메커니즘들은 무엇일까? 본 연구는 사회심리학적 접근을 통해 한국조직원의 행동을 끌어내는 ‘꿈’과 ‘흥’을 중심으로 K-경영모델을 설계, 제시하고, 이 모델에 근거하여 현대자동차의 글로벌 성장 과정 사례를 분석해 보고자 한다. K-경영모델은 위기 속에서 꿈을 가지고 미래를 향해 지속적으로 도전해가는 정신인 K-Entrepreneurship을 바탕으로 하고 있다. 본 연구의 사례 대상 기업인 현대자동차는 1998년 IMF금융위기이후 경영위기의 상황 속에서 1999년 미국에서의 10-10선언(10만마일 10년 보증 프로그램)을 통해 조직의 역량을 결집한 결과, 2004년 넘어설 수 없는 경쟁자처럼 보였던 도요타의 품질을 극복하고 GT5(Global Top 5)의 목표를 향해 도전하는 과정을 보여주고 있다. 2004년 저가차량만으로 인식되었던 현대자동차의 소나타가 경쟁차종인 캠리, 어코드를 밀어내고 JD 파워의 세그먼트 품질(IQS) 1위를 차지했을 당시 Automotive News(April 28, 2004)는 사람이 개를 물다(Man bites dog)라는 표현으로 현대차의 빠른 품질개선에 대한 놀라움을 표했다. 이후에도 디자인혁명, 전장화 등을 통해 현대자동차는 현재의 상태에 안주하려는 현재의 저주현상을 극복하고 창조성, 시장성, 생산성의 3대 지속성장 요인을 높여가고 있다. 본 연구는 ‘꿈-흥’(DSE)모델을 바탕으로 현대자동차의 창조성, 시장성, 생산성의 변화과정을 종단적으로 보여주면서 기업진화의 과정을 설명하고 있다.
이러한 접근은 1980년대 일본기업의 경쟁우위를 공동체주의를 중심으로 분석하는 윌리엄 오우치(William Ouchi)의 Z이론(Theory Z)이나, 카이젠 중심의 도요타 방식 등 일본식경영(Japanese Management) 연구와 비교될 수 있다.

다국어 초록 (Multilingual Abstract)

Korea, which was one of the poorest countries in the 1960s, experienced immense growth in a relatively short period of time and has thus been benchmarked by various countries. How can we explain the great performance of enterprises in Korea during its last 60 years of economic development and growth? This article answers this question through the development of a behavioral model to explain Korean management (K-Management) and firm performance. Korean firms used speed management, excitement management, destructive innovation, and creativity management, all of which form key components of K-Management.
While many variables help explain firm performance, this article shows that philosophy drives and impacts structure and behavior, and thereby, performance. We propose the K-Management model, socio-psychological or behavioral approach, through the Dreaming-Sharing-Excitement (D-S-E model) that guides, motivates, and harmonizes behaviors of employees, partners, and customers. This KManagement model is based on K-Entrepreneurship, which focuses on accepting challenges toward the future through dreaming.
We examine and analyze the growth pattern and strategy of the Hyundai Motor Company from 2000 to 2013 through an application of the D-S-E model. Since Hyundai introduced the 100,000 miles 10-year warranty program in the U.S. auto market in 1999, they were able to become part of the GT5 (Global Top 5) in terms of automobile quality, competing with the likes of Toyota and other more established firms. In 2004, Hyundai Sonata, once recognized as a low-priced, poor-quality car, defeated Toyota Camry and Honda Accord, and ranked first in the intermediate car segment (Initial Quality Survey IQS of JD Power). Hyundai overcame the curse of incumbency and initial failure through the strength of its vision, which in turn fostered innovations in design, enhanced creativity, and increased productivity, all of which produced sustainable growth.

목차 (Table of Contents)

• Ⅰ. Introduction
• Ⅱ. Theoretical Background
• Ⅲ. The D-S-E Approach
• Ⅳ. Healthiness of Hyundai’s Business Ecosystem
• Ⅴ. Conclusions and Strategic Implications
• Reference
• 요약

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