Changing corporate culture over time in South Korea

Corporate culture change is an interesting topic, not least since cultures are often seen as deeply ingrained and slow moving. Here we look at the example of the large, diversified conglomerates in South Korea – the chaebol. This is partly because of their strong corporate cultures, importance in the country's economic development and growth and growing public and political backlash against what are seen as overly powerful institutions. We find that over the decade from one crisis, the 1997 Asian financial crisis, to the next, the 2008 global financial crisis, there has indeed been change between and within chaebol corporate cultures. However, this is not as straightforward as it seems and the situation in and after 2011 has become even more complex, mainly due to changes in the global environment.     

Examining political connections to study institutional change: Evidence from two unexpected election outcomes in South Korea

We argue that the analysis of multiple political connections in an event study framework can improve the study of institutional change. Based on a unique data set of multiple political relationships of 4,936 South Korean board of director members, we show that the large business conglomerates, the chaebol, did not benefit from the unexpected conservative election victories in the 2012 South Korean parliamentary and presidential elections. Personal connections to the presidential candidates and to the opposition party were relevant for the stock returns of small firms. Our findings suggest that Korea's political economy has evolved into a hybrid regime in which the political power of large multinational corporations is limited, but political connections still matter for smaller firms. The corruption scandal that led to the impeachment of President Park in 2017 and the long‐term development of market capitalisation appear to be congruent with the results of our study.     

组织文化、组织结构与绩效：中国企业的实证研究

研究中国企业的组织文化、组织结构和绩效之间存在的可能的关系。基于对国内294家企业实证数据的基础上,发现和睦交往型组织文化一定程度上对企业绩效具有负效应；团结一致型组织文化对于企业绩效具有正效应；而组织结构的柔性程度对于企业绩效具有促进作用。     

CSR and the national institutional context: The case of South Korea

The different institutional contexts in which businesses practice corporate social responsibility (CSR) lead researchers to challenge the validity of the extant standardized global approach. This study follows recent studies in employing institutional theory to explore the specific pressures and factors that lead CSR practices to differ between countries, and how they lead to those differences. The study is a detailed qualitative analysis of CSR practice in South Korea, a country with very different value and governance systems from the US and UK where contemporary CSR evolved. Contrary to simplistic expectations, Korea shows a concern for short-termism more than for sustainability; and a normative more than a strategic orientation in its CSR, where CSR lies at a crossroads between implicit and explicit CSR behavior. The practices reflect many Korean institutional factors, but not in simple and direct ways. Institutional factors interact in intricate ways to create complex and dynamic pressures for CSR practice. CSR research needs to consider these interactions and dynamic processes with care and institutional theory can help provide a sufficiently intricate research framework.     

Implementation of interorganizational cost management and its infrastructure: the case of a Korean ‘Chaebol’ firm

In this paper, purchasing innovation in the case of a distribution company is analysed from an interorganizational cost management (IOCM) perspective. In this company, purchasing costs play an important strategic role. This study suggests that a new practice of IOCM is necessary that is suitable for Korea's economic circumstances, including the family-controlled conglomerates (Chaebols) that dominate the entire economic system. The strong need to reduce purchasing costs within Chaebols and the Korean government policy that promotes joint growth of large and small firms are crucial factors in the successful implementation of IOCM practices. We also discuss the infrastructure that enables effective IOCM in the long term, thereby adding new findings to academic research in the area, and practical implications of this benchmark case for other companies planning purchasing innovations.     

Organizational culture evolution in temporary organizations: The case of the 2010 Olympic Winter Games

We examine organizational culture evolution within a temporary organization, specifically the 2010 Olympic Winter Games organizing committee, by exploring aspects of the work environment. Analysis of organizational artifacts, ethnographic field‐notes, and member‐checking demonstrated that liminal spaces facilitated socialization and cultural crystallization, which in turn assisted members' performance. Organizational structure, socialization, and cultural evolution were parallel processes that impacted each other. The concept of time (i.e., velocity) had a direct influence on subculture crystallization. The paper further integrates stakeholder/client interactions and draws on the role of leadership and cultural infusion mechanisms to demonstrate how culture evolves in temporary organizations. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.     

Change and continuity in management systems and corporate performance: Human resource management,corporate culture,risk management and corporate strategy in South Korea

Embedded traditional management systems can change under the influence of several forces. The 1997 Asian financial crisis was such an event. This paper empirically investigates changes in the human resource management, corporate culture, risk management and competitive strategy parts of management systems in the General Trading Companies of South Korea in terms of internal perceptions of impact on corporate performance. It finds both change and continuity, particularly in corporate culture. This indicates that cultural change in organisations is not an easy task, not least because it is associated with changes in the values, attitudes, expectations, beliefs and behaviour of people. It also shows the importance of disaggregating trends as there can be simultaneously change and continuity.     

企业文化与企业绩效的关系研究——一致性和均衡性的观点

Building on the Competing Values Framework (CVF), we investigated the relationship between organizational culture and performance. The perspective of consistency and that of balance were applied to examine the relationship. We tested our hypotheses on a sample of 270 companies in China, which resulted in two major findings. First, the consistency between organizational culture and external environment was found positively associated with organizational performance. Consistency was operationalized as a match between an organization’s current culture and its preferred future culture. Second, balance of organizational culture was found positively correlate with organizational performance. A balanced culture was defined as one in which values of each of the CVF culture types are equally held. Translated and revised from Kexuexue yu kexue jishu guanli 科学学与科学技术맜理(Science of Science and Management of S. & T.), 2007, 28(8): 140–148     

中朝韩经贸关系纵深发展的战略进路

随着东北亚地区经济联系的日益紧密,域内国家间的相互依存度明显提高.东北亚经济合作划时代的契机是域内国家签订自由贸易协定,从而平行地促进产业分工.中朝韩三国经贸合作规模的提升和发展速度的提高,可以推动一度因日本态度消极而搁浅的中日韩自由贸易区建设,并将成为东北亚经济合作发展的催化剂.中朝经贸发展的能动力在于中国建设性的参与朝鲜的经济革新发展,而中韩经贸发展的增长点则在于加速建立自由贸易区.     

Perceptions of Country Corruption: Antecedents and Outcomes

Globalization has increased the need for managers (and future managers) to predict the potential for country corruption. This study examines the relationship between Hofstede's cultural dimensions and how country corruption is perceived. Power distance, individualism and masculinity were found to explain a significant portion of the variance in perceived corruption. A significant portion of country's risk, trade flow with U.S.A., foreign investment, and per capita income was explained by perceived corruption.     

The Positive Ethical Organization: Enacting a Living Code of Ethics and Ethical Organizational Identity

A vision of a living code of ethics is proposed to counter the emphasis on negative phenomena in the study of organizational ethics. The living code results from the harmonious interaction of authentic leadership, five key organizational processes (attraction–selection–attrition, socialization, reward systems, decision-making and organizational learning), and an ethical organizational culture (characterized by heightened levels of ethical awareness and a positive climate regarding ethics). The living code is the cognitive, affective, and behavioral manifestation of an ethical organizational identity. We draw on business ethics literature, positive organizational scholarship, and management literature to outline the elements of positive ethical organizations as those exemplary organizations consistently practicing the highest levels of organizational ethics. In a positive ethical organization, the right thing to do is the only thing to do. Amy Klemm Verbos is a Ph.D. candidate at the Sheldon B. Lubar School of Business, University of Wisconsin-Milwaukee, where she received a Chancellor’s Fellowship, Graduate Fellowship, Dissertation Fellowship, and C. Edward Weber Research Award. She co-authored ‚Positive Relationships in Action: Relational Mentoring and Mentoring Schemas in the Workplace’ in the forthcoming edited book, Positive Relationships at Work. Her work on positive organizing also has been presented at the Academy of Management Conference. Joseph A. Gerard is a Ph.D. student at the Sheldon B. Lubar School of Business at the University of Wisconsin-Milwaukee. He is a lecturer at the University of Wisconsin-Whitewater teaching organizational behavior, strategy, and accounting. He is a founding member of Ascent Organization Development LLC, which provides management consulting services to for-profit organizations in the areas of effectiveness and performance enhancement. Paul R. Forshey is a Ph.D. student in Organizations and Strategic Management at the Sheldon B. Lubar School of Business, University of Wisconsin-Milwaukee. His research interests include startup firms and firms in transition. Charles S. Harding is a Ph.D. student in Organizations and Strategic Management at the Sheldon B. Lubar School of Business at the University of Wisconsin-Milwaukee. Awarded a Chancellor’s Fellowship, his research interests include strategic decision-making and the role of value creation in strategy. Janice S. Miller is an Associate Professor at the Sheldon B. Lubar School of Business at the University of Wisconsin-Milwaukee where she has received the Business Advisory Council Award for Teaching Excellence. Her published work has appeared in Academy of Management Journal, Journal of Organizational Behavior, and Journal of Business Ethics among others. She received her Ph.D. in Human Resources Management from Arizona State University.     

基于领导—成员交换视角的组织公平与组织认同关系研究

目前,组织认同已经被越来越多的学者和企业家所关注.然而,对于其形成机制的研究还有待进一步的扩展.文章选取组织公平这一角度来研究组织认同形成的机理.检验了在中国情境下组织支持感在组织公平与组织认同关系中的中介作用,尤其重点探讨了公平感与组织认同关系链中领导-成员交换的调节效应和直接效应.文章以北京市6家企业的294名员工作为样本收集数据,进行统计检验.研究结果发现:组织公平促进员工组织支持感的形成,进而培育起员工的组织认同;领导-成员交换质量高时,组织公平更容易形成组织认同;领导-成员交换质量的改善会直接促进组织认同的形成.最后,讨论了文章研究的理论意义和对当前管理实践的启示和建议.     

交叉与嬗变：韩国广电行业发展趋向解析

本文从韩国广电产业的总体构架、韩国手机电视的开发和应用、韩国广电立法等几大板块介绍了韩国广电行业的发展趋向。为我们了解国外同行的最新研究打开了一扇窗。     

雇佣保障对组织公民行为的影响——员工对企业信任的中介作用

文章通过针对我国生产制造型企业员工的问卷调查采集相关数据,利用相关分析和层级回归分析,研究雇佣保障对员工组织公民行为的影响机制,尤其是研究员工对企业的信任在其中的中介作用。实证结果表明,雇佣保障与员工的组织公民行为显著正相关,员工对企业的信任在雇佣保障影响员工组织公民行为的过程中起完全中介作用。     

Organizational Culture,Innovativeness, Market Orientation and Firm Performance in South Africa: An Interdisciplinary Perspective

ABSTRACT

For a sample of South African firms, this paper analyzes the relationships of firm performance and a set of organizational measures which includes organizational culture and climate, market orientation and innovativeness. These organizational measures are drawn from three different disciplines–organizational behavior, strategy and economics. The replicative study is framed in an extended model of competing organizational values which have been used in 13 countries including three transition economies (Vietnam, China and Russia). The work has also been done under a variety of conditions–for example, the US in a period of study growth, Thailand during the Asian Crisis and Hong Kong after the handover to China. Comparisons are made between South African results and those of firms from a group of five industrial countries. Market Orientation is the most important explainer of performance of the South African firms, and Innovativeness is also important. Specific elements of Organizational Culture are apparently less important in South Africa than elsewhere.     

中韩产业内贸易的实证分析——以工业制成品贸易为例

近年来,中韩贸易规模迅速增长,产业内贸易也得到迅速发展,本文首先考察了1992年以来中韩两国工业制成品产业内贸易的发展,然后通过实证研究检验了1986-2005年两国工业制成品产业内贸易的影响因素。结论显示,韩国对华直接投资是推动中韩产业内贸易的关键因素,中韩间的地缘优势及不断发展的区域经济合作也促进了两国产业内贸易的发展。最后,本文提出了相应的政策建议。     

韩国应对劳工短缺的政策选择及其对中国的借鉴

劳工短缺现象已成为东亚许多国家的普遍问题。这个问题并不是经济自发调节便可消除的暂时现象,如长期持续下去,将对各国的产品出口以及经济发展构成严重的制约。韩国自20世纪80年代末起便开始了对劳工短缺问题的调查研究,积累了大量的文献与实践经验。在描述韩国劳工短缺现状的基础上,探讨其成因并介绍韩国政府对此问题所采取的措施及实施效果。提出了对解决我国劳工短缺问题的可借鉴之处。     

中国文化与组织行为：本土管理研究的路径探讨

本土管理理论的开发离不开对中国独特文化的理解。但中国文化对组织行为的作用机制究竟如何,是一个亟待回答的问题。为此通过对国内外现有研究成果的系统梳理,文章首先界定了本土文化的相关概念,然后基于文化构成,从基本假设、价值观和子文化三个方面探讨了具体文化要素对组织行为的影响作用,最后从中国文化情境的双重属性出发,揭示了文化影响组织行为的制度环境效应和个体偏好效应,构建了中国文化与组织行为的关系路径,并对未来研究进行了展望。