사례연구 : 가업승계와 가족기업의 경쟁력: 에스엘 사례

이장우 ( Jang Woo Lee ),마윤주 ( Yoon Joo Ma ),정수철 ( Su Chul Jung ) 한국중소기업학회 2010 中小企業硏究 Vol.32 No.4

본 연구의 목적은 가족기업의 핵심역량 축적과정을 살펴보고 성공적인 가업승계의 중요성을 논의하는 것이다. 이를 위해 가족기업의 경쟁우위를 설명한 Miller and Le Breton-Miller (2005)의 4C(Continuity, Community, Connection, Command)모델을 기반으로 3대에 걸친 성공적인 가업승계를 기반으로 한 에스엘의 핵심역량 축적과정을 조사했다. 국내 자동차부품회사인 에스엘의 성장과정에 관한 2차 자료를 분석하고, 대표이사와의 심층인터뷰를 통해 그 연관성을 구체적으로 살펴보았다. 분석결과 창업자 가족이 공유한 가치관과 비전, 노하우, 경험 등은 장기적인 지향성을 가지고 지속적으로 핵심역량을 개발하는데 큰 역할을 하였다. 또한 신뢰의 가치관이라는 사회적 자본을 효과적으로 전달받은, 다음 세대의 후계자는 가족 가치관을 토대로 대외 네트워크를 더욱 견고히 하고 지속적으로 발전시켰다. 에스엘은 성공적인 가업승계로 소유와 지배구조를 집중화 할 수 있었고, 이에 따라 외부 이해관계자들의 압력 없이, 가족 내부 조화를 통해 독립적이고 과감한 의사결정이 가능하였다. 이는 가족기업의 경우 고유한 공동체적 문화와 신뢰에 기반 한 외부 네트워크 형성을 통해 경쟁력 구축에 힘쓸 필요가 있으며, 일반기업의 경우에도 공동체 적 조직문화와 중장기적 관점의 외부 협력관계가 기업의 영속성 유지에 중요하다는 시사점을 제공한다. 또한 가엽승계가 기업경쟁력의 유지와 세대 간 이전에 중요한 기능을 함에 따라 이에 대한 적절한 정책적 배려가 필요하다. The purpose of this study is to examine the process of accumulating com-petences and competitiveness by family companies, and discuss the importance of successful succession of a family business. The core competence accumulation process and competitiveness sources of SL, which is based on successful succession of the family business for three generations, was examined based on the 4C (Continuity, Community, Connection, Command) model of Miller and Le Breton-Miller (2005), which explains the competitive superiority of family companies. Secondary data on the growth process of SL, a domestic auto-mobile parts company, was analyzed and their strategic implications were examined in detail through an in-depth interview with the CEO. The 4C factors, which are antecedent variables of a successful family business, played an important role on the growth process of SL. The continuity factor existed through continuous research and development that focuses on and invests in improving technology quality such as mold pro-duction, lamp production, sash production, and design automation. 2 to 3 percent of the sales amount each year was spent on research and development, regardless of the condition of the economy. As a result, the intellectual property of the company reached 1,108 items (583 applications, 440 registered properties, 47 in review, 38 trademarks) by 2006. From a long-term perspective, the company is improving their technical power to an international standard through technical investments. The continuity of investments in research and development is apparent through three generations, and it can be said that this reflects the characteristics of family business management that shares a goal, and confirms and develops the core capacities of the company. The factor of community started with the "people first" business, management philosophy of the late presi-dent, Hae-joon Lee. Then, it expanded to "human respect" during the president Choong-kon Lee`s generation, and to "ethical management" for the CEO Sung-yup Lee`s generation. The sense of community was revealed to be in the form of a community corporate culture based on a good welfare system for employees and com-munity awareness. Diverse benefits including a housing support system, housing fund support system, child-ren`s education fee support system, scholarship system, and company clubs support system were used to make people feel like "the company and I are one" and work with a sense of ownership. The fact that there has not been one conflict between labor and management since 1968, when the labor union was first established, is especially a noteworthy point. The business management based on "people first" stresses the responsibility and roles of employees and reflects the belief that a workplace should not simply be a place to make a living, but a part of life where you can cultivate character and fulfill your role as a member of society. The connection factor appears as continuous partnerships and networks with domestic and international parts suppliers and technologically advanced companies. The late honorary chairman Hae-joon Lee maintained partnerships and networks with Hyundai Motor Company and Daewoo Motors. Then, chairman Choong-kon Lee expanded the network to include KIA and Ssangyong Motors and maintained long-term relationships with domestic automobile makers. In addition, the company is maintaining cooperative relations with the Japanese company Stanley and German company Hella, and has started dealing with the U.S. company GM, too. CEO Sung-yup Lee`s generation improved the company`s relationship with GM and made the achievement of re-ceiving the QSTP Award (an award GM gives to selected skilled companies out of all the parts companies in the world) from GM for 14 consecutive years (1997-2010), solidifying its position as a skilled partner of GM. SL is also advancing into China through collaborations with the local branch to extract new cooperative relations. The value of "trust" is the motivation that helped SL maintain and strengthen relationships and networks. This value started with the founder of the company and was handed down to chairman Choon-kon Lee and CEO Sung-yup Lee, and worked as a core factor to strengthen external cooperative relationships. The factor of command is apparent from the decisions of business managers who take on a challenge, structural management that includes an endless will for innovation, and leadership. When the late honorary chairman Hae-joon Lee could not cultivate a road for the automobile parts industry because of smuggled goods, he recognized the importance of the automobile parts industry and folded his bicycle parts business, which was number one in the market at the time, without hesitation thanks to his owner-focused independent and bold decision-making skills. In the mid-1990s, when most automobile production companies experienced difficulties because of the economic crisis where Korea was dependent on the IMF, and the aftershocks of restructuring affected automobile parts manufacturing companies, chairman Choong-kon Lee considered the crisis an opportunity and acquired and merged with Seogu Industry (currently known as SL Litech), Oriental Construction and Poongi Building (currently known as SL Seo Bong Co., Ltd. Shiheung factory), creating a turning point to develop further after the crisis. CEO Sung-yup Lee pursues continuous innovation including a corporate culture that places importance on learning and admitting mistakes, change of the structural system to a project based system, and a human resources system that focuses on human resources management, and is emphasizing corporate changes according to the situation of the times. An examination of the SL core competence accumulation process based on the 4C model shows that it is establishing positive relationships and continuity based on connection and trust, leading to a cooperation sys-tem based on the value of trust. It also establishes a positive relationship with command focusing on a com-munity structure culture, which leads to structure capacity based on community culture. The factors of con-nection and community were found to be especially strong at SL. The factor of connection was a core growth motivation, influenced by the key values of family. SL reveals its growth motivation to be "unification of all employees," shares the goals and visions of family with its employees, and offers a variety of different benefits. The active will of employees to participate in this community is seen to be the background behind big accomplishments such as innovations in the field, which are still being pursued. Successful succession of the family company and family business management are strengths that lie in the center of the motivation that allowed SL to continue to grow for three generations, starting with the founder, the late honorary chairman Hae-joon Lee, who provided a foundation of growth with values of trust and peo-ple first, moving on to the second generation chairman Choong-kon Lee, who accomplished a rapid development of the company based on technological developments and respect for people, and finally through to the third generation CEO Sung-yup Lee, who is making efforts for globalization and innovation based on ethical management and change. This shows that the values of trust set by the founder have continued on for a long time, through his son, chairman Choong-kon Lee, and grandson, CEO Sung-yup Lee. Chairman Lee, CEO Lee and executive director Lee Seung-hoon are learning corporate culture and management know-how through a great will to participate and actual participation in management. SL was able to gain competitiveness and continuously reach excellent management performance through cooperation based on the value of trust and structural management that focuses on community culture. As a result of analyzing the company through the 4C model and conducting in-depth interviews with man-agement, it can be said that the values, vision, know-how and experience the founder shared with his family largely contributed to continuous development of core competence with a long-term goal. This in turn had a positive effect on establishment of a corporate community based on trust. By inducing loyalty, participation, and focus on employees in the organizational structure with something more than just financial incentives, the core values of the company are relayed through generations and play an important role in maintaining the community, and also emotionally motivating members of the community. Another point is that the successor who effectively received the social capital of trust as a value, strengthened and continued to develop the ex-ternal network based on the family values. The value of "trust" started by the founder played a key role in strengthening external cooperative relations as it was succeeded through generations. This had a positive ef-fect on connection based on the value of trust, and especially decisively contributed to maintaining close rela-tions of cooperation in the external network and long-term cooperative relationships. SL was able to focus the possession and domination structure through successful succession of the family business, and make in-dependent bold decisions through internal harmony of the family, without pressure from people involved externally. The results above lead to the following points of discussion regarding corporate management. From a busi-ness management perspective, first, a family company needs to establish an external network based on a unique community culture and trust to work on establishing competitiveness. Second, there is a need to reflect the fact that a community-like structural culture and external cooperative relations from a mid- to 0long-term perspective have an important effect on maintenance of corporate continuity, even for companies that are not family businesses, on business management. Third, there is a need to focus on the fact that a structural man-agement method that uses values such as community help secure continuity of a company. From a policy per-spective, since succession of a family business can be not succession of wealth but succession of accumulated technological core competence and good management philosophy and know-how, it is important for improve-ing national competitiveness, to maintain corporate competitiveness, and transfer the competitiveness between generations. Therefore, there is a need for appropriate policies that support the successful transgenerational succession of family businesses.

완전 이식형 인공중이를 위한 자동 충전종료형 무선 충전장치의 구현

이장우,임형규,정의성,한지훈,이승현,박일용,조진호,Lee, Jang-Woo,Lim, Hyung-Gyu,Jung, Eui-Sung,Han, Ji-Hun,Lee, Seung-Hyun,Park, Il-Yong,Cho, Jin-Ho 대한의용생체공학회 2007 의공학회지 Vol.28 No.4

In the paper, a wireless charger with the function of auto-shutdown for fully implantale middle ear hearing devices (F-IMEHD) has been designed. The wireless charger can communicate with an implant module to be turned off automatically shutdown after an internal rechargeable battery has been fully-charged by electromagnetic coupling using two coils. For the communication with an implant module, the wireless charger uses the load shift keying (LSK) method. But, the variation of the mutual inductance due to the different distance between two coils can cause the communication error in receiving the fully-charged signal from an implant module. To solve the problem, the implemented wireless charger has a variable reference generator for LSK communication. The wireless charger generates proper level of the reference voltage for a comparator using an ADC (analog-to-digital converter) and a DAC (digital-to-analog converter). Through the result of experiment, it has been confirmed that the presented wireless charger can detect signals from implantable module. And wireless charger can stop generating electromagnetic flux after an implanted battery has been fully charged in spite of variable coil distance according to different skin thickness.

VO_x 박막의 구조적 특성과 전기적 특성에 대한 열처리 영향

이장우,정지원,Lee, Jang Woo,Chung, Chee Won 한국공업화학회 2006 공업화학 Vol.17 No.5

$VO_x$ thin films with the thickness of 450 nm were prepared on a $Pt/Ti/SiO_{2}/Si$ substrate at room temperature by a reactive radio frequency (rf) magnetron sputtering method. The deposition rates of $VO_x$ thin films were investigated as a function of $O_{2}$ concentration and rf power. As the $O_{2}$ concentration in a $O_{2}/Ar$ mixture increased, the deposition rate decreased. However, the deposition rate increased with increasing rf power. The deposited $VO_x$ thin films were annealed at $450^{\circ}C$ for 2, 4, and 6 h in $O_{2}$ and $N_{2}$ ambient. After annealing, the phase changes of $VO_x$ thin films were investigated using X-ray diffraction analysis. The plane and cross-sectional views of $VO_x$ thin films before and after annealing were observed by field emission scanning electron microscopy. The metal-insulator transition (MIT) properties of $VO_x$ thin films were measured using current-voltage measurement. The excellent MIT properties were observed in $VO_x$ thin films annealed in $O_{2}$ ambient. $VO_x$ 박막이 상온에서 $Pt/Ti/SiO_{2}/Si$ 기판위에 반응성 radio frequency (rf) 마그네트론 스퍼터링 방법에 의하여 450 nm 두께로 증착되었다. 증착 공정에서 산소의 농도와 타겟에 인가되는 rf power를 변수로 설정하여 증착 속도를 조사하였다. $VO_x$ 박막의 증착속도는 산소 농도가 증가함에 따라서 감소하고, rf power가 증가할수록 증가하는 것이 관찰되었다. 증착된 $VO_x$ 박막은 $O_{2}$와 $N_{2}$ 가스 분위기에서 $450^{\circ}C$의 온도로 2, 4, 그리고 6 h 동안 각각 열처리 되었고, 열처리 과정을 진행한 후 x-ray diffraction (XRD) 분석을 이용하여 열처리 전과 후의 결정성 변화를 관찰하였다. 그리고 열처리 전과 후의 $VO_x$ 박막의 표면과 단면을 field emission scanning electron microscopy (FESEM)를 이용하여 관찰하였으며 전류-전압 측정을 이용하여, 증착된 $VO_x$ 박막의 metal-insulator transition (MIT) 특성을 관찰하였다. $N_{2}$ 분위기에서 열처리된 $VO_x$ 박막보다 $O_{2}$ 분위기에서 열처리된 $VO_x$ 박막에서 더 우수한 MIT 특성을 관찰 할 수 있었다.

SiN_x 박막을 이용한 Si Nanodot의 형성

이장우,박익현,신별,정지원,Lee, Jang Woo,Park, Ik Hyun,Shin, Byul,Chung, Chee Won 한국공업화학회 2005 공업화학 Vol.16 No.6

Silicon nitride ($SiN_x$) 박막이 상온에서 $SiO_2/Si$ 기판 위에 반응성 직류 마그네트론 스퍼터링 방법에 의하여 증착되었다. 증착된 $SiN_x$ 박막의 조성은 x-ray photoelectron spectroscopy를 이용하여 분석되었으며 Si가 풍부한 $SiN_x$ 박막이 증착되었음을 확인할 수 있었다. 증착된 $SiN_x$ 박막은 annealing 온도와 시간을 변화하여 annealing 되었다. X-ray diffraction (XRD) 분석이 $SiN_x$ 박막 내에 Si의 결정화를 조사하기 위해서 수행되었고, 박막의 광학적 특성과 전기적 특성들이 Si nanodot의 형성을 확인하기 위하여 측정되었다. 그 결과로써, XRD 분석에서 Si으로 예상되어지는 peak을 관찰할 수 있었으며 annealing 시간과 온도가 증가함에 따라서 $SiN_x$ 박막의 photoluminescence intensity는 점진적으로 증가하는 것이 관찰되었다. Annealing 전과 후에 측정된 $SiN_x$ 박막의 capacitance-voltage 특성으로부터 $SiN_x$ 박막 내에 존재하는 Si nanodot에 의하여 electron이나 hole의 trap 효과가 나타남을 예상할 수 있었다. The deposition of silicon nitride ($SiN_x$) thin films was carried out on $SiO_2/Si$ substrate at room temperature by reactive dc magnetron sputtering. The analysis of deposited $SiN_x$ films using x-ray photoelectron spectroscopy indicated that the composition of $SiN_x$ films was Si-rich. The deposited $SiN_x$ thin films were annealed by varying annealing temperature and time. X-ray diffraction (XRD) analysis was performed in order to examine the crystallization of Si in $SiN_x$ thin films. The optical and electrical properties of $SiN_x$ thin films were measured for the observation of Si nanodot. As a result, we observed the XRD peaks that might be the Si crystals. As the annealing time and annealing temperature increased, the photoluminescence intensity of $SiN_x$ films gradually increased. The capacitance-voltage characteristics of $SiN_x$ film measured before and after annealing indicated that the trap effect of electrons or holes occurred due to the existence Si nanodots in the $SiN_x$ thin films.

전략 , 조직구조 및 기업성과

이장우(Jang - Woo Lee) 한국경영학회 1990 經營學硏究 Vol.20 No.1

本 硏究는 선행연구(이장우, 1989)의 결과를 토대로 서로다른 환경특성을 갖는 컴퓨터 하드웨어 제조산업의 두 기간에 대해 戰略類型에 따라 組織構造 변수들이 어떠한 차이를 나타내며 그것들과 收益性간의 관계가 어떻게 다른지를 규명하려 하였다. 원가주도 戰略의 경우 機械的 組織構造 특성을 의미하는 변수들이 유의적으로 높은 수치를 나타내었으며 이 변수들과 收益性간에는 正의 상관관계들이 존재하였다. 이와반면 기술혁신 차별화 戰略의 경우 상대적으로 有機的인 組織構造 특성을 나타내었으며 機械的 組織構造 특성을 의미하는 변수들과 收益性간에는 負의 상관관계들이 존재하였다. 또한, 산업지배 戰略의 경우 상대적으로 事業部化 정도가 유의적으로 높았으며 비록 통계적으로 유의적인 수준은 아니지만 事業部化 정도와 收益性간에는 正의 상관관계가 관찰되었다.

지배구조 고려 하의 배당정책이 기업가치에 미치는 영향에 관한 연구

이장우 ( Jang Woo Lee ),지성권 ( Sung Kwon Chi ),김용상 ( Yong Sang Kim ) 한국금융공학회 2011 금융공학연구 Vol.10 No.3

본 연구는 한국기업의 기업지배구조가 기업가치에 미치는 영향을 배당정책과 관련하여 실증적으로 검증하였다. 이를 위해 2001년부터 2007년까지 7개년의 시계열을 갖는 393개 상장 비금융기업의 균형패널자료를 이용하였다. 분석결과는 다음과 같다. 첫째, 기업지배구조변수 중 외국인지분율, 기관투자자지분율, 이사회규모, 사외이사비율이 높을수록 기업가치가 상승하는 것으로 나타났으며, 내부자 소유지분율이 높거나 재벌소속 기업일수록 기업가치는 하락하는 것으로 나타났다. 둘째, 배당수준이 높을수록, 배당을 증가시킨 기업일수록 기업가치가 높게 나타났다. 셋째, 기업지배구조가 배당정책에 미치는 영향을 검증한 결과, 내부자 소유자분율과 외국인지분율이 높을수록 배당수준이 높고 재벌소속 기업일수록 배당수준이 낮은 것으로 나타났다. 마지막으로, 지배구조와 배당정책의 상호작용에 의한 기업가치의 상승효과는 유의하지 않은 것으로 나타났다. 이는 아마도 지배구조의 우수성에 배당정책에 관한 기대가 이미 충분히 반영되어 있기 때문인 것으로 추정된다. We analyse the effect of Korean companies` corporate governance on firm value, and we advance the analysis from the point of view of dividend policy. We used a balanced panel data from 393 Korean listed companies during the 2001-2007 period. The results of our analysis are as follows. First, foreign ownership, institutional ownership, board size, higher proportion of outside directors are shown to increase firm value. However, high insider ownership and Chaebol affiliation are declining firm value. Second, the dividend policy influences firm value in a way that the higher the dividend level the higher the firm value, reciprocally. Third, high insider ownership and foreign ownership are shown to increase dividend. However, Chaebol affiliation are declining dividend. Fourth, good governance and dividend policy interaction does not significantly enhance the firm value.

일반 논문 : 한국형 동반성장 정책의 방향과 과제

이장우 ( Jang Woo Lee ) 한국중소기업학회 2011 中小企業硏究 Vol.33 No.4

본 연구는 최근 사회경제적 이슈가 되고 있는 동반성장의 개념과 실천 방향에 대해 논의하고자 한다. 이를 위해 동반성장의 정책적 개념을 살펴보고 유사한 개념인 상생협력과 공생발전과도 비교 분석하고자 한다. 또한 동반성장을 통해 글로벌 경쟁력을 만들어 낸 선진국 사례들로부터 교훈을 찾아내고 우리의 사회 문화적 특성에 맞는 한국형 모델을 제안하고자 한다. 한국형 동반성장 모델은 미국의 시장중심형, 일본의 문화기반형, 유럽의 정책주도형 등의 장점을 융합할 필요가 있다. 이를 위해 한국형 모델은 공동체적 에너지를 창출해내는 한국인의 잠재력 활용, 통제와 자율의 융합형 제도 개선, 미래지향적 협력관계를 위한 기업들의 행동변화 등 세 가지 요인을 핵심으로 할 필요가 있다. 한국형 모델의 실현을 위해 필요한 정부의 역할과 과제, 그리고 동반성장위원회의 역할에 대해서도 논의하고자 한다. Since 2000, the employment rate of small and medium enterprises (SMEs) has dwindled while the creation of new jobs and the emergence of healthy SMEs have been stagnant. The fundamental reason for these symptoms is that the economic structure is disadvantageous to SMEs. In particular, the greater gap between SMEs and large enterprises has resulted in polarization, and the resulting imbalance has become the largest obstacle to improving SMEs` competitiveness. For example, the total productivity has continued to drop, and the average productivity of SMEs is now merely 30% of that of large enterprises, and the average wage of SMEs` employees is only 53% of that of large enterprises. Along with polarization, rapid industrialization has also caused anti-enterprise consensus, the collapse of the middle class, hostility towards establishments, and other aftereffects. The general consensus is that unless these problems are solved, South Korea will not become an advanced country. Especially, South Korea is now facing issues that need urgent measures, such as the decline of its economic growth, the worsening distribution of profits, and the increased external volatility. Recognizing such negative trends, the MB administration proposed a win-win growth policy and recently introduced a new national value called "ecosystemic development." As the terms in such policy agenda are similar, however, the conceptual differences among such terms must first be fully understood. Therefore, in this study, the concepts of win-win growth policy and ecosystemic development, and the need for them, were surveyed, and their differences from and similarities with other policy concepts like win-win cooperation and symbiotic development were examined. Based on the results of the survey and examination, the study introduced a South Korean model of win-win growth, targeting the promotion of a sound balance between large enterprises and SMEs and an innovative ecosystem, and finally, proposing future policy tasks. Win-win growth is not an academic term but a policy term. Thus, it is less advisable to give a theoretical definition of it than to understand its concept based on its objective and method as a policy. The core of the MB administration`s win-win growth policy is the creation of a partnership between key economic subjects such as large enterprises and SMEs based on each subject`s differentiated capacity, and such economic subjects` joint promotion of growth opportunities. Its objective is to contribute to the establishment of an advanced capitalistic system by securing the sustainability of the South Korean economy. Such win-win growth policy includes three core concepts. The first concept, ecosystem, is that win-win growth should be understood from the viewpoint of an industrial ecosystem and should be pursued by overcoming the issues of specific enterprises. An enterprise is not an independent entity but a social entity, meaning it exists in relationship with the society (Drucker, 2011). The second concept, balance, points to the fact that an effort should be made to establish a systemic and social infrastructure for a healthy balance in the industry. The social system and infrastructure should be established in such a way as to create a balance between short- term needs and long-term sustainability, between freedom and responsibility, and between profitability and social obligations. Finally, the third concept is the behavioral change of economic entities. The win-win growth policy is not merely about simple transactional relationships or determining reasonable prices but more about the need for a behavior change on the part of economic entities, without which the objectives of the policy cannot be achieved. Various advanced countries have developed different win-win growth models based on their respective cultures and economic-development stages. Japan, whose culture is characterized by a relatively high level of group-centered trust, has developed a productivity improvement model based on such culture, whereas the U.S., which has a highly developed system of market capitalism, has developed a system that instigates or promotes market-oriented technological innovation. Unlike Japan or the U.S., Europe, a late starter, has not fully developed a trust-based culture or market capitalism and thus often uses a policy-led model based on which the government leads the improvement of productivity and promotes technological innovation. By modeling successful cases from these advanced countries, South Korea can establish its unique win-win growth system. For this, it needs to determine the method and tasks that suit its circumstances by examining the prerequisites for its success as well as the strengths and weaknesses of each advanced country. This paper proposes a South Korean model of win-win growth, whose objective is to upgrade the country`s low-trust-level-based industrial structure, in which large enterprises and SMEs depend only on independent survival strategies, to a high-trust-level-based social ecosystem, in which large enterprises and SMEs develop a cooperative relationship as partners. Based on this objective, the model proposes the establishment of a sound balance of systems and infrastructure between large enterprises and SMEs, and to form a crenovative social ecosystem. The South Korean model of win-win growth consists of three axes: utilization of the South Koreans` potential, which creates community-oriented energy; fusion-style improvement of various control and self-regulated systems for establishing a high-trust-level-oriented social infrastructure; and behavioral change on the part of enterprises in terms of putting an end to their unfair business activities and promoting future-oriented cooperative relationships. This system will establish a dynamic industrial ecosystem that will generate creative energy and will thus contribute to the realization of a sustainable economy in the 21st century. The South Korean model of win-win growth should pursue community-based self-regulation, which promotes the power of efficiency and competition that is fundamentally being pursued by capitalism while at the same time seeking the value of society and community. Already existing in Korea`s traditional roots, such objectives have become the bases of the Shinbaram culture, characterized by the South Koreans` spontaneity, creativity, and optimism. In the process of a community`s gradual improvement of its rules and procedures, the trust among the community members increases, and the "social capital" that guarantees the successful control of shared resources can be established (Ostrom, 2010). This basic ideal can help reduce the gap between large enterprises and SMEs, alleviating the South Koreans` victim mentality in the face of competition and the open-door policy, and creating crenovative corporate competitiveness. The win-win growth policy emerged for the purpose of addressing the polarization and imbalance structure resulting from the evolution of 21st-century capitalism. It simultaneously pursues efficiency and fairness on one hand and economic and community values on the other, and aims to foster efficient interaction between the market and the government. This policy, however, is also evolving. The win-win growth policy can be considered an extension of the win-win cooperation that the past ``Participatory Government`` promoted at the enterprise management level to the level of systems and culture. Also, the ecosystemic development agendum that has recently emerged is a further extension that has been presented as a national ideal of "a new development model that promotes the co-advancement of environmental conservation, growth, economic development, social integration, and national and individual development."

호텔 종사원의 팁에 대한 인식 연구

이장우(Jang Woo Lee),김영규(Young Kyu Kim) 한국조리학회 2009 한국조리학회지 Vol.15 No.1

패밀리레스토랑의 서비스품질 평가요인이 관계몰입과 재방문 의사에 미치는 영향에 관한 연구

이장우 ( Jang Woo Lee ),안성식 ( Sung Sik Ahn ),석승환 ( Seaung Hwan Suk ) 대한관광경영학회 2009 觀光硏究 Vol.24 No.1

朝鮮初期의 驛田

李章雨(Lee Jang-woo) 역사학회 1994 역사학보 Vol.142 No.-