企業家型 經營者의 企業家 活動(entrepreneurship)

Young Rai Kim(金榮來) 한국경영사학회 2000 經營史學 Vol.24 No.-

As regarded in economics or business administration, entrepreneurs are not homogeneous. They conduct various entrepreneurial activities being influenced by their own social and cultural environments. When we consider the form of business organization, this era can be summarized as the era of managerial enterprises rather than family-style enterprises. According to the managerial enterprise system, salaried managers who manage companies by receiving management authority from owners of the companies are prevalent. However. many problems has been caused by salaried managers from 70’s in America and 90’s in Japan. Thus, this era needs salaried managers with entrepreneurship not only to conduct simple traditional manager’s business such as combining physical and human resources but also to conduct entrepreneurial activities such as risk-taking, innovation. competition. This study Investigates the Mr. Yoon, Yoon Soo’s case, who is the president of Fila Korea Ltd. with the model of entrepreneurial manager, and concludes that Mr. Yoon is regarded as an entrepreneurial manager.

삼성家의 앙트러프러너십의 계승과 발전 연구

김영래(Young-Rai Kim) 한국경영사학회 2011 經營史學 Vol.59 No.-

Byung-Chull Lee (1938~1987), a Korean entrepreneur, began his career as a trader of a small local business. He, however, ventured into various industries, ranging from light through heavy to service and high-tech. Consequently, he established 30 different companies during 50 years - including manufacturing of sugar, wool, paper, and chemical fiber, electronics, electrics, shipbuilding, construction, airlines, chemicals, engineering, banks, insurance, securities, realty, department stores, resorts, advertizing agencies, and semiconductor technology - developing all of them into the leading enterprises of Korea. Furthermore, he showed a passion for innovation, which was shared by his successor, Kun-Hee Lee. The late Lee first pursued “Personal Innovation” : he publicly recruited and thoroughly educated talented employees, placing them in the right positions and rewarding and punishing them according to their desert and merit. Second, he put into practice so-called “Process Innovation.” For this goal, he formulated rules and principles that would enable employees to undertake reasonable business management; he established the Samsung Advanced Institute for Technology (SAIT) to facilitate the introduction of new technologies; he also organized his own secretariat to effectively manage and closely communicate with the Group’s subsidiary CEOs; finally, he enforced a culture of responsible management by instituting the operation division system. Thirdly, he achieved the “Product Innovation,” by which he diversified the Group’s businesses into widely various industries. He then encouraged each enterprise to import technologies from advanced corporations by forming a partnership or collaboration with them, thereby seizing a decisive opportunity to transform Samsung into Korea’s No. 1 conglomerate. Slightly different from his father, Kun-Hee Lee, the current Chairman of Samsung, who was interested in the semiconductor business since young, made concentrated efforts to develop DRAM(dynamic random access memory) technology, 8-inch wafer manufactur-ing, and non-memory products, thereby making Samsung Electronics the world’s top semiconductor producer. He also ventured into LCD and products of digital convergence, decisively developing Samsung Electronics into the world’s biggest IT maker. In particular, responding to the demand for innovation from the 50-year-old business philosophies of his predecessor, Kun-Hee Lee launched his “New Management” initiative, presenting a blueprint for Samsung’s global success in the 21st century. As part of this plan, he attempted to reconstruct his employees’ life cycle and consciousness through the so-called “Samsung Constitution.” In addition, sharing but differentiating his business philosophies from the late Lee’s, Kun-Hee Lee first promoted “Personal Innovation” by adopting systematic management of talented human resources and working hours from 7 am to 4 pm and by emphasizing the importance of keeping, sharing, and propagating records. Second, he perfected “Process Innovation” by establishing Samsung’s informa-tion sharing system, such as My Single, E-CIM, PDM, and global ERP, as a major tool for its speedy and efficient management. Consequently, he achieved “Product Innova-tion” by pioneering quality, design, and brand, thereby leading Samsung to become the world’s top IT company. As evidenced above, the entrepreneurship of Byung-Chull Lee and Kun-Hee Lee has been a result of their challenging minds of the past 72 years. The former provided the foundation of the management system of the Samsung Group by pursuing the goals of Personal, Process, and Product Innovations. The latter transformed Samsung from Korea’s major domestic conglomerate into one of the leading global companies, by focusing on electronics as the Group’s main business. 본 논문에서는 ‘늘 위기감을 갖고 불확실성 하에서 위험을 무릅쓰고 도전하며, 창조적이고 경쟁력 있는 혁신(퍼스널 혁신, 프로세스 혁신, 프로덕트 혁신)을 통하여, 기회를 선점하고 고객의 가치를 창출 지속 가능한 발전을 가져오는 기업가의 실천인 앙트러 프러너십(Entrepreneurship)’을 기업가 이병철․이건희 사례로 구명하고자 한다. 기업가 이병철이 창업한 삼성은 한낱 지방의 무역상으로 출발하여 제당, 모직, 전자, 전기, 화학, 제지, 화섬, 건설, 조선, 항공, 엔지니어링, 은행, 보험, 증권, 부동산, 리조트, 광고, 백화점 반도체 등에 이르기까지 경공업, 중화학공업, 서비스업, 첨단산업에 도전하여 50년 동안 30여개 기업을 창업하거나 설립에 도전하여, 각 기업 모두 한국유수의 기업으로 성장시켰다. 뿐만 아니라 우수한 인재를 공개채용에 의해서 모집하고 이들을 철저히 교육시켜 능력주의에 입각, 적재적소에 배치하고 신상필벌로 인사를 관리하는 ‘퍼스널 혁신’과, 이 같은 인재들이 기업 경영을 합리적으로 경영할 수 있게, 합리경영의 제 원칙과 룰을 정립하고, 기술 혁신을 위한 기술도입의 원칙과 기술원의 과제, 사업부제에 의한 책임경영제, 회장의 이상을 구현과 합리적, 효율적으로 그룹경영을 수행 할 수 있게 하는 회장비서실 등 제 제도를 구축하는 ‘프로세스 혁신’을 확립함으로써 기 업이라는 제품을 각 업종별로 다각화하고 각 기업은 선진국 기업들로부터 기술제휴 및 합작으로 기술도입 하는 ‘프로덕트 혁신’에 의해 기업을 성장시켜 당대의 한국제일의 삼 성그룹을 일굴 수 있는 기회를 잡았다. 한편 이병철의 후계자 이건희는 그가 젊은 시절부터 관심을 가지고 있던 반도체 부문, 특히 D램의 개발방식, 8인치 웨이퍼양산, 비메모리부문에 집중적 도전에 성공, 세계 제일의 반도체 생산기업이 되었고, LCD도전, 전자사업 융복합화 도전에도 성공 삼성전자를 세계 제일의 IT기업이 되게 하였다. 그러나 50년간 이병철 경영은 새로운 변혁을 요구 했다. 삼성의 비전을 ‘21세기 초일류기업’으로 정한 이건희는 과거의 타성으로부터 벗어나기 위해 삼성新경영을 선포하고 그 실행의 하나로 우선 삼성헌법을 통한 의식개혁을 하지 않을 수 없었고, 이를 촉진하기위해 라이프사이클을 바꾸는 7․4출퇴근제 실시, 기록문화 실행과 교본을 통한 확산, 체계적 천재 인재관리 혁신 등 ‘퍼스널 혁신’을 하고, 그런 인재들 하여금, 삼성 스피드경영의 원천인 정보화 공유체계 확립. 즉 My SINGLE로 모든 정보를 공유하고, E-CIM과 PDM, 글로벌 통합 ERP 시스템을 구축함으로써 ‘프로세스 혁신’이 완료되자 품질혁신, 디자인 혁신, 브랜드 혁신 등에 의해 ‘제품 혁신’도 가능케 되어 오늘날 세계제일의 IT기업이 되게 했다. 이렇게 기업가 이병철과 이건희의 앙트러프러너십은 지난 73년 동안 끊임없는 도전의 연속이었으며, 혁신, 즉 퍼스널, 프로세스, 프로덕트 혁신에 의해 이병철은 삼성 그룹경영시스템의 기반을 마련했고, 이건희는 주력기업 삼성전자를 중심으로 혁신하여 국내제일 기업을 세계제일의 기업으로, 모방적 혁신에서 창조적 혁신으로, 우수인재모집과 육성을 천재 키우기로 계승발전 하면서 세계유수의 기업으로 지속가능한 발전을 할 수 있게 하였다. 끝으로 이 논문은 향후 한국의 기업가(경영자)들에게 ‘기업가의 역할’이 무엇인가를 지각하게 하는데 일조를 할 것이다.

앙트러프러너십(Entrepreneurship)과 이노베이션(Innovation)에 관한 고찰

김영래(Young-Rai Kim) 韓國經營史學會 2014 經營史學 Vol.72 No.-

J. A. Schumpeter justifies Entrepreneurship as creative destruction, proceeding from equilibrium to disequilibrium. On the other hand, I. M. Kirsner explains Entrepreneurship as innovative activity through recovery derived from disequilibrium to equilibrium. He maintains that enterprises make profit from disequilibrium. There are four kinds of Innovation; products innovation, process innovation, revolutionary innovation, and incremental innovation. New products are produced on the basis of research work through product innovation while existing products with new technology are produced through process innovation. Revolutionary innovation represents the remarkable reform from which new products are produced with new paradigm and technology. Abernathys classifies innovation into four types such as architectural innovation, regular innovation, niche creation innovation, and revolutionary innovation. Architectural innovation is innovation which brings about the remarkable technology changes and new demand creation. Regular innovation enables inexpensive and excellent goods to be produced through technology improvement, which is incremental innovation focusing on improvement of routine work. Niche creation innovation is innovation from which new market and new products are created with existing technology. Revolutionary innovation means to renovate technology paradigm fundamentally and negate the existing technology. According to Abernathy s classification of innovation, entrepreneur can be divided into four types; entrepreneurial entrepreneur, technological entrepreneur, market-oriented entrepreneur, and managerial entrepreneur. In conclusion, An Entrepreneur in these days is the man who exercises the entrepreneurship, which is risk-taking, innovation and investment for the innovation to create his customers value and finally satisfy them.

중국 전자기업 하이얼(Haier)의 글로벌화 사례연구

김영래(Young-Rai Kim),강청송(Qing-Song Kang) 한국통상정보학회 2006 통상정보연구 Vol.8 No.4

The change of the global environment, especially the development of the communication and transportation and the decrease of the trade barrier promotes the progress of globalization. Under this background, the globalization progress of Chinese electronic firms is also pushed forward, compared with the early firms, which is being quickly shortened. This study has some purposes. First, this tries to investigate the growth process of the Chinese electronics firms, by which reveals the progress of the global competition ability and the background of promoting their rapid globalization. Second, this study estimates and analyzes the implemented process of Haier’s globalization strategy, which is the Chinese most representative global Firm. Finally, this article elaborates the globalization of Chinese firms and the apocalypse of the Korean firms and also shows the corresponding projects for them.

삼성그룹 창업자 이병철 경영(학)의 연구

김영래(Young-Rai Kim) 한국경영사학회 2011 經營史學 Vol.57 No.-

Lee Byung-Chull (1938~1987), a Korean entrepreneur, created corporations in almost 30 different industries throughout the period of 50 years, developing several of them into market leaders at both local and international levels. How could such a remarkable case in business history happen? The present paper seeks to answer the question by examining his value system, business ideology, and business management style. Lee’s value system was deeply rooted in Confucianism; he often mentioned that The Analects of Confucius had formed his character. Also, his business ideology included principles such as “economic contribution to the country”, “priority to human resources development”, and “pursuit of rationality”, The first principle of economic contribution to the country developed into the company’s ultimate goal of “benefiting mankind” in the spirit of coexistence and co-prosperity. The other two principles served as means to achieve the end : he promoted talent-driven management under his unique “tree philosophy”, one that likens human resources development to the nurturing of trees; he simultaneously pursued reasonable management. Lee once recalled that he spent “80 percent of his life in searching for and training talented people”. To promote talent-driven management, he adopted an open recruitment system for the first time in Korean history. He also established world-class training centers and programs thoroughly designed for and catering to the needs of employees at all levels, including new recruits, managers, and executives. The company’s human resources were managed by the following three rules : the merit-based system, putting the right man for the right job, and unfailing dispensation of justice to performance. Samsung thereby began to be called a rich reservoir of human resources. Lee, hence, asked his trained talents to execute the principles of reasonable management within the organizational structure of Samsung, which embodied the principles, rules, and systems of business rationalization-a core philosophy of management Lee once had taken the lead in practicing. In particular, he empowered the CEO of each of the 30 Samsung subsidiaries to put into practice responsible (empowerment)management. Lee simultaneously ensured that he, chairman of the group, closely communicated with the subsidiary CEOs ; that is, he supported, directed, and assessed them through his own secretariat-the control tower for the entire group. This corporate system comprising chairman, subsidiary CEOs, and the secretariat decisively contributed to enhancing the competitive power of Samsung. Finally, these three business factors-the principles, rules, and systems of business rationalization, responsible(empowerment)management of each subsidiary, and the secretariat for the group chairman-constituted the basic framework of Lee s reasonable management. Samsung consequently earned the nickname : “Samsung for Management”. In conclusion, Lee’s unique business ideology materialized, first, into “talent-driven management” for recruiting and training talented employees and, second, into the corporate structure of “reasonable management” to enable its CEOs to manage subsidiaries effectively. Third, it thereby aimed to serve mankind. An examination of Samsung’s half-century history through Alfred D. Chandler, Jr.’s concept of “organizational capabilities” leads us to find that the Samsung Group has achieved a sustainable growth and competitive advantages by acquiring its own unique organizational capabilities. Indeed, Samsung has vigorously thrived for 72 years as a representative conglomerate of Korea. Its founder Lee’s business ideology, which made this economic feat possible, should therefore be highly appreciated. By attempting to illuminate it, the present research contributes to tracing the root and prototype of the Korean business management style. 기업가 이병철은 50년(1938~987)에 걸쳐 30여 개의 각기 다른 업종의 기업들을 창업 하거나 설립하였다. 그리고 그 기업들은 모두 국내는 물론이고 그 중 몇몇 기업은 세계의 유수 기업으로 성장시켰다. 이것은 세계 기업사에도 찾기 어려운 드문 예이다. 이 같은 결과를 가져올 수 있었던 원인은 무엇일까? 본 논문은 이것을 구명하기 위하여 이병철의 가치체계, 경영이념, 그리고 그가 실천했던 “경영”의 실체를 찾고자 했다. 이병철은 ‘논어’가 자신의 인격을 형성시켰다고 할 정도로 유교적 가치체계를 지니고 ‘사업보국’과 ‘인재제일’, ‘합리추구’를 경영이념으로 하였다. 그 중 사업보국은 더 발전하여 공존공영정신 더 나아가 “인류에의 봉사”를 최종 기업의 사명으로 삼고 그것을 실행하기 위한 수단으로 특유의 ‘나무철학’에 입각하여 인재제일의 ‘인재경영’과 합리추구의 ‘합리경영’을 실천하였다. 인재경영은 그가 “내 일생의 80%를 인재를 모으고 기르는데 세월을 보냈다.”고 술회 한 바와 같이 한국 최초로 공개채용에 의해 사원을 뽑고, 다양하고 수준 높은 연수교육 프로그램과 세계수준의 연수시설을 건립, 신입사원, 중견사원, 경영자 별로 철저히 인재 교육을 시켰다. 그리고 그 인재를 능력주의, 적재적소, 신상필벌의 인사 3원칙에 의해 관리했다. 이로서 삼성은 세간에서 “인재의 삼성”으로 부르게 되었다. 이와 같이 길러진 인재들을, 이병철이 솔선수범으로 체험한 ‘경영의 합리화’ 원칙과 룰, 그리고 제도로 만들어진 조직 속에서 합리경영을 실행하도록 하였다. 특히 30여개 계열 각사의 사장들에게 ‘책임경영제’하의 사업부 조직 속에서 책임경영을 하도록 하였고, 회장과 각 계열사 사장들을 연결하고 계열사를 지원, 지도, 진단하며 회장의 이상을 구현하는 사령탑으로써 ‘회장 비서실’을 두었다. 회장, 각 계열사 사장단, 비서실로 구성 되는 삼각편대는 삼성의 경쟁력이 되었다. 이렇게 경영 합리화의 원칙과 룰, 제도, 그리 고 책임경영제하의 사업부제, 그리고 회장 비서실은 이병철 합리경영의 기본 골격이다. 이것을 철저히 실천하는 삼성을 세간에서는 “관리의 삼성”이라 부른다. 결론적으로 이병철 경영(학)은 인재경영에 의한 질 높은 인재들을 합리경영이라는 틀 속에서 효과적이고 효율적으로 경영할 수 있게 하는 경영시스템이다. 이병철 경영시스템에 의한 삼성그룹의 50년 간 경영을 챈들러의 조직능력 모델을 적용하여 검증해 본 결과, 삼성그룹은 조직능력을 형성, 경쟁우위를 갖게 됨으로써 지속가능한 성장을 할 수 있었다. 이병철의 삼성그룹은 통상 기업의 수명주기가 30년이라는 오늘날 한국을 대표하는 그룹으로서 72년 간 지속성장을 해왔다는 그 사실 자체만으로도 높이 평가받을 수 있고, 이러한 성과를 뒷받침한 “이병철 경영(학)” 또한 평가를 받아 마땅하다고 생각한다. 그리고 이와 같은 연구 결과는 결국 한국형 경영의 뿌리를 찾는 시발점이 될 것이다.

일본 재벌 ( Zaibatsu ) 와 한국 재벌 ( Chaebol ) 의 개념 비교

김영래(Young Rai Kim) 충북대학교 산업경영연구소 2000 産業과 經營 Vol.13 No.1

N/A

남북통일에 대비한 북한사회의 자본주의 경영교육 훈련방안에 관한 연구

김영래(Young Rai Kim),(Sang M . Lee),도흥렬(Heung Lul Do),김영렬(Yeong Real Kim),정중재(Jung Chae Chung),유신일(Shin Il Liu) 한국국제경영학회 2000 國際經營硏究 Vol.11 No.2

The purpose of the present study is to develop an educational program model regarding market economy and management for North Korean people after the unification in Korean peninsula. The contents of the educational program includes the concept of capitalism, market economy and entrepreneurship and application of the theories in the development of successful venture in North Korea. Through the educational program, we intend to give knowledge to the North Koreans that profits obtained from satisfying customers are reasonable and it is the responsibility of the entrepreneurs in a society. First, In order to develop the educational program model, we attempted to figure out the unique characteristics of North Korean society which is known to be as JUCHAE ideology. Second, The documents on general socialist country management theories and actual cases were investigated. Third, in addition to the theoretical backgrounds, we studied the ongoing Albaina Support Project of U.S.A.I.D. which was intended to provide subsidies to transform Albania more smoothly from socialism to market economy. Fourth, interviews with some eminent scholars and government officers of Germany and Japan to understand the West Germany`s East German Company Support Programs and Japan`s Russian Economy Support Project were made. Based on the data gathered and analysis, we developed an educational model for market economy and management theories for North Koreans.

SPC초당 허창성 선생과 허영인 회장의 경영이념과 기업가 정신

김영래(Young Rai Kim) 한국경영사학회 2005 經營史學 Vol.37 No.-

Chang Sung Hur, the founder of Samrip food company and Young In Hur, the second son of Chang Sung Hur, establish SPC group as devoting themselves in a bakery business for 60 years generation after generation. Chang Sung Hur who makes the best way and the life of conscience a motto emphasizes public service and welfare of the people as a duty of an entrepreneur. Therefore, he tries to gain confidence from customers with quality-priority management and field-oriented management. He, as a founder of Samlip, wields entrepreneurship in many ways. He invents smokeless coal oven which reduces the cost of fuel reduced to a tenth. Samlip sweeps bakery market by cost reduction owing to invention of Smokeless Fuel Oven . He makes Samlip listed in 100 Largest company by developing Creambang . He also introduces Hobang a bread for winter and Icha a ice bar for summer which make Samlip a leading company in bakery industry. Young In Hur, the second son of Chang Sung Hur, undertakes Sungnam factory of Samlip and begins his own business in the name of Shany. Shany takes the first place in bakery industry in thirteen years, leaving out Samlip, a mother company. He cultivates the core capacity as an entrepreneur and establishes BR Korea in cooperating with global company, opening Baskin Rabbins as franchised shop. He also franchises Dunkin Donuts through technical cooperation with another global company. Furthermore, He creates native franchise, Paris Crossant and Paris Baquette known as brand of European stylish bread. All of business take first place among bakery industry. He undertakes Samlip, a mother company, when Samlip is under legal management as an insolvent enterprise and establishes SPC group. Young In Hur inherits management philosophy of Chang Sung Hur, his father, and establishes global management through System Management and Global SPC Belt project. Young In Hur and Chang Sung Hur are entrepreneurial entrepreneur who accomplish entrepreneurship successfully as J.A. Schumpeter, A.D. Chandler, M.E. Porter and W.J. Abernathy suggest for the ideal enterpriser.

앙트러프러너십(Entrepreneurship)과 이노베이션(Innovation)에 관한 고찰

김영래 ( Young Rai Kim ) 한국경영사학회 2004 經營史學 Vol.35 No.-

한국제조기업의 대중국 직접투자방식 결정요인에 관한 연구

김영래 ( Young Rai Kim ),강청송 ( Qing Song Kang ) 한국국제경영학회 2008 國際經營硏究 Vol.19 No.2