- 著者
- 柳町 功
- 出版者
- 慶應義塾大学出版会
- 雑誌
- 三田商学研究 (ISSN:0544571X)
- 巻号頁・発行日
- vol.49, no.6, pp.147-158, 2007-01
赤川元章教授退任記念号韓国最大の財閥,三星の創業者・李喆(イ・ビョンチョル)が後のグループ主軸事業である電子工業に新規参入したのは,1960年代末である。当時三星は,韓国肥料事件という政治スキャンダルの後遺症に悩まされていた。肥料工場建設はかねてから李喆の悲願であったが,密輸事件の責任を取って工場は国家に寄付し,自ら経営の第一線を引退していた。その彼が経営者としての復帰とグループ再建を賭けて乗り出したのが電子工業への新規参入であった。日米の事情は電子工業の戦略的重要性を意味し,政府もまた積極的な取り組みを始めていた。李喆は,部品の自給体制に基づく完成品までの一貫生産システムを構築し,大量生産と輸出を目指すという意欲的な構想を持っていた。三星の構想に既存業界は猛反発したが,政府が生産品の全量輸出という条件を課しようやく参入が実現した。後発の三星が事業成功できた要因として技術,資金,人材の3つの面に着目できる。海外からの技術導入に依存せざるをえなかったが,生え抜き技術者の育成という意味も含め,日本からの技術吸収に貪欲なまでに取り組んだ。資金面としては,1950年代に三星は李承晩政権と緊密な関係を築き,製糖業や毛織業から莫大な富を蓄積していた。高級技術者の確保については三星内部,特に東洋放送からの異動や海外からのスカウトによるところが大きかった。最後に,李喆の企業家精神に注目したい。国策的色彩の強い中で,国益と創業者の事業欲とが一致することで事業展開が可能となった。創業者の強烈な個性やリーダーシップに主導された電子工業への新規参入は,ファミリービジネスとしての取り組みが成功した事例として評価できる。同時に,電子工業への進出には,韓国経済の比重が重化学工業へシフトしつつある発展段階に積極的に呼応しようという戦略的意思決定が存在していた。
2 0 0 0 OA 一九九六年の外国経営史
2 0 0 0 OA 韓国財閥における構造調整の展開
It is the aim of this paper to review the backgrounds and features of corporate restructuring that has been undertaken in Korean big business groups, or chaebol, in 1990's. We can explain the traditional structure of Korean chaebol from two features such as absolutely closed ownership by founder on his family, and highly diversified business structure. Through recent corporate restructuring we can confirm that traditional features in Korean chaebol has been changing. Corporate restructuring can be explained from two aspects such as "inside" factors and "outside" factors. As inside factors, for example, we can point out two major changes, such as the wealth inheritance and distribution among the chaebol families, and aggressive restructuring drive aimed for the world best company. And as outside factors we can consider stepped up the Kim Dae-jung administration's policy for chaebol reform. In the last two years after the onset of Korea's IMF crisis, many chaebols have successfully overcome the worst recession through painful reforms. But among the largest five chaebols, the Daewoo group, which was famous for its "globalization strategy" and "emperor-management style" by chairman Kim Woo-choong, collapsed in the summer 1999. In the top-four chaebol, the Samsung group is undisputedly the best "role model" in Korea's corporate restructuring drive. Samsung's corporate restructuring can be explained from the two aspects above mentioned. Other groups, Hyundai, LG, and SK are also highly estimated in their successful restructuring efforts by President Kim Dae-jung and the government. In early January 1998, President-elect Kim Dae-jung and five tycoons of Korean largest chaebols agreed to drastically reform their business practices. The five-point accord, which became the main targets of President Kim's chaebol-policy, was as follows: to hold chaebol leaders more accountable for their managerial performances, to boost managerial transparency, to improve their financial health, to focus on core businesses and to eliminate loan guarantees among affiliates. And at the end of August 1999, President Kim has started new three reform programs. These new measures are aimed at restricting the chaebol's control of the non-banking financial sector, barring them from circular cross-unit equity investment and inside trading and checking illegal inheritances and the transfer of wealth among chaebol family members. As a whole, these government-pressured policies are very severe. But the most important point is not the government policy but the chaebol's understanding of crisis and their positive attitude for reforming themselves in order to survive intensifying global competition.