The Entrepreneurial Basis of Korean Enterprise: Past Accomplishments and Future Challenges

Shim, Won-Shul; Steers, Richard M.

doi:10.1080/713999118

Cited by 11 publications

(4 citation statements)

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“…Some of the barriers to achieving change included a lack of understanding about what precisely “organisational culture” meant, campaign managers who lacked the knowledge and skills in culture change management, a failure on the part of the firm to involve employees during change, an unrealistic expectation that immediate results would occur and a failure to link culture change efforts to other firm activities (Park, 2001, pp. 98, 106; Shim and Steers, 2001).…”

Section: Future Direction Of Hrm Practices In Koreamentioning

confidence: 99%

The significance of cultural norms in the evolution of Korean HRM practices

Miles

2008

International Journal of Law and Management

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PurposeThe purpose of this paper is to consider recent changes to human resource management practices in South Korean firms (traditionally influenced by Confucian ideology) as they respond to the demands and pressures brought by liberalization and globalization.Design/methodology/approachThis paper critically analyses a range of recently published (2000‐2006) works on South Korean human resource management practices with a view to predicting future trends in company practices.FindingsSouth Korean firms are breaking with tradition and experimenting with western style HRM practices. Changes to traditional practices indicate a move away from Confucian style company management, which may have repercussions for its society.Originality/valueThis paper fulfils an identified information/resources need and contributes to the study of recent changes and developments in corporate governance in South East Asian countries.

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Section: Future Direction Of Hrm Practices In Koreamentioning

confidence: 99%

The significance of cultural norms in the evolution of Korean HRM practices

Miles

2008

International Journal of Law and Management

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“…One of the reasons for the Korea's economic crisis in the late 1990s was seen to be the failure of leaders to adjust to a rapidly changing business environment (Shim and Steers ). As a consequence, leaders’ role in driving organizational performance and leading organizational change has been highly stressed since then.…”

Section: Discussionmentioning

confidence: 99%

Leadership development inKorea: aDelphi study

Choi

Yoon

Jeung

2012

Asia Pac J Human Res

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The purpose of this study was to identify the leadership competencies most required for leaders operating in Korean organizations and to examine the characteristics of leadership development practices used for developing those competencies. The Delphi method was used to obtain the consensus of a group of leadership development experts in Korea and, ultimately, to identify and prioritize issues relevant to this study. The findings revealed that some universal leadership competencies commonly identified in the global leadership literature are important for contemporary leaders in Korea; at the same time, there are idiosyncratic competencies required that reflect the characteristics of Korean society. In addition, Korean organizations have adopted many leadership development methods developed in western countries, and the relatively new methods such as coaching and 360‐degree feedback are considered to be more effective than the traditional methods. Finally, strong support from the CEO and top management is the most critical factor affecting the success of leadership development practices in Korea.

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“…Shim and Steers (2001) † Overall management structure (1) Without major changes in the management structure and practices, past mistakes will probably be repeated in Korean firms.…”

Section: Main Study Areasmentioning

confidence: 99%

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

Jun

Rowley

2013

Business History

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HEAD Foundation, SingaporeEmbedded 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.

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The Entrepreneurial Basis of Korean Enterprise: Past Accomplishments and Future Challenges

Cited by 11 publications

References 0 publications

The significance of cultural norms in the evolution of Korean HRM practices

The significance of cultural norms in the evolution of Korean HRM practices

Leadership development inKorea: aDelphi study

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

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