韓国の財閥企業の競争力とはどのようなものか。技術や資本, 人材といった経営要素は, 単体では日本企業のそれと大差はない。しかし強力な意思決定構造を核とする「経営力」と連動することで高い競争力を実現してきた。創業家出身オーナーが所有と経営の中枢を掌握し, 専門経営者を育成し大幅な権限委譲を進めることで, 常に経営構造は変化している。現在多くのグループで創業家第2世代が会長としてグループ支配に決定的な影響力を行使している。それは経営の世襲や経営権紛争の原因ともなり, 社会の批判を浴びている。一層の発展のためにはグローバルな次元での市場の論理との整合性を持った経営構造の構築が求められる。
What are the competitiveness of Korean Big Business Group, "Chaebol" ? Some management elements, for example technology and capital, human resources, are similar between the Japanese and Korean companies. However, in the case of Korean chaebol, it has been to achieve high competitiveness by a strong decision-making structure to work with the "management capabilities" to the core. Founding owner seized the center of the management and ownership, by promoting the development and substantial authority delegated to professional managers. Founding family second generation have exercised a decisive influence on the group ruled as chairman. It is also cause of the management of hereditary and management disputes, has attracted the criticism of society. For further development of chaebol, the construction of a management structure that has the consistency of the logic of the market in the global dimension is required.
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