메뉴 건너뛰기




Volumn 40, Issue 4-5, 2007, Pages 431-445

Lessons from the Korean Crisis: Policy and Managerial Implications

(2)  Euh, Yoon Dae a   Rhee, Jay Hyuk a  

a NONE

Author keywords

[No Author keywords available]

Indexed keywords

INDUSTRIAL ECONOMICS; INDUSTRIAL MANAGEMENT; PUBLIC POLICY; SOCIETIES AND INSTITUTIONS;

EID: 34548819921     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.lrp.2007.06.005     Document Type: Article
Times cited : (15)

References (59)
  • 1
    • 34548843700 scopus 로고    scopus 로고
    • L. Fernandez and P. Symonds, Daewoo collapse threatens further financial crisis in South Korea, World Socialist Web Site. http://www.wsws.org. (1999).
  • 2
    • 34548825186 scopus 로고    scopus 로고
    • Financial reform and the efficiency of credit allocation in Korea
    • Borensztein E., and Lee J.-W. Financial reform and the efficiency of credit allocation in Korea. The Journal of Policy Reform 8 1 (2005) 55-68
    • (2005) The Journal of Policy Reform , vol.8 , Issue.1 , pp. 55-68
    • Borensztein, E.1    Lee, J.-W.2
  • 3
    • 34548822230 scopus 로고    scopus 로고
    • An analysis of financial crisis handling: Lessons from the Korean experience
    • For example, see
    • For example, see. Kim T. An analysis of financial crisis handling: Lessons from the Korean experience. Management International Review 39 (1999) 27-50
    • (1999) Management International Review , vol.39 , pp. 27-50
    • Kim, T.1
  • 4
    • 34548814518 scopus 로고    scopus 로고
    • Reappraising Korea: The crisis, aftermath, and future challenges
    • Ungson G., Steers R., and Park S. Reappraising Korea: The crisis, aftermath, and future challenges. Management International Review 39 (1999) 51-83
    • (1999) Management International Review , vol.39 , pp. 51-83
    • Ungson, G.1    Steers, R.2    Park, S.3
  • 5
    • 34548853192 scopus 로고    scopus 로고
    • Is Asia prepared for the next crisis?
    • Is Asia prepared for the next crisis?. Business Week (27 September (2004))
    • (2004) Business Week
  • 6
    • 33947179970 scopus 로고    scopus 로고
    • Contagion? No, wake-up call
    • Contagion? No, wake-up call. Business Week (12 March (2007))
    • (2007) Business Week
  • 7
    • 21844457131 scopus 로고    scopus 로고
    • Learning from failures: Why it may not happen
    • Baumard P., and Starbuck W.H. Learning from failures: Why it may not happen. Long Range Planning 38 3 (2005) 281-298
    • (2005) Long Range Planning , vol.38 , Issue.3 , pp. 281-298
    • Baumard, P.1    Starbuck, W.H.2
  • 8
    • 21844461838 scopus 로고    scopus 로고
    • Failing to learn and learning to fail (intelligently): How great organizations put failure to work to innovate and improve
    • Cannon M.D., and Edmondson A.C. Failing to learn and learning to fail (intelligently): How great organizations put failure to work to innovate and improve. Long Range Planning 38 3 (2005) 299-319
    • (2005) Long Range Planning , vol.38 , Issue.3 , pp. 299-319
    • Cannon, M.D.1    Edmondson, A.C.2
  • 9
    • 21844465678 scopus 로고    scopus 로고
    • Riding the wrong wave: Organizational failure as a failed turnaround
    • Sheppard J.P., and Chowdhury S.D. Riding the wrong wave: Organizational failure as a failed turnaround. Long Range Planning 38 3 (2005) 239-260
    • (2005) Long Range Planning , vol.38 , Issue.3 , pp. 239-260
    • Sheppard, J.P.1    Chowdhury, S.D.2
  • 10
    • 0034521960 scopus 로고    scopus 로고
    • Strategic lessons from the Asian crisis
    • Singh K., and Yip G.S. Strategic lessons from the Asian crisis. Long Range Planning 33 5 (2000) 706-729
    • (2000) Long Range Planning , vol.33 , Issue.5 , pp. 706-729
    • Singh, K.1    Yip, G.S.2
  • 11
    • 0000953669 scopus 로고
    • The iron cage revisited: Institutional isomorphism and collective rationality in organization fields
    • DiMaggio P., and Powell W. The iron cage revisited: Institutional isomorphism and collective rationality in organization fields. American Sociological Review 48 (1983) 147-160
    • (1983) American Sociological Review , vol.48 , pp. 147-160
    • DiMaggio, P.1    Powell, W.2
  • 12
    • 0000057597 scopus 로고
    • Institutionalized organizations: Formal structure as myth and ceremony
    • Meyer J., and Rowan B. Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology 83 (1977) 340-363
    • (1977) American Journal of Sociology , vol.83 , pp. 340-363
    • Meyer, J.1    Rowan, B.2
  • 13
    • 0000189829 scopus 로고
    • Institutional sources of change in the formal structure of organizations: The diffusion of civil service reform, 1880-1935
    • Tolbert P., and Zucker L. Institutional sources of change in the formal structure of organizations: The diffusion of civil service reform, 1880-1935. Administrative Science Quarterly 28 (1983) 22-39
    • (1983) Administrative Science Quarterly , vol.28 , pp. 22-39
    • Tolbert, P.1    Zucker, L.2
  • 14
    • 0001279075 scopus 로고
    • Strategic responses to institutional processes
    • Oliver C. Strategic responses to institutional processes. Academy of Management Review 16 (1991) 145-179
    • (1991) Academy of Management Review , vol.16 , pp. 145-179
    • Oliver, C.1
  • 15
    • 0033249245 scopus 로고    scopus 로고
    • Organizational legitimacy under conditions of complexity: The case of the multinational enterprise
    • Kostova T., and Zaheer S. Organizational legitimacy under conditions of complexity: The case of the multinational enterprise. Academy of Management Review 24 (1999) 61-81
    • (1999) Academy of Management Review , vol.24 , pp. 61-81
    • Kostova, T.1    Zaheer, S.2
  • 16
    • 84928460817 scopus 로고
    • Centralization, fragmentation, and school district complexity
    • Meyer J., Scott W., and Strange D. Centralization, fragmentation, and school district complexity. Administrative Science Quarterly 32 (1987) 186-201
    • (1987) Administrative Science Quarterly , vol.32 , pp. 186-201
    • Meyer, J.1    Scott, W.2    Strange, D.3
  • 17
    • 0031495471 scopus 로고    scopus 로고
    • Integrating transaction cost and institutional theories: Toward a constrained-efficiency framework for understanding organizational design adoption
    • Roberts P., and Greenwood R. Integrating transaction cost and institutional theories: Toward a constrained-efficiency framework for understanding organizational design adoption. Academy of Management Review 22 (1997) 346-373
    • (1997) Academy of Management Review , vol.22 , pp. 346-373
    • Roberts, P.1    Greenwood, R.2
  • 18
    • 34548827410 scopus 로고    scopus 로고
    • Cutting down the chaebols
    • Cutting down the chaebols. The Economist (12 November (1998))
    • (1998) The Economist
  • 21
    • 34548850946 scopus 로고    scopus 로고
    • Liberalising the capital account without losing balance: Lessons from Korea
    • Cho Y.J., and McCauley R.N. Liberalising the capital account without losing balance: Lessons from Korea. Bank for International Settlements Papers 15 (2003) 75-92
    • (2003) Bank for International Settlements Papers , vol.15 , pp. 75-92
    • Cho, Y.J.1    McCauley, R.N.2
  • 22
    • 33750864595 scopus 로고    scopus 로고
    • An empirical analysis of outward foreign direct investment of Korea and Japan
    • Bae S., and Hwang S. An empirical analysis of outward foreign direct investment of Korea and Japan. Multinational Business Review 5 2 (1997) 71-80
    • (1997) Multinational Business Review , vol.5 , Issue.2 , pp. 71-80
    • Bae, S.1    Hwang, S.2
  • 23
    • 33845700685 scopus 로고    scopus 로고
    • Foreign market uncertainty and incremental international expansion: The moderating effects of firm, industry, and host country factors
    • See which reports the effect of the relative labor cost advantage of a host country on the internationalization process by Korean firms
    • See. Rhee J.H., and Cheng J. Foreign market uncertainty and incremental international expansion: The moderating effects of firm, industry, and host country factors. Management International Review 42 (2002) 419-439 which reports the effect of the relative labor cost advantage of a host country on the internationalization process by Korean firms
    • (2002) Management International Review , vol.42 , pp. 419-439
    • Rhee, J.H.1    Cheng, J.2
  • 24
    • 34548819104 scopus 로고    scopus 로고
    • Y.-D. Euh, Foreign exchange crisis in Korea, The seminar on Korea: A new frontier for American business June (1998).
  • 25
    • 34548844521 scopus 로고    scopus 로고
    • Effects of trading volume on the volatility of won/dollar exchange rate
    • Chung C.-S., and Ho S. Effects of trading volume on the volatility of won/dollar exchange rate. Kukje Kyungje Yongu 5 (1999) 27-44
    • (1999) Kukje Kyungje Yongu , vol.5 , pp. 27-44
    • Chung, C.-S.1    Ho, S.2
  • 26
    • 33750849070 scopus 로고    scopus 로고
    • The impact of corruption and transparency on foreign direct investment: An empirical analysis
    • See for details
    • See. Zhao J., Kim S., and Du J. The impact of corruption and transparency on foreign direct investment: An empirical analysis. Management International Review 43 (2003) 41-62 for details
    • (2003) Management International Review , vol.43 , pp. 41-62
    • Zhao, J.1    Kim, S.2    Du, J.3
  • 28
    • 34548861835 scopus 로고    scopus 로고
    • Shipbuilding, The Economist 1 May (2003).
  • 29
    • 34548857141 scopus 로고    scopus 로고
    • Industrial polices and the chaebol
    • The so-called '5+3' principles agreed in 1998 between the president-elect and the representatives of the top 5 chaebols were introduced as the guidelines for corporate restructuring and reform. The Big Deal was also initiated by the government to put chaebols under great pressure to swap and reorganize their businesses. However, the restructuring process tended to focus on how to simply change the outward symptomatic characteristics rather than how to fundamentally establish the right institutional environments. As a consequence, the 'new' industrial policies after the crisis are perceived as a failure. See. Jwa S.-H., and Seo J.-H. (Eds), Korea Economic Research Institute, Seoul
    • The so-called '5+3' principles agreed in 1998 between the president-elect and the representatives of the top 5 chaebols were introduced as the guidelines for corporate restructuring and reform. The Big Deal was also initiated by the government to put chaebols under great pressure to swap and reorganize their businesses. However, the restructuring process tended to focus on how to simply change the outward symptomatic characteristics rather than how to fundamentally establish the right institutional environments. As a consequence, the 'new' industrial policies after the crisis are perceived as a failure. See. Jwa S.-H., and Seo J.-H. Industrial polices and the chaebol. In: Jwa S.-H., and Seo J.-H. (Eds). Korean chaebol in transition: Road ahead and agenda (2000), Korea Economic Research Institute, Seoul 39-82
    • (2000) Korean chaebol in transition: Road ahead and agenda , pp. 39-82
    • Jwa, S.-H.1    Seo, J.-H.2
  • 30
    • 34548814217 scopus 로고    scopus 로고
    • The chaebol that ate Korea
    • The chaebol that ate Korea. The Economist (12 November (1998))
    • (1998) The Economist
  • 32
    • 34548824908 scopus 로고    scopus 로고
    • The statistics reported here are based on the more usual consolidated financial statements, which might be different from those based on the combined financial statements. See Web site, The Economist 11 December (1997).
  • 34
    • 0010023637 scopus 로고
    • Using core competences to develop new business
    • Bakker H., Jones W., and Nichols M. Using core competences to develop new business. Long Range Planning 27 6 (1994) 13-27
    • (1994) Long Range Planning , vol.27 , Issue.6 , pp. 13-27
    • Bakker, H.1    Jones, W.2    Nichols, M.3
  • 35
    • 0042563061 scopus 로고
    • Strategic control through core competencies
    • Band D., and Scanlan G. Strategic control through core competencies. Long Range Planning 28 4 (1995) 102-114
    • (1995) Long Range Planning , vol.28 , Issue.4 , pp. 102-114
    • Band, D.1    Scanlan, G.2
  • 36
    • 0002497128 scopus 로고    scopus 로고
    • Core competence: What does it mean in practice?
    • Javidan M. Core competence: What does it mean in practice?. Long Range Planning 31 1 (1998) 60-71
    • (1998) Long Range Planning , vol.31 , Issue.1 , pp. 60-71
    • Javidan, M.1
  • 37
    • 0001614695 scopus 로고    scopus 로고
    • Building growth on core competences - A practical approach
    • Petts N. Building growth on core competences - A practical approach. Long Range Planning 30 4 (1997) 551-561
    • (1997) Long Range Planning , vol.30 , Issue.4 , pp. 551-561
    • Petts, N.1
  • 38
    • 0006742555 scopus 로고    scopus 로고
    • Building a strategy on competences
    • Post H. Building a strategy on competences. Long Range Planning 30 5 (1997) 733-740
    • (1997) Long Range Planning , vol.30 , Issue.5 , pp. 733-740
    • Post, H.1
  • 39
    • 0035302153 scopus 로고    scopus 로고
    • Mastering strategic renewal: Mobilising renewal journeys in multi-unit firms
    • Volberda H., Baden-Fuller C., and van den Bosch F. Mastering strategic renewal: Mobilising renewal journeys in multi-unit firms. Long Range Planning 34 2 (2001) 159-178
    • (2001) Long Range Planning , vol.34 , Issue.2 , pp. 159-178
    • Volberda, H.1    Baden-Fuller, C.2    van den Bosch, F.3
  • 40
    • 34548848071 scopus 로고    scopus 로고
    • Effective MNC knowledge resources during a radical environmental shift
    • For example, see
    • For example, see. Wang H.-M., and Bansal P. Effective MNC knowledge resources during a radical environmental shift. Management International Review 45 (2005) 9-30
    • (2005) Management International Review , vol.45 , pp. 9-30
    • Wang, H.-M.1    Bansal, P.2
  • 41
    • 1942425914 scopus 로고    scopus 로고
    • Are you too focused?
    • This study classified 412 S&P 500 companies into three categories: 'focused' (at least 67 percent of revenues from one business segment), 'moderately diversified' (at least 67 percent of revenues from two segments), and 'diversified' (less than 67 percent of revenues from two segments).
    • Harper N., and Viguerie S. Are you too focused?. The McKinsey Quarterly (2002) This study classified 412 S&P 500 companies into three categories: 'focused' (at least 67 percent of revenues from one business segment), 'moderately diversified' (at least 67 percent of revenues from two segments), and 'diversified' (less than 67 percent of revenues from two segments).
    • (2002) The McKinsey Quarterly
    • Harper, N.1    Viguerie, S.2
  • 42
    • 13444294342 scopus 로고    scopus 로고
    • The evolution and restructuring of diversified business groups in emerging markets: The lessons from chaebols in Korea
    • Kim H., Hoskisson R., Tihanyi L., and Hong J. The evolution and restructuring of diversified business groups in emerging markets: The lessons from chaebols in Korea. Asia Pacific Journal of Management 21 (2004) 25-48
    • (2004) Asia Pacific Journal of Management , vol.21 , pp. 25-48
    • Kim, H.1    Hoskisson, R.2    Tihanyi, L.3    Hong, J.4
  • 43
    • 34548849842 scopus 로고    scopus 로고
    • An alternative perspective on government policy towards the chaebol in Korea: Industrial policy, financial regulations, and political democracy
    • Jwa S.-H., and Seo J.-H. (Eds), Korea Economic Research Institute, Seoul
    • Chang H.-J., and Park H.-J. An alternative perspective on government policy towards the chaebol in Korea: Industrial policy, financial regulations, and political democracy. In: Jwa S.-H., and Seo J.-H. (Eds). Korean chaebol in transition: Road ahead and agenda (2000), Korea Economic Research Institute, Seoul 83-140
    • (2000) Korean chaebol in transition: Road ahead and agenda , pp. 83-140
    • Chang, H.-J.1    Park, H.-J.2
  • 45
    • 21844452413 scopus 로고    scopus 로고
    • The dynamics of boards of directors in failing organizations
    • Mellahi K. The dynamics of boards of directors in failing organizations. Long Range Planning 38 3 (2005) 261-279
    • (2005) Long Range Planning , vol.38 , Issue.3 , pp. 261-279
    • Mellahi, K.1
  • 46
    • 0001026456 scopus 로고    scopus 로고
    • A survey of corporate governance
    • Shleifer A., and Vishny R. A survey of corporate governance. Journal of Finance 52 (1997) 737-783
    • (1997) Journal of Finance , vol.52 , pp. 737-783
    • Shleifer, A.1    Vishny, R.2
  • 47
    • 33644793586 scopus 로고    scopus 로고
    • The globalization of corporate governance in East Asia: The 'transnational' solution
    • Young M., Ahlstrom D., and Bruton G. The globalization of corporate governance in East Asia: The 'transnational' solution. Management International Review 44 (2004) 31-50
    • (2004) Management International Review , vol.44 , pp. 31-50
    • Young, M.1    Ahlstrom, D.2    Bruton, G.3
  • 48
    • 0344245276 scopus 로고    scopus 로고
    • Six deadly sins
    • Six deadly sins. The Economist (5 March (1998))
    • (1998) The Economist
  • 49
    • 1842587581 scopus 로고    scopus 로고
    • Good governance and the misleading myths of bad metrics
    • For example, see
    • For example, see. Sonnenfeld J. Good governance and the misleading myths of bad metrics. Academy of Management Executive 18 (2004) 108-113
    • (2004) Academy of Management Executive , vol.18 , pp. 108-113
    • Sonnenfeld, J.1
  • 50
    • 0038711743 scopus 로고    scopus 로고
    • R. Aguilera and G. Jackson, The cross-national diversity of corporate governance: Dimensions and determinants, Academy of Management Review 28(3), 447-465.
  • 51
    • 33745787883 scopus 로고    scopus 로고
    • Does corporate governance predict firms' market values? Evidence from Korea
    • See, for example available at SSRN
    • See, for example. Black B., Jang H., and Kim W. Does corporate governance predict firms' market values? Evidence from Korea. Journal of Law, Economics, and Organization (2006). http://ssrn.com/abstract=311275 available at SSRN
    • (2006) Journal of Law, Economics, and Organization
    • Black, B.1    Jang, H.2    Kim, W.3
  • 53
    • 0037933200 scopus 로고    scopus 로고
    • Antecedents and consequences of corporate governance reform: The case of Germany
    • For example, see
    • For example, see. Tuschke A., and Sanders W. Antecedents and consequences of corporate governance reform: The case of Germany. Strategic Management Journal 24 (2003) 631-649
    • (2003) Strategic Management Journal , vol.24 , pp. 631-649
    • Tuschke, A.1    Sanders, W.2
  • 54
    • 0037380327 scopus 로고    scopus 로고
    • Corporate governance, investment bandwagons and overcapacity: An analysis of the worldwide petrochemical industry, 1975-95
    • Henderson J., and Cool K. Corporate governance, investment bandwagons and overcapacity: An analysis of the worldwide petrochemical industry, 1975-95. Strategic Management Journal 24 (2003) 349-373
    • (2003) Strategic Management Journal , vol.24 , pp. 349-373
    • Henderson, J.1    Cool, K.2
  • 55
    • 21844505035 scopus 로고
    • Corporate divestiture intensity in restructuring firms: Effects of governance, strategy, and performance
    • Hoskisson R., Johnson R., and Moesel D. Corporate divestiture intensity in restructuring firms: Effects of governance, strategy, and performance. Academy of Management Journal 37 (1994) 1207-1251
    • (1994) Academy of Management Journal , vol.37 , pp. 1207-1251
    • Hoskisson, R.1    Johnson, R.2    Moesel, D.3
  • 57
    • 0042327260 scopus 로고    scopus 로고
    • Foreign direct investment (FDI) management and economic crisis in Asia: Taiwan's changing strategy
    • McBeath G.A. Foreign direct investment (FDI) management and economic crisis in Asia: Taiwan's changing strategy. Management International Review 4 (1999) 105-135
    • (1999) Management International Review , vol.4 , pp. 105-135
    • McBeath, G.A.1
  • 59
    • 34548833095 scopus 로고    scopus 로고
    • Reflections on the Asian crisis: Introduction to the special issue
    • Serapio M.G., and Shenkar O. Reflections on the Asian crisis: Introduction to the special issue. Management International Review 4 (1999) 3-12
    • (1999) Management International Review , vol.4 , pp. 3-12
    • Serapio, M.G.1    Shenkar, O.2


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.