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2004, Vol.31, No.2

  • 1.

    How do Korean Chaebols develop Global Managers?-Cases of Samsung Electronics, LG Electronics, and SK Telecom-

    BAIK,KI BOK | 2004, 31(2) | pp.1~36 | number of Cited : 0
    Abstract PDF
    In this paper, we explore three Korean Chaebols, Samsung Electronics, LG Electronics, and SK Telecom, in terms of their strategic similarities and differences in developing and maintaining global managers. After reviewing the basic features pertaining to human resource systems in these firms, we focus on their global human resource management practices and identify characteristics specific to each as well as and factors that they have in common. We then discuss how the resource-based view of the firm suggested by Barney (1991) explains specific and generic features of each companys global human resource development system. We also discuss whether some of the specific global human resource practices in these companies could be transferred to other multinational companies outside of Korea.
  • 2.

    Cross-cultural Genaralizabnility of Organizational Commitment and Its Correlates to Korea

    조봉순 | 2004, 31(2) | pp.37~56 | number of Cited : 0
    Abstract PDF
    This study examines the cross-cultural transferability of organizational commitment as a construct in relation to Korean employees. OReilly and Chatmans organizational commitment scale was used to test whether organizational commitment has the same construct validity and criterion-related validity in a Korean context. This study also compares the concept of organizational commitment in relation to both professional and non-professional employees.The relationships typically found in the United States between organizational commitment measures and other theoretically related variables were also [delete also] found in the investigation of a Korean sample group [delete group]. In addition, differing magnitudes of work-related commitments, i.e., organizational commitment and career commitment were found between professional employees and non-professional employees in this sample. The concept of the transferability of organizational theories and measures across cultures was generally supported.
  • 3.

    Children's judgments about proportional equivalence with discrete quantities.

    정윤경 | 2004, 31(2) | pp.57~80 | number of Cited : 1
    Abstract PDF
    The present study investigated 4-, 6- 8- and 10-year-olds’s ability to judge the equivalence among proportions that involved discrete quantities. Problems were presented in the context of making magic water. Children were shown a target proportion (the recipe for the magic water) and were asked to find an equivalent proportion among three choices for the magic water. The results of this investigation provide evidence for three main conclusions. First, children’s performance in judging proportion with discrete quantities was mainly related to their correct/incorrect use of the number strategy. 4 and 6 year olds failed because they used erroneous number strategy, whereas 10 year olds succeeded by using correct number strategy. Second, young children’s tendency to use the erroneous number strategy was closely linked to their conventional counting knowledge. Third, children performed significantly better when they can use the half-boundary, providing evidence that half plays a general and important role in children’s proportional judgments. In sum, our findings indicate that children’s performance in proportional reasoning task may depends on their choice of a particular strategy that may be provoked by characteristics of problems and by their mathematical knowledge.
  • 4.

    Diversification Strategies into the Emerging Broadband Television Industry :Leading Cable Television and Telephone Firms in the USA

    강재원 | 2004, 31(2) | pp.81~106 | number of Cited : 0
    Abstract PDF
    The purpose of my study was to compare the differences in the strategic p artnerships between leading cable and telephone companies, and to reveal the current trends of the leading cable firms by way of a proposed strategic architecture that depicts the roles of various channel members and the interrelationships between them in the emerging broadband television industry. For the study, strategic partnerships that occurred among eight firms after the 1996 Telecommunication Act (from 1996 to 2001) were traced; AT&T Broadband & Internet Service, Comcast Communications, Time Warner Cable, Charter Communications, Verizon Communications, Southern Bell Communications, BellSouth, and WorldCom. My data source is the SDC Platinum database compiled by Thompson Financial Securities Data and Kagan and Associates, Inc. A comparison of two sectors (i.e., leading cable and telephone firms) provided some meaningful insights into identifying the differences in the trends behind their respective diversification strategies to compete in the broadband television industry. For instance, my study found that the leading cable firms preferred a relatively less “related” partnership mode to diversify into the broadband television industry in comparison with the leading telcos. Additionally, the leading cable firms’ partnerships took place more frequently at the level of traditional television programming production. These trends clearly demonstrate the interest of leading cable firms in acquiring content necessary for enhanced or interactive television through “unrelated” partnerships with traditional television programming production companies.
  • 5.

    South Korea's Sunshine Policy Revisited

    Yoo Chan Yul | 2004, 31(2) | pp.107~131 | number of Cited : 0
    Abstract PDF
    The Sunshine policy was based on the premise that providing charitable subsidies to North Korea would induce it to abandon communism and become a responsible member of the international community. Proving the assumption correct, the policy succeeded in inducing the North to finally cooperate with South Korea and the international community. But the policy’s weaknesses cannot be ignored; it has not persuaded Pyongyang to reform and become more open to a meaningful extent, and the peace dividend that did result has not been institutionalized. Worst, perhaps, it has not prevented military confrontation in the form of disagreements over the nuclear issue. The Roh Moo-hyun administration needs to adopt a multi-dimensional approach if it wants to make the Peace and Prosperity Policy successful. It should also take heed of the policy’s critics.