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Locational Characteristics and interpretation of Hyundai Motor Group’s Headquarters in Yangjae-dong

  • Industry Promotion Research
  • Abbr : IPR
  • 2025, 10(3), pp.377~391
  • DOI : 10.21186/IPR.2025.10.3.377
  • Publisher : Industrial Promotion Institute
  • Research Area : Interdisciplinary Studies > Interdisciplinary Research
  • Received : May 30, 2025
  • Accepted : June 20, 2025
  • Published : July 31, 2025

Myoung-Jin Ham 1 Jeong-Hae Park 1

1한양대학교

Accredited

ABSTRACT

This study aims to explore how corporations can incorporate geomantic principles into the site selection process by analyzing the locational environment and geomantic characteristics of the Hyundai Motor Group headquarters. The headquarters is situated at hyeolcheo(穴處) with Guryongsan Mountain as its Jusan(主山, Main Mountain) and a stable topographic formation of the Azure Dragon on the left(左靑龍) and the White Tiger on the right(右白虎). According to 88 Hyangbeob(88 向法), the site corresponds to a Jeongwanghyang(正旺向), which is associated with the dual attainment of wealth and honor(富貴雙全). Furthermore, various Bibobeop(裨補法, Geomantic supplementation Methods) have been employed to meet geomantic criteria, while the topographical formation of Hoeryong Gojo Hyeol(回龍顧祖穴) and the inflow of Yeouicheon, symbolically associated with Mercury(水星) Goksu(曲水), guide the circulation of Gi(氣) and concentration of Saenggi(生氣), thereby reinforcing spatial stability. The building’s exterior form resembles the structure of Geumseongche(金星體), and the harmony of white and blue colors visually expresses the organization’s systemic order and innovative orientation. Additionally, the historical significance of Maljukgeori as a transportation hub during the Joseon Dynasty is closely intertwined with the symbolic identity of the automotive industry. Thus, this study demonstrates that Feng Shui transcends its role as mere traditional knowledge and can be effectively utilized as a practical strategic tool in contemporary urban spatial planning and corporate management.

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