CALL FOR PAPERS
JOURNAL OF WORLD BUSINESS SPECIAL ISSUE
KOREA, IN THE MIDST OF RAPID CHANGE
Deadline for submission: September 30, 2006
South Korea has been considered a model country by many other developing
nations because of its economic success. At the same time, having lived
through the Asian financial crisis of 1997, the Korean economy has
undergone dynamic changes. While the Korean economy is striving to catch
up with developed economies such as the U.S. and Japan, followers like
China are quickly closing the gap and becoming a formidable competitor in
the global market.
With these dynamics, change is not an option, but a required path for
survival for Korean firms. Korean chaebol, group of large conglomerates,
has long been considered an engine of growth for the Korean economy. The
notion of being too big to fail, however, can no longer be found in
Korea. Even though the chaebol economy was considered the model in the
past, we now see a mixed bag of results in todays chaebol firms. For
example, while the Daewoo group, one of the big five chaebol groups,
collapsed and failed, Samsung has become a world leader in several key
manufacturing industries (Fortune, 2005). Samsung is the worlds largest
producer of memory chips and flat-panel monitors, second largest producer
of DVD players, and the third largest producer of cellular phones. Other
chaebols such as Hyundai Motor Co. and LG Electronics have also emerged as
one of the worlds largest producers of automobiles, air conditioners, and
CD-ROM drives (Business Week, 2004).
Apart from the successful transformation of some chaebols, there has also
been significant growth in entrepreneurship (Fortune, 2002). While joining
chaebol firms was the most successful career choice in the past, many of
the current generation are starting their own businesses, some right out
of college (Economist, 2000). The widespread use of information
technology may have made Koreans more creative and risk-taking.
These dynamic changes in the Korean economy have also brought about new
questions and the need for a better understanding in the following areas:
1) Why do some chaebol firms in Korea fail to exist while others become
more successful than in the past? 2) Have we noticed any substantial
changes in the organizational structure and corporate governance of Korean
companies? 3) How do new entrepreneurial firms cooperate and compete with
the established chaebol firms?
Given the above background, this special issue is prepared to shed new
lights on Korean companies and their management by addressing both the
macro and micro issues that these companies face in todays global
market. Existing research on Korean companies has mainly focused on their
corporate and business strategies. Creative extension of this research
line is welcome. In addition, research on their human resource management
practices and leadership styles is rather sparse. New micro angles in
looking into Korean firms are also welcome.
Some topics suitable for consideration in this special issue include, but
are not limited to:
· What are the positive and negative elements associated with the
chaebol economy in gaining and sustaining competitive advantages?
· How does the chaebol system affect a firms ability to generate
new knowledge that helps chaebol firms in competition?
· What factors were most critical to the success of Korean firms in
the past and what are the major challenges in the new environment?
· Are domestically competitive chaebol firms successful in the
global market as well?
· How are chaebol firms competing with follower firms from China in
the international markets?
· Do political connections help or harm chaebols during the change?
· Do chaebol firms help or hinder entrepreneurial development?
· Do small firms look for international opportunities because they
are driven out or because they are more competitive?
· How do entrepreneurial firms compete with chaebol firms?
· What organizational and governance structural overhaul made it
possible for companies like Samsung to become a globally competitive MNC?
· What are the key characteristics of human resource management of
successful Korean chaebols in the global market?
· How do Korean chaebols recruit and train managers who can manage
diverse workforce in overseas subsidiaries?
· Are there any new leadership styles to which the recent success
of Korean companies are attributable?
Submissions are to be made electronically to both Yongsun Paik at
yspaik@lmu.edu and Seung-Hyun Lee at
lee.1085@utdallas.edu.
References
Business Week. 2004. Hyundai gets hailed in auto quality. 4/28/04
Economist. 2000. Career path. 4/1/00
Fortune.2002. No ice? No problem! 5/27/02
Fortune. 2005. The worlds most admired companies. 3/7/05
Special issue guest co-Editors
Yongsun Paik, Loyola Marymount University,
Seung-Hyun Lee, University of Texas at Dallas
Yongsun Paik, Ph.D.
Professor of International Business & Management
Department of Management
Hilton Center for Business
Loyola Marymount University
One LMU Dr.
Los Angeles, CA 90045
Tel: (310) 338-7402
Fax: (310) 338-3000
e-mail:
yspaik@lmu.edu
http://www.lmu.edu/pages/11252.asp