三星그룹 글로벌 CEO이건희 회장의 시대별 기업 활동과 경영전략

다국어 초록 (Multilingual Abstract)

According to professor John Corter of Harvard University, one of the main factor that cause corporate to experience failure in reform is due to the existing cooperate cultural that may hamper the smooth penetration. Hence when cooperate is building ethical culture, it is necessary to construct an infrastructure that brings ethical execution in the center of organizational management process. Yet the reform, constructing a new ethical infrastructure, can only be driven by the CEO of the organization. Chairman Kun-Hee Lee, the head of the Samsung, has set his own ethical spirit further building an infrastructure with ethical management mindset that applies from a high-ranked executive to low-ranked manager: through this Chairman Kun-Hee Lee, as a guiding figure, has advanced powerful reform even to bring change in the mindset of CEO's, other executives and its employees. Samsung's ethical infrastructure lies in “to produce the superlative goods and services based on competent human and technological resources to make a contribution to human society” and in management philosophy that is regulating the creditability or trustiness of the company. Thus Samsung, through the regular sessions of education and forwarding the ethical infrastructure, has developed into leading group not only in domestic sphere but also maintained its peculiarity in global sphere. The Samsung's management reform strategy began with “The Frankfurt declaration” on June 1993 and the epochal event has altered Samsung's constitution. At that time, Samsung Electronics were fiercely competing against currently known as LG Electronics in a domestic market yet applying the “quality based management” and recruiting competent human resources as well as investing more on R&D to stand as globally recognized first-class manufactured goods, Samsung Electronics became the leading electronics sector in domestic economy. Furthermore overcoming the IMF crisis in the late 90's, Samsung was put as a leading figure among the corporate with globally competent information technology sources in year 2000. In year 1992, a year before starting the grand reform strategy, Samsung's total profits before tax stayed 230 billion Korean Won but by the end of 2004, the total profits before tax became 60 times more, 14 trillion Korean Won. At the same time, the debt ratio was reduced from336% to 90% and moreover, Samsung's brand value hiked up as competent as No.1 brand at a global market: they became one of the leading companies in the world. In addition, Samsung carries the vision of an enterprise based on sharing and coexisting humanity, Samsung, through the active social contribution to the digitally neglected social class, not only in Korea but also in countries like Russia and Southeast Asia, has strengthened its brand image, friendliness and trustiness as well as taking full responsibility as an undertaking citizenry. Due to the Chairman Kun-Hee Lee's endeavors to build Samsung as the world's best company, active corporate activities and incessant management strategies led Samsung as the leading domestic enterprise in the global market also one of the most preferable company to invest among the Foreign Direct Investors. Currently, Samsung is putting all-in efforts in preparation for anew management project for coming decade along the training employees to become globally competent: they are not just leading a comfortable life with present time, the biggest profit in history, rather they are still seeking for reform or change in preparation to future: the exploratory question of what could Samsung do to compete in the future global market? Such a forwardly put vision of Samsung could be guidance and may well be considered to search for future direction of Korean corporate and society. Samsung aims 4 main strategies: first, management of globally competent human resources in preparation to the next 5~10 years, second, procuring the service sector and world's best product, third, seeking the opportunity for preoccupying global market by searching for the hopeful sector in the future, and last, social-friendly management and reaching the world top brand value. As the world moves step closer to the post-internet, ubiquitous and biotechnology era, the encouragement of society to such entrepreneurs is needed for Samsung to continue the myth of the world's best enterprise.

목차 (Table of Contents)

• Ⅰ. 서론
• Ⅱ. 기업의 경영전략의 학술적 정의와 특성
• Ⅲ. 삼성 이건희 회장의 기업활동과 시대적 구분
• Ⅳ. 글로벌 CEO 이건희 회장의 경영혁신 전략
• Ⅴ. 신(新)경영 전략 추진성과 분석 및 21세기 비전
• Ⅵ. 결론
• 참고문헌
• Abstract