한국적 경영(K-Management)에서의 회복탄력성의 출현: 현대그룹 창업자 정주영의 개인탄력성을 중심으로

초록

Even though there are various factors, considered by management scholars, constituting the characteristics of K-Management, undoubtedly one common element would be entrepreneurship. The present study aims at providing a theoretical framework that helps organizations, which have recently faced the COVID-19 pandemic, turn their existing view of crises into their new view of opportunities and achieve further growth. It does so by examining the effect of the individual resilience of a founder, who played a significant role in the development of the K-Management, on the manifestation of organizational resilience. For this purpose, a qualitative analysis was conducted on a series of anecdotes of Chung Ju-yung, the honorary chairman and the founder of Hyundai Group, who is widely regarded by most CEOs and scholars as an exemplary entrepreneur. The analysis first proposes that the founder's individual resilience consists of two attributes: self-efficacy and positive thinking. It then identified a virtuous feedback loop forming individual resilience through three processes: strengthening, reflection, and perseverance. Furthermore, the founder's individual resilience was found to shape the resilient organizational culture, leading to the manifestation of organizational resilience at two different processes: the value domain and the instrumental domain. In the two domains, it elicited sincere responses and routinized autonomy from members, thereby transforming crises into opportunities. Finally, we labeled the manifestation of organizational resilience in the instrumental domain as ‘Autonomy-based Bricolage (AB),’ while we did it in the value domain as "Collectivist Discipline (CD)." These key characteristics of K-Management, viewed from a resilience perspective, were abbreviated to ‘ABCD’ to impart valuable lessons to future entrepreneurs.

키워드