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[연구]Managing the human side of cross-border acquisitions in South Korea
2008.01.01 Views 697 경영학연구분석센터
Journal of World Business
Volume 43, Issue 1, January 2008, Pages 97–108
Fabian Jintae Froese (a), (1), , Yong Suhk Pak (b), , , Li Choy Chong (c), (2),
a Korea University, Anam-dong, Seongbuk-Gu, Seoul 136-701, Republic of Korea
b Yonsei University, 134 Shinchon-dong, Sudaemoon-gu, Seoul 120-749, Republic of Korea
c University of St. Gallen, Asia Research Center, Dufourstrasse 40a, 9000 St. Gallen, Switzerland
http://dx.doi.org/10.1016/j.jwb.2007.10.002
Abstract
Since the Asian financial crisis of 1997–1998, Korea has experienced a dramatic influx of foreign capital directed toward ailing Korean firms. This study shows how three Western companies integrated the human resources and organizational cultures of their Korean target firms and how Korean employees responded to the implemented changes. Data revealed that changes in human resource management and organizational culture were not only tolerated but even appreciated by the employees of Korean target firms. However, organizational culture changes encouraging more individualism and contradicting Confucian values were negatively perceived. The paper concludes with a discussion of the study's practical implications and limitations.
Keywords
Cross-border acquisition;
Integration management;
Employee reactions;
Organizational culture;
Human resources;
South Korea
Volume 43, Issue 1, January 2008, Pages 97–108
Fabian Jintae Froese (a), (1), , Yong Suhk Pak (b), , , Li Choy Chong (c), (2),
a Korea University, Anam-dong, Seongbuk-Gu, Seoul 136-701, Republic of Korea
b Yonsei University, 134 Shinchon-dong, Sudaemoon-gu, Seoul 120-749, Republic of Korea
c University of St. Gallen, Asia Research Center, Dufourstrasse 40a, 9000 St. Gallen, Switzerland
http://dx.doi.org/10.1016/j.jwb.2007.10.002
Abstract
Since the Asian financial crisis of 1997–1998, Korea has experienced a dramatic influx of foreign capital directed toward ailing Korean firms. This study shows how three Western companies integrated the human resources and organizational cultures of their Korean target firms and how Korean employees responded to the implemented changes. Data revealed that changes in human resource management and organizational culture were not only tolerated but even appreciated by the employees of Korean target firms. However, organizational culture changes encouraging more individualism and contradicting Confucian values were negatively perceived. The paper concludes with a discussion of the study's practical implications and limitations.
Keywords
Cross-border acquisition;
Integration management;
Employee reactions;
Organizational culture;
Human resources;
South Korea