• Food Industry
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• s.14
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• pp.82-87
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• 1973

해외도입붐-. 그 물결을 타고 많은 외국기업들이 상륙했다. 크게는 자동차의 GM과 Ford, 석유의 걸프와 칼텍스등 이른바 $\ulcorner$세계기업 $\lrcorner$으로 불리우는 거상에서 가까운 일본의 이름 없는 중소기업에 이르기까지 다양하다. 이들은 해외시장개척과 현지생산의 메릿트를 찾아 줄이어 밀려닥치고 있다. 식품산업이라고 예외는 아니다. 기술제휴로 진출한 코카콜라와 펩시콜라가 시장쟁탈전을 벌이고 있고 맥스웰$\cdot$하우스$\cdot$커피의 제네럴$\cdot$푸우드(GF)도 합작투자로 상륙, 자리를 굳혔다. 이제 외국기업이라해서 아주 우리의 관심밖일 수는 없게 된 것이다. 여기 해외진출전략을 중심으로 세계식품메이커의 최근 동향을 알아본다.

• The Optical Journal
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• v.15 no.1 s.83
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• pp.35-38
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• 2003

우리나라의 중국투자는 중소기업이 주류를 이루며 현재 중국총투자중 건수로는 68.8%, 금액으로는 53.9%를 차지하는 것으로 나타났다. 신규이전을 계획하고 있는 기업들은 이전 시기에 대해 3년 이후 추진 76.3%, 2~3년내 추진 18.1%, 1년내 추진 0.6%로 응답해 앞으로 2~3년후에 기업들의 해외이전이 본격화될 것으로 전망된다.

• Journal of International Area Studies (JIAS)
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• v.22 no.3
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• pp.133-164
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• 2018

What is the impact of intercultural understanding and communication on a 'foreign' company's performance? We suggest that a firm's localization is a bilateral process requiring mutual understanding and respect of the foreign and indigenous cultures. To assess this argument, we investigate the relationship between mutual understanding (measured by power distance, communication satisfaction, and cross-cultural understanding) on organizational performance at Korean firms employing Indonesian workers in Indonesia. Survey and statistical results indicate that firm performance was negatively affected by power distance and positively affected by cross-cultural understanding. The results suggest a new perspective on enhancing the organization's performance for overseas operations. While it is necessary for Korean investors to understand local culture, educating local managers on Korean culture better enhances organizational performance.

• Journal of the Economic Geographical Society of Korea
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• v.27 no.3
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• pp.174-191
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• 2024

This study analyzed the spatiotemporal evolution of Korean multinational corporations' (MNCs') foreign direct investment (FDI) networks from 1978 to 2023, focusing on Samsung Electronics and LG Electronics. Using data on the consolidated overseas subsidiaries of these two companies, a two-mode network was constructed to examine the status of host countries through the betweenness centrality index and to identify types of countries with similar value chain arrangements by investigating their linkage structures. The main findings are as follows. First, during the early phase of Korean electronics MNCs' overseas expansion in the 1980s, they primarily established sales bases in developed consumer markets. However, over time, they gradually expanded into other business areas, including manufacturing, producer services, and R&D, increasing complexity in their FDI networks as cross-border mergers and acquisitions (M&As) became more frequent. Second, the United States has remained central to these MNCs' FDI networks since the 1980s, but more recently, China has emerged as a significant hub, challenging the U.S. in global value chains. Third, emerging Asian economies, including India, Vietnam, and Indonesia, have strengthened their positions due to the diversification of MNCs' investment objectives from manufacturing bases to a broader range of business areas. Finally, since the 2010s, the convergence of the electronics industry with the automotive electronics sector and new industries has led to a diversification of the value chain arrangements of Korean electronics MNCs.

• 월간 기계설비
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• s.53
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• pp.68-83
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• 1994

해외건설업의 경영은 지리적$\cdot$문화적 차이, 환경의 다양성, 통제불가능 변수의 존재 등 여러 가지의 불확실성 등으로 인해 국내에서의 건설업 경영보다 어려우며 그마만큼 현지화의 정착이 어렵다고 하겠다. 따라서 당해지역에 기진출 또는 진출하고자 하는 투자기업이 현지에서 국내 기업과 마찬가지로 하나의 기업으로 정착하여 현지에서의 경제적$\cdot$사회적$\cdot$정치적 변화에 능동적으로 대처하고 현지 사회와의 조화로운 성장을 도모할 수 있도록 하는 것이 현지화가 바라는 궁극적인 목적이 되겠다. 이에따라 우리 기업이 해외시장에 현지화를 도모하기 위해서는 현지의 관습, 문화 등을 충분히 숙지하고 거기에 알맞는 제반 경영관리 기법을 개발하는 등 국제 경영능력을 배양하지 않으면 안된다. 이것이 바로 현지화와 직결되는 과제라고 할수 있겠다. 이에 해외건설협회와 경제연구소에서는 해외건설진흥기금 지원사업의 일환으로 건설업 개별기업이 해외 현지화를 정착시키는데 일조가 되고자 $\ulcorner$해외건설의 현지화 정착 방안$\lrcorner$을 마련하였다. 이 내용을 본지에서는 발췌$\cdot$정리, 게재하여 해외 진출에 뜻이 있는 우리 설비업계에 도움을 주고자 한다.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.1
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• pp.33-50
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• 2014

Though South Korea has world-class volume of Venture Capital Investment, as a share of GDP, early stage venture investments are still short, and investments are concentrated in high technology area and Capital area. Because of the high barriers to entry of the new IPO and M&A market, the venture capital companies undergo difficulties in profit. High-tech ventures face difficulties in raising money from outside investors due to information asymmetry between venture investors and venture companies. To resolve these problems, developed countries's government make a co-funding investment scheme with private sectors and design incentive mechanism such as receiving knowledge of the reputable investors' joint venture. Korean central and local government can benchmark those of things. For example, the expansion of the investment volume with private sector, region-specific matching fund and venture capital's exit path diversification such as M&A through the establishment of a business venture eco-system. At the same time, venture companies are to make an efforts to enhance the ability of screening for venture companies and the value for investment activities through a joint venture investments.

• Proceedings of the Korean DIstribution Association Conference
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• 1997.07a
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• pp.59-78
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• 1997

유통업도 이제는 제조업과 마찬가지로 국경의 개념이 허물어지고 있다. 무역자유화와 더불어 유통업에 대한 외국인 투자가 자유화되면서 유통기업들도 해외에 진출하여 영업 반경을 넓히고 있다. 우리 나라도 지난 '96년 유통업에 대한 외국인 투자가 자유화되었으며, 이에 따라 까르푸, 마크로, 막스 앤 스펜서와 같은 유럽계 유통업체들이 진출하여 점포를 운영하고 있다. (중략)

• Journal of Korea Entertainment Industry Association
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• v.14 no.3
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• pp.191-200
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• 2020

Companies are seeking to maximize profits through exports and imports in the ultra-fast, ultra-high-speed modern society. It is only possible to sustain its survival if it targets the global market, not based on any specific region. The K-POP group is also targeting overseas markets in a manner similar to the various global strategies used when companies make inroads into foreign markets, including exports, contracts and direct investment. The K-POP group is engaged in various forms of activities, ranging from simple forms of performance (export) that are visited and staged by an invitation from a certain foreign country to series performances (license) by an invitation from a local promoter and tour performances using its capabilities. The K-POP group is seeking to go beyond the art of single-stage performances and make a systematic plan and make inroads into foreign countries in the form of direct investment suitable for each foreign country. The K-POP group made inroads into overseas markets in the form of simple performances from the late 1990s to 2005, when 'Korean Wave' was first introduced. Group H.O.T., etc. are typical examples. Since then, it has sought to enter overseas markets in the form of franchises by accepting overseas members by 2018, starting with Super Junior in 2005. Since then, the K-POP group in the form of joint investment attempted as group IZ*ONE in 2018 appeared, and a voice story came out in September 2018 when South Korea's JYP Entertainment and Tencent of China joined forces. Unlike K-POP Group, which has entered foreign markets with a global strategy based on the existing export method (H.O.T.), 'Boystory' is a representative group that is made with joint investment, which is a direct investment method. In February 2020, RBW released 'D1Verse,' a five-member group selected by Vietnam's reality show, as a joint investment-type group. This shows the possibility that domestic and foreign companies will release a group in the form of joint investment in order to pursue both globalization and localization.

• Proceedings of the KGS Conference
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• 2004.05a
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• pp.67-67
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• 2004

해외직접투자(FDI)는 기업의 장기적인 성장전략 차원에서 여러 가지 동기를 가진다. 본 연구는 현대자동차의 미국 앨라배마주 현지투자에 대한 사례연구를 통해 우리나라 자동차산업의 관점에서 미국에 대한 직접투자의 동기와 입지선택시의 고려요인을 분석하고, 이에 입각한 정책적 시사점을 모색한다. (중략)

• Journal of the Korea Institute of Building Construction
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• v.22 no.4
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• pp.391-402
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• 2022

With the number of social overhead capital(SOC) projects that introduce private capital on the rise, overseas construction global companies today need to establish and advance their overseas order strategies. In this context, the purpose of this study is to develop the public private partnership(PPP) capacity evaluation model for developing countries and use it for domestic overseas construction companies to establish strategies for overseas expansion. The PPP competency evaluation model analyzes the importance of PPP competency evaluation items and infrastructure environment competency evaluation items through a review of previous studies and an interview survey with overseas construction experts. Through the above analysis results and expert surveys, problems that may occur when overseas construction companies enter the PPP market were derived, and improvement measures were proposed. Countries with a high probability of overseas construction companies entering the PPP market were determined to be those that have a mature PPP system, low risk in construction, and a good entry environment with a high infrastructure market size and growth rate. In addition, a lack of PPP investment experience, the absence of information on the infrastructure environment, and a shortage of PPP experts were identified as problems when entering the overseas construction PPP market. As an improvement measure, it was suggested to enter in cooperation with domestic and foreign companies. In addition, a plan was proposed to develop a curriculum to secure experts in areas such as PPP finance and contracts and to provide PPP information for each country. These findings are expected to contribute to overseas construction companies proposing strategies for entering the overseas construction market and using them for overseas expansion strategies and policy establishment.