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This paper aims to clarify the characteristics of early management through specific review on the foundation of Kyungsong Spinning Co., Ltd.(the first cotton spinning company established eith Korea’s capital during the Japanese colonial period) in 1919 and its downfall due to ‘Sampum Speculation’, and its recovery process. Kyungsong Spinning Co., Ltd. was co?founded with landlords’ and merchants’ capital, by taking an chance of war boom (World War I) and ‘Colony Business Boom’ by Japanese capital. In 1920, however, the company went into a crisis due to the reckless speculative management known as ‘Sampum Speculation.’ With huge borrowings from the Joseon Siksan(Development) Bank and industrial subsidy from the Joseon General Government Office, the company managed to get over the crisis and resume the facility investment.
Against an intense market pressure caused by cheap imported cotton(ex: 3A) in 1923, the cotton spinning company promoted a competition?avoiding production strategy and a nationalism?oriented management policy. Despite a great loss generated by a heavy flood in 1925, besides, the company made a profit from the sharp rise of cotton price. As of the end of fiscal year of 1926, therefore, the company offset the total loss that had been carried forward because of Sampum Speculation and normalized their business.
The early management of Kyungsong Spinning Co., Ltd. can be seen as the recovery process from lax management and late dis advantage which can be compared to discreet management and competition?oriented management policy of the leading Joseon Spinning Co., Ltd., Because of Kyungsong Spinning Co., Ltd. early management, besides, the offspring of Empire which was seen as a recovery from the crisis by subsidy by profiting from the Joseon General Government Office?s development policy or the reconnaissance of great army that was considered as a recovery from the financial crisis through late profit and consequent lessons.
Unlike the previous abstract history of the imperial policy or even the standardized market?oriented studies, therefore, this paper has taken the economic policy and market conditions as common management environment and focused on a logic of the internal growth of the modern Kyungsong Spinning Co., Ltd.
Against an intense market pressure caused by cheap imported cotton(ex: 3A) in 1923, the cotton spinning company promoted a competition?avoiding production strategy and a nationalism?oriented management policy. Despite a great loss generated by a heavy flood in 1925, besides, the company made a profit from the sharp rise of cotton price. As of the end of fiscal year of 1926, therefore, the company offset the total loss that had been carried forward because of Sampum Speculation and normalized their business.
The early management of Kyungsong Spinning Co., Ltd. can be seen as the recovery process from lax management and late dis advantage which can be compared to discreet management and competition?oriented management policy of the leading Joseon Spinning Co., Ltd., Because of Kyungsong Spinning Co., Ltd. early management, besides, the offspring of Empire which was seen as a recovery from the crisis by subsidy by profiting from the Joseon General Government Office?s development policy or the reconnaissance of great army that was considered as a recovery from the financial crisis through late profit and consequent lessons.
Unlike the previous abstract history of the imperial policy or even the standardized market?oriented studies, therefore, this paper has taken the economic policy and market conditions as common management environment and focused on a logic of the internal growth of the modern Kyungsong Spinning Co., Ltd.
#Kyungsong Spinning Co.
#Ltd. Joseon Spinning Co.
#Ltd. Seong‐Su Kim
#Yeon‐Su Kim
#Gang‐Hyeon Lee
#Koch'ang Kim's Clan
#Sampum Speculation
#Late Disadvantage
#Offspring of Empire
#Reconnaissance of Great Army
#Colony Business Boom
#Crisis Recovery by Borrowings
#Industrial subsidy
#Competition‐avoiding Production Strategy
#Non‐price Competition Strategy
목차
Ⅰ. 과제와 방법
Ⅱ. 회사설립과 ‘식민지 기업열’
Ⅲ. 이른바 ‘삼품투기’의 충격과 경영위기
Ⅳ. 경영위기에의 대응과 파이넌스
Ⅴ. 경영위기의 극복과 경영정책
Ⅵ. 사업성적과 수지구조의 분석
Ⅶ. 결론에 대신하여
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