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자료유형
학술저널
저자정보
김동운 (동의대학교)
저널정보
한국지역사회학회 지역사회연구 지역사회연구 제18권 제1호
발행연도
2010.3
수록면
83 - 102 (20page)

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This paper explores the ways in which Hanjin Heavy Industries & Construction Group has been transformed into a holding company system. The holding company system began to be strongly recommended by the government in early 1999 as a new, democratic corporate governance of Korean chaebols, which was expected to replace the earlier autocratic, inter-twined and complex corporate governance. LG Group first adopted the new system in 2001 and, by 2009, eight more groups have followed. Hanjin Heavy Industries & Construction Group, on which this paper focuses, was formed in late 2005 and adopted the holding company system in August 2007. The paper consists of three main chapters. Chapter 2 concerns how the Group adopted the holding company system in 2007. And chapters 3 and 4 analyse in depth how ownership and management have changed before and after the new system and, thereby, examine how the earlier corporate governance have been transformed. The characteristic feature is that, while the governance became streamlined and democratic in appearance, it turned out, in reality, to be more autocratic as both ownership and management became firmly in the hands of one key figure, Nam-Ho Cho. Cho owned nearly half all the shares of the new holding company, which, in turn, had controlling interests in most of the affiliated companies. Also, Cho was the head of the holding company and was deeply involved in the management of the other companies.

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Abstract
1. 머리말
2. 한진중공업그룹과 지주회사체제
3. 소유구조의 변화
4. 경영구조의 변화
5. 맺음말
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