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Corporate learning and radical change : the case of Korean Chaebol.

By Jong-Ho Lee
Topics: History Demography
Year: 2002
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Provided by: Durham e-Theses

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  1. (2000), doi
  2. 110innovation systems (e.g. Edquist and Johnson, 1997; Gertler, 2000; 2001a; 2001b). Thus, the company outlined a spatial restructuring strategy with two distinctive aspects. On the one hand, labour-intensive and low value-added production has been shifted
  3. 112for medium and small-sized TVs (less than 17 inches) and TVCR models to Indonesian
  4. 114In the past, there was very limited power in each business division. Actually, leaders of each production cluster composing a business division were
  5. 128understanding and common sense. These elements of relational/organisational
  6. 156For the last few years, SEC has been celebrated as an exemplary case that has sustained path-breaking adaptation (see Fortune, 24 January 2000; Financial Times, 27 March 2000; Business
  7. 157Table 6.1 Market share in memory chips (1998) .1•" 2"d 3rd 41b DRAM Samsung (Korea) Micron (US) Hyundai (Korea) NEC (Japan) 2,854' (18.6%)b 1,791 (11.7%) 1,752
  8. 2.2. Defining corporate adaptation One of the central themes in evolutionary and competence-based theories of the
  9. 2.5.1. Downsizing Downsizing is referred to as a means to reduce the size and scope of firm's activities.
  10. 2.5.4. Innovations in process and product Sustaining innovation in products and processes is important if firms doi
  11. 233Amsden, A. H. (1989),
  12. 234Braczyk, H-J., Heidenreich, M. and Cooke, P. (eds.) (1998), Regional Innovation Systems: the Role of Governance in a Global World, London: UCL Press.
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  15. 238Gertler, M. (2001a), Best practice? Geography, learning and institutional limits to strong convergence, Journal of Economic Geography, 1(1), pp. 5-26. doi
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  22. 3.2. A critical perspective on geographies of learning and proximity
  23. 36Table 2.2 A tvno1ovof communities within the firm Functional groups Project teams Epistemic communities Communities of practice Informal networks Goal To deliver a product or service To
  24. 4.5.2. Interviewing The main methods that I have used were semi-structured in-depth interviews. To avoid misinterpreting the data collected from the interviews, I conducted corporate interviewing
  25. 43Table 2.3 Purposes of inter-firm alliances by large firms Classification Purposes Marketing Production Technology (R&D) Penetrating market and intensifying market positioning Overcoming trade barrier
  26. 45 See Rallet and Torre (2000) for an example of the empirical research supporting this view.
  27. 47 Based on interviews with a manager of the management team, DDD (L-1, 23/07/00) and a manager of the development support team, DDD (L-10, 19/08/00). 1341996 1994 1991 Table 5.4 Overseas R&D laboratories (LGE) Name Location Research areas Esta b.
  28. 5.6. Restructuring domestic R&D activities 5.6.1. Regulating technological competences:
  29. 8.4. doi
  30. 99The LG group is no exception. LGE, the flagship company of the group, also attempted restructuring strategies to resolve the problem. Downsizing
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  40. Being the flagship company of each chaebol, both LGE and SEC have been at the heart of the chaebol reform programme. To adapt to extremely uncertain economic conditions, the core issue became that of streamlining operations and
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