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Sustainability of Zaibatsu/Chaebol in Japan and Korea - Comparison on Korean Chaebol after the 1997 economic crisis and Mitsui Zaibatsu in the last stage in pre-war Japan -

日韩财阀/财阀的可持续性 - 1997年经济危机后的韩国财阀与战前日本最后阶段的三井财阀比较 -

基本信息

批准号：
15330073
负责人：
HATTORI Tamio
金额：
$ 9.54万
依托单位：
The University of Tokyo
依托单位国家：
日本
项目类别：
Grant-in-Aid for Scientific Research (B)
财政年份：
2003
资助国家：
日本
起止时间：
2003 至 2005
项目状态：
已结题

项目摘要

Does Zaibatsu/Chaebol is sustainable as a management system? This research project started from this question, and analyzed the structure of Japanese Zaibatsu's stockholdings in the pre-war period and Korean Chaebol's in the present days, the state of cooperate governance, and the adjustment to the change of outside economic and social environment of Zaibatsu/Chaebol. If Zaibatsu/Chaebol is categorized as family business, it is usual management style, however if it is diversified, it is not seen in western world. Because Zaibatsu/Chaebol is formed in the period of economic development of the late comer countries, it is seen not only in Asia but also Latin America. The reason why these types of business groups were formed is an insufficient of management resources in development process in late comer countries. If so, Zaibatsu/Chaebol's appropriateness is restricted in a matured economic stage.Family's control over Zaibatsu/Chaebol became weak after the liberalization of the market, participation of foreign capital to the market, and people's request to increase transparency of the cooperate governance. Present Korean Chaebols are changing along this social atmosphere. However, it is not so easy to adjust rapidly changing environment even in the process of expanding. For example, Mitsui's financial standing got worse rapidly in the process of expanding in its figure under the war economy, and many Korean rapidly expanding medium or small size Chaebols faced bankruptcy in 1997 Korean economic crisis.However, in our research project we denied circulated claims that Zaibatsu/Chaebol management system itself is inefficient. Our tentative opinion to gain through this research project is that Zaibatsu/Chaebol's diversified figure will be gradually restructured, and only Zaibatsu/Chaebol that adjust to the changing environment can sustain as a giant family business, however diversified giant family business is not sustainable no longer.

财阀作为一个管理系统是否可持续？本研究从这一问题出发，分析了战前日本财阀和现今韩国财阀的股权结构、财团治理状况以及财阀对外部经济社会环境变化的调整。如果财阀被归类为家族企业，这是通常的管理风格，但如果它是多元化的，这在西方世界是看不到的。由于财阀是在后发国家的经济发展时期形成的，所以不仅在亚洲，在拉丁美洲也有。这些类型的企业集团形成的原因是后发国家在发展过程中管理资源的不足。如果是这样的话，财阀的适当性在成熟的经济阶段受到限制。在市场自由化、外资进入市场以及人们要求增加公司治理透明度之后，家族对财阀的控制变得薄弱。现在的朝鲜财阀正在沿着这种社会风气改变。然而，即使在扩张的过程中，也不容易适应快速变化的环境。例如，在战时经济下，三井物产的财务状况在不断扩大的过程中急剧恶化，在1997年的韩国经济危机中，许多迅速扩大的中小财阀面临破产。然而，在我们的研究项目中，我们否认了流传的财阀/财阀管理体系本身效率低下的说法。通过本研究项目，我们初步认为财阀的多元化格局将逐步重组，只有适应环境变化的财阀才能作为一个巨型家族企业持续下去，但多元化的巨型家族企业不再是可持续的。