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Bcg Strategy

The author would like to thank Dieter Ernst (University of California, Berkeley), Sung-Tack, Park (Korea Institute for Industrial Economics & Trade), Mike Hobday and Keith Pavitt (University of Sussex), S. J. Nicholas (University of Melbourne), Ken Iijima and Dennis Tachiki (Sakura Institute of Research), Ian Vertinsky (University of British Columbia), C. A. Bartlett and D. J. Collis (Harvard Business School), John Cantwell (University of Reading) and Tetsuo Abo (University of Tokyo) for their helpful assistance and comments. Special thanks go to Peter Drysdale, Hal Hill and Mark Dodgson (The Australian National University) for their special guidance and kind support. The author is also grateful to Tack-Myong Kim and Chang-Sik Yoon for their assistance. The author is indebted to Samsung Economic Research Institute and Samsung managers interviewed in China, Korea and Southeast Asia. The views expressed, and any remaining errors, are solely the responsibility of the author.


Abstract


Discusses the Korean conglomerate Samsung in the context of world and regional business and economics. Presents a case study and rationale for the growth of Samsung, tracing its history and progress to the present day. Discusses particularly international production capability and decision making.

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Article Type: Case study
Keyword(s): Case studies; International trade; Korea; Production.


Management Decision
Volume 36 Number 8 1998 pp. 517-527
Copyright © MCB UP Ltd ISSN 0025-1747

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Korean electronics firms have been aggressively involved in learning and knowledge accumulation over the past two decades. Their consumer products, including color television sets (CTVs), video cassette recorders (VCRs), and microwave ovens, were able to remain competitive in the low-end segment of world...