1970년대 대한조선공사의 옥포조선소 건설과정 ‒ 중화학공업화 정책 하의 국가와 기업 ‒

Abstract

This study analyzed in detail the construction process of the Okpo Shipyard of Korea Shipbuilding Corporation, which began with the declaration of heavy and chemical industrialization under the Park Chung-hee regime. This revealed some new facts. First, Okpo Shipyard, which started as a shipyard specializing in building large oil tankers for export, changed its construction direction to a multi-purpose shipyard due to the recession. This process was the product of a compromise to reduce the burden on the government and companies that wanted to maintain a shipyard specializing in large tankers. Second, the issue of total restructuring, including the suspension of construction, was seriously considered in 1977, not when the business entity was replaced by Daewoo Shipbuilding in 1978. A task force meeting was held, and a full-scale review work was carried out, including the relevant working group. Third, the conclusion of the restructuring review was that Korea Shipbuilding Corporation would continue the construction work, but in fact, it was based on an erroneous judgment. The global shipbuilding market will recover after 1980, and the expansion of the small and medium-sized ship market and the demand for double-wall tankers were cited as the grounds. The demand for double-wall tankers also gradually expanded in the 1990s. The Ministry of Finance and the Korea Development Bank accurately predicted and put weight on the suspension of the construction, but it was not implemented. Fourth, the change of project subject in 1978 was an unavoidable measure following the abandonment of construction by Korea Shipbuilding Corporation rather than the government’s intention. The government negotiated with the chaebol groups Hyundai and Daewoo, but was virtually rejected by Hyundai and had no choice but to give Daewoo preferential treatment in return. Fifth, in the case of the construction of the Okpo Shipyard, the process of promoting the heavy and chemical industrialization policy of the Park Chung-hee administration in the 1970s cannot be explained only by the national ‘rationality of the plan’. The government was not unified internally, was inconsistent, and policies were promoted based on wrong judgments. It may be obvious, but companies were not unilaterally drawn to policies. Rather, it played an important role in coordinating and coordinating government policies, and had a greater impact than expected.