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중소ㆍ중견 가족기업의 2세 경영승계교육훈련에 관한 6개사 관찰 연구

A Case Study on Training and Development of 2nd Generation Successor in 6 Korean Small and Medium Sized Family Business

이춘우|박기준
한국중소기업학회|2011.06|중소기업연구|제33권 제2호|pp. 195-219

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참고문헌

키워드

Family Business가족기업경영승계중소ㆍ중견기업의 2세 경영승계교육훈련Management Succession Training and Development
주제분류경영학

초록

본 연구는 한국 경제가 산업화를 시작한 시기인 1960년대와 1970년대에 창업한 중소ㆍ중견기업 6개사의 창업주와 2세 경영자를 심층인터뷰하여, 채록된 자료를 내용분석을 통해 경영승계교육훈련의 과정과 내용, 그리고 방법들에 대해 관찰 가능한 사실에 입각하여 20개의 명제를 도출하였다. 한국 중소ㆍ중견기업들의 2세 경영승계교육 연구의 현 단계 과제는 경영승계교육이 어떻게 이루어지고 있으며 어떤 이슈와 문제가 발생하고 있는지에 관한 정보를 최대한 상세하게 산출하는 것이라고 할 수 있다. 이에 본 연구는 설문조사 및 통계적 분석방법보다 경영승계과정의 당사자인 창업주와 2세 경영자를 직접 면담하여 자료를 수집하고 질적 분석방법인 내용분석기법을 적용하여 2세 경영승계교육의 내용과 방법들에 관한 상세한 질적 정보를 산출하고자 하였다. 연구 결과 1960～1970년대 창업한 중소ㆍ중견기업의 2세 경영승계교육훈련은 사전에 계획적으로 추진되지는 않는다는 점, 후계자 선정의 기준들로 창업주의 아들여부, 2세의 성실성 및 가업승계의지가 핵심적으로 고려된다는 점, 창업주는 근검절약정신, 강한 성취욕구, 독립심, 솔선수범자세, 신뢰와 신의, 가업승계 및 사업가의 보람과 의미, 경영철학 및 재물관과 같은 가치규범을 2세에게 가르치려고 한다는 점, 경영의사결정과 판단력 등을 훈련시키고 있다는 점을 발견할 수 있었다. 2세는 창업세대 조직원들에 대한 인사조직관리 스킬이나 원칙, 외국어 및 해외시장국가에 대한 학습, 선진 경영관리방식 등에 대한 학습욕구를 갖고 있었다. 2세의 경영역량을 높이기 위해 창업주의 회사 입사 후 주요 현업실무를 두루 경험해 보는 경력개발 관리식 육성방법이나, 2세가 사업프로젝트를 실제 추진하거나 책임지고 경영하도록 하는 방법을 승계교육훈련의 방법으로 활용하고 있었다. 2세 경영자 취임이후에는 창업주와 공동경영방식을 통해 직ㆍ간접적으로 창업주로부터 1:1 훈련을 받고 있었다. 도출된 명제들을 종합적으로 살펴본 결과 경영승계교육훈련의 내용은 다시 창업주가 강조하는 것과 2세가가 필요로 하는 교육훈련내용들로 구분할 수 있었으며, 경영승계교육훈련 방법들도 다시 창업주가 직․간접적으로 지도․육성하는 방법들과 2세가 스스로 학습하는 방법들로 구분할 수 있었다. 한국 중소ㆍ중견기업이 사전에 체계적인 승계교육을 계획하지는 않고 있지만, 창업 중소ㆍ중견 기업에서 경영승계교육의 내용과 방법들의 전형을 찾아낼 수 있었으며, 승계교육훈련에 있어서 2세의 승계의지와 학습동기 및 성취욕구가 매우 핵심적이므로, 창업주는 2세가 스스로 배우고 성장할 수 있는 학습환경과 기회를 조성하고 지원할 필요가 있다는 시사점을 얻을 수 있었다.

Abstract

This study observes the phenomenon and derives 20 propositions of management succession in 6 Korean Small and Medium sized Enterprises founded in 1960~1970. These are all family business, which have successfully accomplished management succession. The Korean SMEs founded in 1960~1970, have faced several issues of management succession from founder to 2nd generation successor. Because the Korean SMEs founded in 1960~1970 have played a key role in the development of the South Korean economy, it is very important for them to make successful management successions. Successful management succession can help the South Korean economy grow continuously. Most past research about family business has focused on family succession, but has not yielded the in-depth knowledge of family succession training and development. Especially, it is necessary to do academic research about succession training and development of the Korean Small and Medium sized family business SMEs. At this time, we need to start from the following research questions, how Korean family succession training and development is planned and executed, what educational contents and methods of the succession training and development are adopted, what issues Korean Small and Medium sized family business have encountered with succession training and development, and what stages does the management succession process of Korean family business SMEs have. This study uses the case study method through in-depth interviews with two founders and six 2nd generation successors. The case study method is more relevant than surveys and statistical analysis. The data collected through in-depth interview is analyzed by content analysis, and we produce deliberate and qualitative information about the contents, methods, stages, periods, characteristics of trainee and trainer of succession training and development in Korean family business SMEs. We have derived 20 propositions of management succession training and development, based on observable facts in 6 Korean Small and Medium sized family businesses. The Korean SMEs founded in 1960~1970 are likely not to have a succession plan, in addition, Korean SMEs founded in 1960~1970 are likely not to plan for succession training and development. (Proposition 1), the founder is likely to put the stress on the son as a 2nd generation successor when selecting him as a succession development trainee. In addition, the founder is likely to put stress on the sincerity and the volition of family business of 2nd generation successor. (Proposition 2), the criteria of selection for 2nd generation successor are 'the son', 'integrity of 2nd successor', 'intention to taking family business of 2nd successor'. Also, the founder is likely to put stress on diligence and frugality, taking initiative, need for achievement, and trustfulness as the educational contents of succession training and development (Proposition 3), the founder is likely to put stress on the meaning of family business succession and businessman, management philosophy and insight of money as educational contents. (Proposition 4), the founder is likely to put stress on the capability of decision making and good judgment as educational contents. (Proposition 5), the 2nd generation successors want to learn personnel management know-how to get along with 1st generation business members. (Proposition 6), the 2nd generation successors are likely to learn practical knowledge and skills of the principal jobs and organizational culture and practices, while working as a employee. (Proposition 7), the 2nd generation successors want to learn the language and socio-cultural experience of foreign market countries. (Proposition 12), the 2nd generation successors want to experience the organizational life of larger local or global firms. (Proposition 13), Korean SMEs founded in 1960~1970 are likely to adopt the educational method of 2nd generation successor's career development from an employee to the CEO with various jobs. (Proposition 7), Korean SMEs founded in 1960~1970 are likely to adopt the educational method of apprentices (1:1 tutoring) for 2nd generation succession training and development (Proposition 8), Korean SMEs founded in 1960~1970 are likely to adopt the educational method of management case study, discussing some management issues between founder CEO and 2nd generation successor. (Proposition 9), Korean SMEs founded in 1960~1970 are likely to adopt the educational method of planning and managing actual business projects that 2nd generation successor takes charge of. (Proposition 10), Korean SMEs founded in 1960~1970 are likely to adopt the educational method of joint management with founder and 2nd generation CEO. (Proposition 13), the founder CEOs are likely to be a model or exemplary for the 2nd generation successors to mimic or follow with observation. (Proposition 14), Korean SMEs founded in 1960～1970 are likely to adopt the educational method of 2nd generation successor's getting experience at another larger company as an employee. (Proposition 14), Korean SMEs founded in 1960~1970 are likely to adopt the educational method of 2nd generation successor's getting scholarships in other developed countries. (Proposition 15), ‘Discerning eye on people' or ‘Hungry spirit' can be trained through training and development programs, therefore 2nd generation successors should do self-directed learning. (Proposition 16), the term of succession training and development in Korean SMEs founded in 1960~1970 is from the childhood of the 2nd generation successor to the death of the founder. (Proposition 16), the stages of succession training and development in Korean SMEs founded in 1960~1970 are composed of observation learning (1st stage), OJT of principal job (2nd stage), training management decision making and judgement (3rd stage), and joint management training (4th stage). (Proposition 17), the founder is likely to control and train the management decision making or judgement of the 2nd generation successor when he is co-managing the enterprise. (Proposition 18), the 2nd generation successor's self-directed learning volition is likely to be the key success factor of succession training and development. (Proposition 19), there is a high possibility of conflict between founder and 2nd generation successor, because they have the duplex relationship of employer-employee and father-son. The relationship of father and son naturally facilitate competition each other. The positive or negative relationship between founder and 2nd generation successor is the important determinant of successful succession training and development. (Proposition 20). This study sheds light on the importance of transferring implicit knowledge through long-term interaction and role change between the founder and 2nd generation successors. This study provides practical guidance to Korean family business founders and 2nd generation successor who are anticipating a succession through the derived observations. In addition, academically, this study can contribute to showing visible knowledge of Korean small and medium sized family business. Korean small and medium sized family business are likely not to prepare systematic succession training and development in advance, but we can find several management succession training contents and techniques. It is likely to be the key success factor of succession training and development that the 2nd generation successor does self-directed learning with high achievement needs and motives. It is necessary to create a learning environment and opportunities to support him.

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