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An exploratory study of how a Korean chaebol’s learning culture facilitates customer service

Yang-Im Lee|Peter R.J. Trimm
한국마케팅과학회 (Korean Scholars of Marketing Science)|2015.09|Journal of Global Scholars of Marketing Science(마케팅과학연구) (全球营销科学学报)|제25권 제4호|pp. 338-357|DOI http://dx.doi.org/10.1080/21639159.2015.1073421

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키워드

knowledgeculturestrategylearning文化marketingservice战略知识服务学习市场营销
주제분류경영학

초록

This paper explains how the organizational learning concept is used by managers in a global Korean company to promote group work, information sharing and an open communication style in order to produce a high level of customer service. Previously collected data from a set of in-depth personal interviews undertaken with three senior managers in a Korean electronics company were analyzed and interpreted using the grounded theory approach, and a number of propositions are put forward. The research findings show that managers in a chaebol deploy organizational learning to identify skilled and knowledgeable staff, and improve the organization’s capability by placing emphasis on developing harmonious, mutually oriented relationships that permeate throughout the organization. Top management demand that staff identify with government economic objectives and align the organization’s strategy accordingly so that the products produced are marketable. To achieve this, the organization fosters continual interaction among managers throughout the organization’s hierarchy. The chaebol’s organizational learning model encapsulates a “Corollary” (continual communication) and “Tools” (cultural influence and relationship management), and manifests in a unique strategy that allows management systems to evolve naturally.

Abstract

This paper explains how the organizational learning concept is used by managers in a global Korean company to promote group work, information sharing and an open communication style in order to produce a high level of customer service. Previously collected data from a set of in-depth personal interviews undertaken with three senior managers in a Korean electronics company were analyzed and interpreted using the grounded theory approach, and a number of propositions are put forward. The research findings show that managers in a chaebol deploy organizational learning to identify skilled and knowledgeable staff, and improve the organization’s capability by placing emphasis on developing harmonious, mutually oriented relationships that permeate throughout the organization. Top management demand that staff identify with government economic objectives and align the organization’s strategy accordingly so that the products produced are marketable. To achieve this, the organization fosters continual interaction among managers throughout the organization’s hierarchy. The chaebol’s organizational learning model encapsulates a “Corollary” (continual communication) and “Tools” (cultural influence and relationship management), and manifests in a unique strategy that allows management systems to evolve naturally.

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