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한국 다국적기업 본사의 다층구조에 관한 탐색적 연구

An Exploratory Study on the Multiple Layered Structure of Headquarters in South Korean MNEs

김치풍
한국국제경영학회 (Korean Academy of International Business)|2021.08|국제경영연구 (International Business Journal)|제32권 제3호|pp. 1-24

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참고문헌

키워드

다국적 기업global integrationbounded rationality자원의존이론multinational enterprises글로벌 통합제한된 합리성본사본사-해외자회사간 관계corporate headquartersheadquarterssubsidiary relationshipresource dependency theory
주제분류경영학

초록

다국적기업 연구에 있어 본사와 해외자회사 간 관계에 대한 연구는 국제경영 분야에서 매우 중요한 주제로 다루어져왔으나, 해외자회사 관점에서 본사조직이 구체적으로 본사 내 어떤 조직을 의미하는지에 대해서는 깊은 논의가 이루어지지 못하여 왔다. 특히 한국 다국적기업의 경우 그룹본부와 같은 특별한 조직이 존재하는 등 서구의다국적기업과는 다른 조직구조이기 때문에 해외자회사가 인식하는 다국적기업의 본사는 지주회사, 그룹본부, 계열사 본사, 지역총괄 등 다양한 조직이 될 수 있다. 이에 본 연구는 국내 주요 6개 다국적기업의 글로벌 조직구조를 조사하여 본사의 다층구조를 심층적으로 분석한 후, 한국 다국적기업의 조직구조 특징을 분석하는 것을 목적으로 하고 있다. 또한 본사의 주요 역할 및 본사와 해외자회사와의 관계를 글로벌통합 관점, 제한된 합리성과 자원의존이론 등 국제경영 연구의 대표 이론으로 설명하였다. 마지막으로 본사와 해외자회사간 원활한 관계 구축을 위한 이론적․실무적 시사점이 제시되었다.

Abstract

Research on the relationship between headquarters and subsidiaries has been a very important topic in the field of International Business. However, from the perspective of subsidiaries, it has not been discussed in depth what kind of organization specifically means a headquarter organization. The headquarters of a multinational corporation can be various organizations, including a holding company, a corporate control tower, an affiliate's headquarter, or regional headquarters. Therefore, the purpose of this study is to investigate the multiple layered structure of headquarters in South Korean multinational corporations based on a case study of six companies. In this study, the main roles of headquarters are explained by drawing a global integration perspective, bounded rationality, and a resource dependency theory. Furthermore, the relationship the team functions of subsidiaries and their collaboration with headquarters are explored. Finally, theoretical and practical implications for establishing strong relations between headquarters and subsidiaries are presented.

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