인도 민간 기업그룹의 발전과 성격 : Tata, Aditya Birla, Reliance 그룹을 중심으로
The Development and Characteristics of India's Private Business Group: Tata, Aditya Birla and Reliance Group
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초록
인도 및 신흥공업국에서는 아직 선진국에 비해 미성숙한 정치환경, 미발달한 금융, 노동관계 등 불완전한 경제제도를 가지고 있어서 기업내에 이를 보완하는 조직을 발달시킨 기업그룹이 널리 퍼져있다. 따라서 이들 나라에서 기업은 선진국기업에 비해 절대적으로 부족한 위험자본 및 검증된 경영진을 내부적으로 부담하고 또한 주요한 대외관계인 행정관료 및 정치인와의 접촉도 기업내부에서 다루어 새로운 경제적 기회가 창출되었을 때 그와 같은 지원을 받지 못한 기업보다 더 유리하기 때문에 보통 한 기업이 다양한 분야의 사업체들을 경영하는 그룹의 형태를 취함을 보였다. 하지만 인도는 계획경제체제이후 시장자유화체제로 전환하면서 과거보다 훨씬 정치, 경제제도가 성숙하면서 인도기업들도 치열한 경쟁 속에서 다양한 사업분야를 구조조정을 하고 한편으로는 경쟁력있는 기존사업을 강화하고 있을 뿐만 아니라 선진국에서처럼 전문분야에서 사업을 하는 전문화기업현상도 나타나고 있다.
Abstract
The formation of business groups in India and other newly industrialized countries is regarded to be caused by immature political surroundings and less developed product, finance and labor market in their countries. Business groups in those countries provide risky capital, tested business talents and contacts with government officials and politicians in their resources which are scare in their countries when there comes a new business opportunity. The business group survived and became the dominant business organization in those less developed countries after facing with companies which do not have those support in the new business opportunities. We found in India's prominent business groups like, Tata, Aditya Birla and Reliance group such unrelated but various business activities. However, after the economic liberalization in 1990s, Indian business groups become more focused and did structural adjustment faced with competition. There are also tendencies of specialized business groups with the characteristics of research and service which are widely pervasive in more advanced economies with developed social infrastructure and economic systems.
참고문헌 (22)
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