조선기자재 다국적기업 자회사의 내·외부 네트워크 요인이 중앙집권화 정도와 성과에 미치는 영향

Abstract

The centralization and decentralization of subsidiaries of multinational corporations were one of the most heated research topics in international management. The debate began with whether the best way to run the economy was to centralize or coordinate market activities toward decentralization, which lasted until the 1980s, when international management was divided into centralization and decentralization of multinational subsidiary operations. After this period, decentralization research of multinational subsidiaries was activated from the early 1990s to the end of the 2000s, and the characteristics and advantages of decentralization were emphasized, making the research trend. However, with the emergence of platform companies, a representative business model of centralization, from the early 2010s, new centralization has emerged in some manufacturing companies, including the shipbuilding equipment and materials industry. This phenomenon of new centralization has the following three important factors. The first is a paradigm shift in the management of subsidiaries of multinational corporations. In other words, the method of controlling subsidiaries is changing from decentralization to centralization. Second, there is an increase in uncertainty. The Covid-19 Pandemic crisis and the Russia-Ukraine war, which shocked us greatly and changed our living and working patterns, are representative examples of this. Third, companies are moving to reduce costs and pursue efficiency through centralization of internal operation management and partner management. The new centralization of manufacturing companies since the 2010s is analyzed by the degree of integration of in-house information systems, subsidiaries' own capabilities, organizational diversity, sensitivity to the external environment, and sensitivity to the regulation changes. The summary of the empirical analysis verification results of this study is as follows. First, as a result of the empirical analysis of this study, among the factors of internal network management, the degree of integration of in-house information systems and diversity in organizational composition were supported. Second, among the factors of external network management, the degree of integration of in-house information systems, the excellence of its own capabilities, and the sensitivity of regulatory changes were supported. Third, in the analysis of the impact of internal and external factors on corporate performance, the degree of integration of in-house information systems, diversity in organizational composition, and external environmental sensitivity were supported.