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학술저널

남한과 대만의 經濟發展戰略과 企業構造

The Economic Development Strategies and The Business Organizations in South Korea and Taiwan

South Korea and Taiwan are two rapidly industrializing economies. They have had similar historical influences, both having been socially and culturally dominated first by China and then, in the colonial period, by Japan. Both have used similar economic policies to develop, first supporting a strategy of import substitution and then adopting an aggressive strategy of export-led industrialization. By the strategies, they have developed at roughly the same rapid economic growth rates, the same investment and saving rates. Economically, politically, socially, culturally - South Korea and Taiwan are as similar any two countries could be in the world today. Yet, the economies of these two countries are organized in radically different ways. The economies of South Korea and Taiwan are both structured, in part, through business groups. All the major business groups in both South Korea and Taiwan are networks of legally independent, family-controlled firms. But the both sets of business groups are internally very different, and are positioned in their economies in very different ways. South Korea business groups, chaebol, are vertically integrated business networks that produce primarily finished products for export. most of the intermediate goods, and most of the services. So chaebol play prominent and decisive roles in the South Korean economy. Taiwanese business groups, by contrast, ate horizontally integrated and made up of primarily small and medium-sized companies that provide intermediate goods and services for export-producing firms. And the business groups in Taiwan are not the organizing modes in the economy. Big business are upstream suppliers of intermediate goods and services, and respond to the demand generated by manufacturing networks of the small and medium-sized firms. which in turn respond to the demand of buyers external to the producing networks. The production sequences are not internalized within firms or within Taiwan’s business groups. They are intrinsic part of the horizontally arranged networks linking investors and producers in Taiwan’s small firm economy. Firms create flexibility by developing subcontracting linkages with many other firms, so that the size of production networks can be adjusted to fit the order. These loosely coupled networks, provide the flexibility and dynamism in the Taiwan’s economy.

Ⅰ. 序論

Ⅱ. 남한과 대만의 經濟發展戰略과 經濟的 成果

Ⅲ. 남한과 대만의 企業構造

Ⅳ. 요약과 결론

참고문헌

Abstract

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