Unpacking the ‘black box’ of a Korean big fast follower: Hyundai Motor Company’s engineer-led production system

References

• Amsden, A.H. (1989), Asia’s Next Giant: South Korea and Late Industrialization, New York: Oxford University Press.
   Google Scholar
• Black, J. (1997), Oxford Dictionary of Economics, Oxford: Oxford University Press.
   Google Scholar
• Fujimoto, T. (2003), Nōryoku Kōchiku Kyōsō: Nihon No Jidōsha Sangyō Wa Naze Tsuyoi No Ka [ Competition on the Basis of Constructing Capabilities: Why the Japanese Auto Industry is Strong], Tōkyō: Chūō Kōron Shinsha ( in Japanese).
   Google Scholar
• Hattori, T. (1997), ‘Chaebol style enterprise development in Korea’, The Developing Economies, 35(4), 458–477. doi: 10.1111/j.1746-1049.1997.tb00857.x
   Web of Science ®Google Scholar
• J.D. Power (2013), ‘JD Power survey 2013 – Overall results,’ http://www.whatcar.com/car-news/overall-results/1206902.
   Google Scholar
• Jeong, J. (1995), ‘The failure of recent state vocational training policies in Korea from a comparative perspective’, British Journal of Industrial Relations, 33(2), 237–252. doi: 10.1111/j.1467-8543.1995.tb00433.x
   Web of Science ®Google Scholar
• Jeong, J. (1999), ‘Skill formation of college graduated engineers in large sized Korean firms: an analysis from an international comparative perspective’, Korean Journal of Labour Economics, 22(2), 163–187 ( in Korean).
   Google Scholar
• Jo, H.J. (2005), Work and Employment in Automobile Industry, Seoul: Hanul Academy ( in Korean).
   Google Scholar
• Jo, H.J., and Kim, C. (2013a), ‘Conversion from the captive type to the modular type in the supplier relations: focusing on the case of Hyundai Motor Company’, Korean Journal of Sociology, 47(2), 149–184 ( in Korean).
   Google Scholar
• Jo, H.J., and Kim, C. (2013b), ‘Evolution of flexible production system based on the conversion into collusive labor relations’, Korean Journal of Labor Studies, 19(2), 67–96 ( in Korean). doi: 10.17005/kals.2013.19.2.67
   Google Scholar
• Jo, H.J., Park, T.J., Cho, S.J., and Lee, M.H. (2008), An Exploratory Study on Hyundai Production System, Ulsan: Hyundai Motor Company ( in Korean).
   Google Scholar
• Joo, M.H. (2002), ‘The changes of internal labour market structure since ‘IMF economic crisis’ in Korea: a case of Hyundai Motor Company’, Korean Journal of Labour Studies, 8(1), 75–112 ( in Korean).
   Google Scholar
• Jung, E.H. (1992), ‘The change of internal labour market and industrial relations in manufacturing industry in Korea’, Ph.D. dissertation, Seoul National University, Seoul, Korea (in Korean).
   Google Scholar
• Jung, K.H. (2003), ‘An institutional economics’ approach to the structural changes of labour markets’, Economy and Society, 57, 8–41 ( in Korean).
   Google Scholar
• Kim, C., Jo, H.J., and Jeong, J.H. (2011), ‘Modular production and Hyundai production system: the case of Hyundai MOBIS’, Economy and Society, 9, 351–385 ( in Korean).
   Google Scholar
• Kim, L. (1998), ‘Crisis construction and organizational learning: capability building in catching-up at Hyundai Motor’, Organization Science, 9(4), 506–521. doi: 10.1287/orsc.9.4.506
   Web of Science ®Google Scholar
• Kirk, D. (1994), Korean Dynasty: Hyundai and Chung Ju Yung, New York: DRT International.
   Google Scholar
• Korea Automobile Manufacturers Association (2013), ‘Statistics of Automobile Industry’, http://www.kama.or.kr/.
   Google Scholar
• Korea Automotive Research Institute (2013), 2013 Korean Automotive Industry, Seoul, Korea.
   Google Scholar
• Lauder, H., Brown, P., and Ashton, D. (2008), ‘Globalisation, skill formation and the varieties of capitalism approach’, New Political Economy, 13(1), 19–35. doi: 10.1080/13563460701859678
   Web of Science ®Google Scholar
• Lee, B.H., and Jo, H.J. (2007), ‘The mutation of the Toyota production system: adapting the TPS at Hyundai Motor Company’, International Journal of Production Research, 45(16), 3665–3679. doi: 10.1080/00207540701223493
   Web of Science ®Google Scholar
• Levy, B., and Kuo, W.-J. (1991), ‘The strategic orientations of firms and the performance of Korea and Taiwan in frontier industries: lessons from comparative case studies of keyboard and personal computer assembly’, World Development, 19(4), 363–374. doi: 10.1016/0305-750X(91)90183-I
   Web of Science ®Google Scholar
• McQuaid, R., and Lindsay, C. (2005), ‘The concept of employability,’ Urban Studies, 42(2), 197–219. doi: 10.1080/0042098042000316100
   Web of Science ®Google Scholar
• Oh, J. (2013), Foolproof System in Japan, Tokyo: Mimeo, Department of Economics, University of Tokyo (in Japanese).
   Google Scholar
• Ravenhill, J. (2003), ‘From national champions to global partners: crisis, globalization, and the Korean auto industry’, in Crisis and Innovation in Asian Technology, eds. W. Keller and R. Samuels, Cambridge: Cambridge University Press, pp. 108–136.
   Google Scholar
• Sako, M. (2013), ‘SASE annual meeting 2012, MIT, USA: professionals between market and hierarchy: a comparative political economy perspective’, Socio-Economic Review, 11, 185–212. doi: 10.1093/ser/mws024
   Web of Science ®Google Scholar
• Smith, C., and Meiksins, P. (1995), ‘The role of professional engineers in the diffusion of ‘best practice’ production concepts: a comparative approach’, Economic and Industrial Democracy, 16, 399–427. doi: 10.1177/0143831X95163004
   Web of Science ®Google Scholar
• Streeck, W. (2012), ‘Skills and politics: general and specific’, in The Political Economy of Collective Skill Formation, eds. M. Busemeyer and C. Trampusch, Oxford: Oxford University Press, pp. 317–352.
   Google Scholar
• Thelen, K. (2004), How Institutions Evolve: The Political Economy of Skills in Germany, Britain, the United States, and Japan, Cambridge: Cambridge University Press.
   Google Scholar
• Womack, J.P., Jones, D.T., and Roos, D. (1990), The Machine That Changed the World, New York: Rawson Associates.
   Google Scholar
• Wright, C., Suh, C.-S., and Leggett, C. (2009), ‘If at first you don’t succeed: globalized production and organizational learning at the Hyundai Motor Company’, Asia Pacific Business Review, 15(2), 163–180. doi: 10.1080/13602380701698418
   Web of Science ®Google Scholar
• Whitley, R. (2006), ‘Project-based firms: new organizational form or variations on a theme?’, Industrial and Corporate Change, 15(1), 77–99. doi: 10.1093/icc/dtj003
   Web of Science ®Google Scholar