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Asia Pacific Journal of Management
Erschienen in: Asia Pacific Journal of Management 3/2006

01.09.2006

Jeong exchange and collective leadership in Korean organizations

verfasst von: Inju Yang

Erschienen in: Asia Pacific Journal of Management | Ausgabe 3/2006

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Abstract

How does the Korean management system work with open interaction and without excessive power abuse, in spite of the emphasis on authority and hierarchy in Korean society? This paper explicates the concept of jeong exchange, an emotional support mechanism based on informal social ties, as the basis of social capital in Korean collectives (woori). Jeong exchange is first described and then contrasted with related concepts in the other major Confucian societies of China and Japan. It is then used to develop the notion of “collective leadership” to describe the nature and process of Korean leadership.
Vorheriger Artikel Up-grading and performance: the role of design, technology and business strategy in Hong Kong's electronics industry
Nächster Artikel Collectivist values for learning in organizational relationships in China: the role of trust and vertical coordination

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Fußnoten
1
The Korean word “cheong” was used in some papers before 2000 e.g. Choi, & Choi (1990a); however, the spelling used in this paper is “jeong” in line with the new Korean romanization system promulgated in 2000.
 
2
KBIS' (2004) mission is to “extend the maximum support to those in order to help exploit the business opportunities based on the right understanding of the facts about Korea's people, industries and the markets of their interest.”
 
4
Survey conducted by online recruiting company Saramin (www.​saramin.​co.​kr) of 2,000 office workers, reported in Chosun daily newspaper, 2005.
 
5
Survey of 150 employees at Hanaro Telecom, reported in Hankyung Economic Newspaper, 2005.
 
6
Survey done by the recruiting agent Joblink of 1,230 office workers, reported in Mail Economic Newspaper, 2005.
 
7
e.g., Seoul Newspaper, 2005 describing the characteristic of a new councilor in the labor ministry.
 
8
e.g., the CEO of LG CNS, reported in Hankyung Economic Newspaper, 2005.
 
9
“Choseon” became “Joseon” following the new Korean romanization system in 2000.
 
10
Survey of 150 employees at Hanaro Telecom, reported in Hankyung Economic Newspaper, 2005.
 
11
40.4% of survey participants cited severe effects, while 44.5% claimed more than moderate effects from uncooperative team atmosphere; from survey conducted by recruiting site PowerJob www.​powerjob.​co.​kr of 953 office workers. The proportion citing no effect was only 15%. The main cause of undesirable team spirit was given as lack of communications between team members (29.3%). 78.5% of recommendations to boost teamwork emphasized the importance of personalized relationship (building mutual trust via communications (37.8%), shared goals (23%), developing personal closeness among team members (17.7%)), reported in Donga Newspaper, 2005.
 
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Metadaten
Titel
Jeong exchange and collective leadership in Korean organizations
verfasst von
Inju Yang
Publikationsdatum
01.09.2006
Verlag
Springer US
Erschienen in
Asia Pacific Journal of Management / Ausgabe 3/2006
Print ISSN: 0217-4561
Elektronische ISSN: 1572-9958
DOI
https://doi.org/10.1007/s10490-006-9003-6

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