Samsung Case Study

Maintaining the “Single Samsung” Spirit: New Challenges in a Changing Environment

Caryn Ng Kar Yan
B1102572

Keah Mei Sian
B1102580

Nur Fathiha Bte Johan Ariffin
B1100381

Mohd Roshan bin Mohd Yusop
B0101223

Sarkunarajah S
B1001971

Wan Arjunaidi Bin Awang @ Wan Abdul Halim
E0300073

Abstract Samsung portrayed a very interesting and impressive success story in every aspect of development. Although they were hit hard by financial crisis in 2009, Samsung survived the ordeal with their impressive financial performance. The astonishing part of their achievement is mostly guided by internal management capability, positive aligned culture and belief system that empowering human capital is the foundation in building and maintaining a great organization.
Their strong belief system in emphasizing and investing on employees well being pays off when they become the leading company beating some of the top companies such as Sony, Apple and HTC. The process and development of human capital was never an easy matter for Samsung, in fact the culture has been practiced and improvised regularly ever since 1950 to fit to the demand and maturity of the current society and technology. Nevertheless at the end, Samsung indeed make a marked in the world with sustaining a Single Samsung culture. 1. Perform a PEST on Samsung and identify the change drivers

POLITICAL | ECONOMIC | * Work hand in hand with the government; consist the same agendas and values.Change driver- Globalization Promotion Committee consisted of a set of committees on policy planning, administrative reform, educational reform, science and technology influences Samsung as well. | * Main contributor of economy status in south KoreaChange driver- top down reform of the Korean economy to meet the rapidly changing conditions of the world economy. | SOCIAL | TECHNOLOGICAL | * Value human capital and their culture.Change driver- provides equality in different generations,

References: A representative of the ruling party, Kim’s address in the National Assembly. (1990, February 27). The Chosunilbo, p. A1. A representative of the ruling party, Kim’s address in the National Assembly. (1991, January 30). The Chosunilbo, p. A2. Gills, Barry and Dongsook Gills. 2000. “Globalization and Strategic Choice in South Korea: Economic Reform and Labor,” pp. 29-53 in Samuel Kim, ed., Korea’s Globalization. Cambridge: Cambridge University Press. Kang, C.S. Eliot. 2000. “Segyehwa Reform of the South Korean Developmental State,” pp. 76-101 in Samuel Kim, ed., Korea’s Globalization. Cambridge: Cambridge University Press. Khilji, S. E., Oh, C. H., & Manikoth, N. N. (2011). Maintaining The “Single Samsung” Spirit: new Challenges in a changing environment. London: Richard Ivey School of Business. Kim, Samuel. 2000. Korea’s Globalization. Cambridge: Cambridge University Press. Shin, Gi-Wook and Ho-Ki Kim, 2002. “Ethnic Identity and National Unification: Korea,” unpublished manuscript. S.Kim and D.R. Briscoe (1997). Globalization and a new human resource policy in Korea Stephan, H. (2002). Reform in south korea: Globalization and the post-crisis social contract. National University of Singapore: Singapore. Song, Y.U. (1994). What is the reality of globalization: the meaning from President Kim’s guiding principle. The Dongailbo. Retrieved August 19, 2012, from http://www.donga.com “The Global Information Technology Report 2007- 2008,” World Economy Forum. UNCTAD (2009c). The Role of International Investment Agreements in Attracting Foreign Direct Investment to Developing Countries. UNCTAD Series on International Investment Policies for Development. New York and Geneva: United Nations. UNDESA. 2009. 2009World Survey on the Role of Women in Development: Globalization, Gender and Work. New York: United Nations.