Samsung Case Study
Maintaining the “Single Samsung” Spirit: Recommendations for a changing environment
Contents
Introduction
1.a. Samsung: - Philosophy - Culture - Values - Human Resource Policies
1.b. Philosophical grounding of Samsung’s Value System: - Ontological Assumptions - Agency Assumptions - Epistemological Assumptions
2.a. Current Challenges facing Samsung’s NEO program: - A Changing Profile of New Samsung Employees - A Shift in Generation Values
2.b. Recommendations for the Restructure of the NEO program - A Positivistic Approach - An Interpretivistic Approach
Conclusion
Introduction
Samsung has grown to become of the world’s leading companies with a brand value estimated at US$18 billion and over 263,000 employees in 68 countries as of 2007. Since its beginning in 1938, Samsung has developed itself with a strong emphasis on a core set of values, later formalised as the “Single Samsung” spirit. Despite its impressive financial success, management is concerned that the unique culture of Samsung is under threat from within. This is due to a shift in the value orientation of a younger generation of employees, who identify less with traditional practices and favour more open and egalitarian human resource policies.
Part one of this report describes the key components of the “Single Samsung” initiative, which is at the core of Samsung culture and identifies the main philosophical perspective that informs this value system. Part two looks at the two current challenges in Samsung’s employment environment and recommends two different restructure programs that are grounded in contrasting philosophical perspectives.
1. Samsung’s philosophy, culture, values and HR policies
1.a. (i) The Samsung Philosophy
The Samsung philosophy, first and foremost, is built upon a strong investment in its employees. Its approach encapsulates a modern South
Contents
Introduction
1.a. Samsung: - Philosophy - Culture - Values - Human Resource Policies
1.b. Philosophical grounding of Samsung’s Value System: - Ontological Assumptions - Agency Assumptions - Epistemological Assumptions
2.a. Current Challenges facing Samsung’s NEO program: - A Changing Profile of New Samsung Employees - A Shift in Generation Values
2.b. Recommendations for the Restructure of the NEO program - A Positivistic Approach - An Interpretivistic Approach
Conclusion
Introduction
Samsung has grown to become of the world’s leading companies with a brand value estimated at US$18 billion and over 263,000 employees in 68 countries as of 2007. Since its beginning in 1938, Samsung has developed itself with a strong emphasis on a core set of values, later formalised as the “Single Samsung” spirit. Despite its impressive financial success, management is concerned that the unique culture of Samsung is under threat from within. This is due to a shift in the value orientation of a younger generation of employees, who identify less with traditional practices and favour more open and egalitarian human resource policies.
Part one of this report describes the key components of the “Single Samsung” initiative, which is at the core of Samsung culture and identifies the main philosophical perspective that informs this value system. Part two looks at the two current challenges in Samsung’s employment environment and recommends two different restructure programs that are grounded in contrasting philosophical perspectives.
1. Samsung’s philosophy, culture, values and HR policies
1.a. (i) The Samsung Philosophy
The Samsung philosophy, first and foremost, is built upon a strong investment in its employees. Its approach encapsulates a modern South