Hyundai Motor Research Articles

Hyundai Motor's Overseas Production Assets Global Management Strategy and Risk and Reconstruction Plan - Focused on China Market -

Hyundai Motor's Overseas Production Assets Global Management Strategy and Risk and Reconstruction Plan - Focused on China Market -

SGL, Hyundai expand cooperation in fuel cell components for NEXO

German-based SGL Group and South Korean automaker Hyundai Motor Group have extended their long-standing collaboration, signing a supply contract under which SGL will deliver Sigracet® gas diffusion layers for the PEM fuel cell stacks that Hyundai will use in its new NEXO fuel cell electric vehicle.

현대자동차의 생산세계화: 자본주의 다양성･산업조직론 시각을 중심으로

현대자동차의 생산세계화: 자본주의 다양성･산업조직론 시각을 중심으로

Corporate Brand Management of SK

SK group has been a pioneer in overall brand management and, more recently, in CSR-imbedded brand management. SK vision of “improving itself to give greater happiness to all of its customers” and the symbol mark of “Wings of Happiness” are some good examples of integrating distinct brand identities of various member companies. After impressive growth and expansions into diverse business areas, SK group is ranked as the third largest company based on asset amounts according to the Fair Trade Commission of Korea, only after Samsung and Hyundai Motor groups. SK brand management can be analyzed, using the framework of 4 stages – ‘infrastructure’, ‘planning’, ‘doing’, and ‘seeing’ stages. In order to secure ‘infrastructure’ of brand management system, SK has invested huge resources to the ‘SK BMS’ (SK Brand Management System). At the ‘planning’ stage, the most important task of SK like other Korean business groups is perhaps to adopt a well-organized ‘brand identity (BI) system’ which may consolidate brand values of individual member companies. In actuality, SK BI consists of Customer Happiness located at the center and 3 other elements of Pride, Professionalism, and Customer-orientation. At the ‘doing’ stage, the slogan of ‘OK! SK’ and the logo of ‘Wings of Happiness’ have been placed at the core of the SK group brand building programs. SK adopts the principle of ‘independent yet united’, pinpointing that each member company independently works for its business performance but it is, at the same time, encouraged to integrate its capabilities for the SK group brand. In addition, SK has sought ‘shared growth’ with business partners for happiness for all the members in the society. ‘Social Contribution Philosophy’ based on SK value of ‘creation of greater happiness’ is again one of the most important guidelines for CSR (corporate social responsibility) at the doing stage. At the seeing stage, SK regularly evaluates its branding programs. SK has shown some very impressive achievements in brand management: (1) a core identity of ‘Customer Happiness’ participating member companies may share, (2) harmonious relationships between the group brand management office and brand management divisions of member companies, and (3) consistencykeeping in brand management over time. However, there remain two major challenges: (1) globalization of SK and (2) reinforcing sustainable superiority over not only Korean rivals but also global ones.

Hyundai begins NEXO FCEV sales in Korea

Hyundai Motor Company has begun sales of its next-generation NEXO fuel cell electric vehicle in South Korea, following strong public interest with 1061 NEXO pre-orders. The first public sales were celebrated with delivery ceremonies to local governments in the cities of Ulsan and Gwangju.

Korea’s Foreign Direct Investment in the Automotive Industry in China

This article examines the impact of foreign-invested enterprises in the development of China’s automotive industry. It particularly focuses on the case of foreign direct investment (FDI) by a Korean firm, namely, the Hyundai Motor Company, in China. The Chinese government’s policy regarding the automotive industry allowed China’s domestic manufacturers to benefit from technology transfer, as foreign firms were not allowed to invest exclusively in China without a partnership. The contribution of Korea’s investment in China’s automotive industry would comprise the creation of job opportunities, technology transfer and the development of the automobile parts industry. Korea’s investment in the automotive industry of China has policy implications for China and other developing countries trying to expand their technology-intensive industries.

Hyundai unveils next-gen FCEV NEXO at CES, plus home power

Korean automaker Hyundai Motor Company highlighted new technology concepts at the recent CES 2018 Consumer Electronics Show in Las Vegas, all focused on connecting future technology with evolving mobility solutions. Its new fuel cell electric vehicle will be called the NEXO, again a sport utility vehicle like its ix35/Tucson Fuel Cell predecessor. And the company showcased its ‘Hydrogen Life Vision’, featuring home applications for hydrogen power that move sustainable transportation advances into more everyday applications.

Study on Expression Method of Media Art using Scrapped Cars

Since appearing alongside the technical development of mass media in the 1960s, media art has expanded its characteristics while keeping in pace with the development of scientific technology. Recently, media art has appeared as a new genre of art that is difficult to be interpreted from the viewpoint of traditional aesthetics engaged in various fields of art and, mixed as a new form through collaboration with a variety of genres such as painting, sculpture and installation in accordance with the age of convergence. Lots of media art showing characteristics of junk art through the usage of waste articles as a main material have appeared recently. Such media art is particularly valuable as it increases the interest in environmental issues globally and facilitates for research. This study is to examine how media art using waste articles, especially scrapped through analysis of artworks displayed in ‘Brilliant Memories,’ held by Hyundai Motor Company’s junk art exhibition centering on cars.

주성분을 이용한 다변량 고빈도 실현 변동성의 주기 선택

본 논문은 다변량 실현 변동성 계산에서 주기 선택 방안에 대해 연구하고 있다. 고빈도(high frequency) 시계열 자료에 기초한 일간 변동성인 실현변동성을 계산하고 차원 축소 방법인 주성분을 도입하였다. Cholesky 모형을 포함한 다양한 다변량 변동성모형을 주성분을 통해 비교하였으며 KOSPI/삼성전자/현대차 고빈도 수익률 자료를 이용하여 예시하였다. We investigate multivariate volatilities based on high frequency time series. The PCA (principal component analysis) method is employed to achieve a dimension reduction in multivariate volatility. Multivariate realized volatilities (RV) with various frequencies are calculated from high frequency data and "optimum" frequency is suggested using PCA. Specifically, RVs with various frequencies are compared with existing daily volatilities such as Cholesky, EWMA and BEKK after dimension reduction via PCA. An analysis of high frequency stock prices of KOSPI, Samsung Electronics and Hyundai motor company is illustrated.

Hyundai reveals next-gen fuel cell concept at Geneva Motor Show

Hyundai Motor Company unveiled its futuristic FE Fuel Cell Concept at the recent Geneva Motor Show 2017, hinting at the next phase of the South Korean automaker's hydrogen fuel cell electric vehicle programme. And Hyundai Motor Europe is partnering with the Icelandic component of the EU-supported Hydrogen Mobility in Europe (H2ME) initiative, making Iceland the 14th European country to offer the company's current FCEV.

Analysis on Oversea Productions of the Korean TNCs : Focusing on Suppliers that Accompanied Hyundai Motor Group in Central Europe

본 연구는 현대자동차그룹의 중부유럽 생산법인과 함께 동반진출한 한국 부품업체들의 현지생산네트워크 특성을 분석하는 것을 목적으로 한다. 본 연구에서는 동반진출 현지법인들에 대한 설문조사와 대면조사를 통해, 국내에서 형성된 고유한 생산 네트워크 특성이 중부유럽 현지에서 어떻게 구현되는지 변용과 복제라는 차원에서 규명하였다. 본 연구에 따르면, 우선 완성차업체와 동반진출 부품업체로 구성된 현지 생산네트워크는 구성에 있어 큰 변화를 보이지 않고 있는데, 이는 현지 부품업체에 대한 높은 진입장벽 혹은 제한성이 높다는 것을 의미한다. 또한 중부유럽 진출 부품업체들은 생산에 필요한 원자재와 부품들을 대부분 한국에서 수입하거나 현지에 동반진출한 또 다른 부품업체들로부터 조달받고 있으며, 자신이 생산한 품목을 대부분 현지 완성차 생산법인인 HMMC와 KMS에 납품함으로써 높은 전속성을 보이고 있다. 마지막으로 기존에 국내에서 형성된 매출, 고용, 임금의 계층성이 현지에서도 재현되고 있다. 이렇게 완성차업체 중심의 제한적이고 계층적인 생산 네트워크가 해외에서 그대로 복제되어 지속된다는 특징은 동반진출을 먼저 시도한 일본 해외생산 사례와 구분되는, 한국형 초국적 기업 해외생산의 고유한 속성이라고 할 수 있다.

프로축구단의 공중관계성과 구단이미지 및 기업평판과의 구조적 관계

This study was to explore the relationship among the public relations, team image and corporate reputation of the K-league football clubs. For this, pro-sports spectators(Jeonbuk Hyundai Motors, Suwon Samsung Bluewings, Pohang Steelers) were surveyed. Except for twenty four questionnaires, final 426 out of 450 ones was statistically managed and SPSS 21.0 and LISREL 8.80 were used for statistical analysis. The result of this research was as follows.BR First, the relationship of K-League Football Clubs are significant to team image. Second, the reliability of K-League Football Clubs are significant to team image. Third, the capability of K-League Football Clubs are significant to team image. Fourth, the familiarity of K-League Football Clubs are significant to team image. Fifth, the social contribution of K-League Football Clubs are find to have no significant effect on team image. Lastly, the team image of K-League Football Clubs are significant to Corporate Reputation.

Brand personality horizon a study of selected passenger cars: A managerial perspective

Brand building has assumed great importance in modern times. This is especially true in case of automobile industry which maintains brands for various of its segment through brand personality perspective. Brand building primarily aims at making the brands of the company stronger by creating positive perceptions for them in customers’ mind by applying the various personality traits. It is the way to motivate customers to make an initial purchase of the brand and further ensuring sustained earnings for the company by making repeat purchases of the same. One may not be wrong in assuming that brand building alongwith customer delight and retention shall be the cornerstone of organizations future strategies in coming days. In this study the effort has been made to find out how the selected car majors of India viz. Maruti Suzuki India Limited, Hyundai Motors India Limited and Tata Motors Limited build their brands. In this regard, a structured questionnaire has been used and the personal interviews are conducted. To gather the views of brand/marketing managers of the selected organizations views has been gathered. Initially the most popular car model dominating the Car Market in India was the Ambassador, which however today gave way to numerous new models like Maruti, Fiat, Hyundai, BMW, and many others. Moreover, there are many other models of cars in the pipeline, to be launched in the car market in India. Toward achieving this end, marketing must respond to three key challenges: the ability to maintain superiority, the need for achieving returns with fewer resources, and finding way to manage the expanding complexity of today's customer touch points.

Mother Factory vs. Model Factory

IntroductionThe mother factory system is considered to be an organizational capability for transferring Japan's superior production systems overseas (Yamaguchi, 2006). Toyota Motor Corporation (Toyota) is one good example of this system although recently the functions of the system are exhibiting various changes. Conversely, there have been recent examples of Korean companies such as Hyundai Motor Company (Hyundai) that do not use the mother factory Rather, they use a different system for knowledge transfer (Jo, 2016; Suh, 2012a). This paper terms this the factory system. The main purpose of this study is to compare the mother factory system and the model factory system, as well as to identify their differences. To do so, this paper compares cases of knowledge transfer by Toyota and Hyundai because these two companies are representative in their use of the mother factory system and the model factory system, respectively. When comparing these companies in this analysis, production systems that each company has in the home country are regarded as knowledge.This paper discusses previous research regarding the transfer of production systems. An analytical framework is derived on the basis of knowledge transfer theory. Using the cases of Toyota and Hyundai, the mother factory system and the model factory system are compared, and their differences are identified. Further, changes to the mother factory system are explained using this same framework.Transferring the Production SystemMultinational corporations (MNCs) have firm-specific advantages in their home countries. MNCs are believed to gain competitiveness overseas by transferring their advantages (Dunning, 1979; Hymer, 1976). Particularly in Japan, the unique management and production systems of Japanese companies are regarded as advantages. How those systems are transferred overseas is broadly discussed (Abo, Itagaki, Kamiyama, Kawamura, & Kumon, 1991; Liker, Fruin, & Adler, 1999; Yamaguchi, 2006). The Japanese production system has been researched for its high performance and productivity (Fukuzawa, 2015; Mukai, 2015), and the mother factory system has been used to transfer production systems overseas (Nakayama, 2003; Oki, 2011, 2015, 2016; Yamaguchi, 2006).Nakayama (2003) defines the mother factory system (or mother plant system) as a technical support method. Engineers or workers of the mother factory in the home country are sent to overseas manufacturing subsidiaries. They support the technical aspects of manufacturing, including shop floor management.Yamaguchi (2006) interpreted the mother factory as a system of transferring tacit knowledge from a domestic factory to foreign factory without codifying them. This transfer of tacit knowledge regarding mass production at the mother factory occurs when personnel from the mother factory are sent to overseas factories or when overseas factory workers or managers are sent to the mother factory in the home country for training. In addition, the mother factory coordinates with current organizational routines so that they can be matched to overseas factory environments and are employed effectively.Oki (2011) focused on the phenomenon of the mother factory competing with overseas factories and its effect on the improvement of competitiveness of the mother factory. Here as well, the mother factory plays a guiding role in the process of improving the productivity of both domestic and overseas factories. In addition, even in a mother factory that does not have a mass-producing function in the home country, it could support overseas production (Oki, 2015).In contrast, Suh (2012a) analyzed the case of the overseas factory in Hyundai Motor Company of Korea and its Chinese manufacturing subsidiary and identified the existence of a method of transferring production systems to the overseas factory that is different from the mother factory The purpose of this system is to transfer Korea's unique production systems overseas (Jo, 2016). …

Exploring the performance of government affairs subsidiaries: A study of organisation design and the social capital of European government affairs managers at Toyota Motor Europe and Hyundai Motor Company in Brussels

This paper aims to extend understandings of the corporate political activity (CPA) of multinational enterprises (MNEs). It explores how the social capital of government affairs managers (GAMs), and in turn the political performance of the government affairs (GA) subsidiaries in which they work, is affected by their MNE’s organisational design. Our empirical focus is the GA subsidiaries of Toyota Motor Corporation (TMC) and Hyundai Motor Company (HMC) in Brussels. Our comparative case-study research suggests that GAMs working in relatively decentralised and coordinated GA subsidiaries have higher levels of internal and external social capital, and consequently can be more influential compared to GAMs working for relatively centralised and loosely-coordinated GA subsidiaries. Our findings respond to calls for more research providing managers with practical guidance on how to organise their international GA functions more effectively. They also contribute to CPA scholarship by specifying and explicating individual- and organisational-level antecedents of CPA that remain understudied in the current literature.

Human Resource Management of Hyundai Motor Group’s European Subsidiaries: the Dynamics of ‘Application’ and ‘Adaptation’

본 논문의 목적은 현대차 그룹의 인적자원관리가 유럽 현지법인들에서 어떻게 진화해 왔는가를 동태적으로 살펴보는 것이다. 본 논문의 연구 결과는 복합적이다. 유럽 현지법인의 설립 초기 현대차 본사의 인사 제도를 이식하려 했던 것은 사실이다. 하지만 그런 시도는 곧 포기됐고 점차 유럽적 인사 제도의 관행이 강화되어 왔다. 본 사례 연구의 이론적 함의는 구몬(Kumon, 2004)의 주장을 확인해 준다. 즉, 본사의 인사 제도가 현지에 일방적으로 ‘적용’(application)되기보다는 현지의 제도적 조건에 ‘적응’(adaptation)할 수밖에 없다는 것이다. 다른 한편으로 본 논문은 본사가 현지법인 간의 인사 제도를 재통합하기 위해 글로벌 표준을 참조하여 만든 ‘글로벌 인사 표준’이 작동하는 것을 보여주고 있다. 달리 말하면, 현대차 그룹 유럽 현지법인의 인적자원관리는 본사의 ‘글로벌 표준’이 영향을 미치는 가운데 본사 인사 제도의 ‘적용’과 현지 제도에 대한 ‘적응’이 교차하면서 동태적으로 진화하고 있다.

그레마스 행위소 모델을 통해 본 기업의 CSR스토리텔링 전략-현대자동차 CSR홈페이지를 중심으로

그레마스 행위소 모델을 통해 본 기업의 CSR스토리텔링 전략-현대자동차 CSR홈페이지를 중심으로

기업의 저소득층 창업지원사업 성과 분석 연구 -현대자동차그룹 기프트카 캠페인을 중심으로-

기업의 저소득층 창업지원사업 성과 분석 연구 -현대자동차그룹 기프트카 캠페인을 중심으로-

닛산, 현대자동차의 경영이념과 세계화를 위한 브랜드 디자인전략 -고급화 브랜드 인피니티와 제너시스를 중심으로-

닛산, 현대자동차의 경영이념과 세계화를 위한 브랜드 디자인전략 -고급화 브랜드 인피니티와 제너시스를 중심으로-

A STUDY ON ORGANIZATIONAL CULTURE AND BEHAVIOUR OF EMPLOYEES OF HYUNDAI MOTOR INDIA LIMITED.

17Sep 2016 A STUDY ON ORGANIZATIONAL CULTURE AND BEHAVIOUR OF EMPLOYEES OF HYUNDAI MOTOR INDIA LIMITED. A. Arunachala Rajan and Mrs. B. Viji. Assistant Professors, Department of Commerce,Kamaraj College, Thoothukudi – 628 003, Tamilnadu.