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Çѱ¹°ÇÃà½Ã°øÇÐȸ / v.11, no.2, 2011³â, pp.145-153
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°Ç¼³ ECÈ È°¼ºÈ¸¦ À§ÇÑ »óǰº° Àü·«¸ðµ¨ ¹× °³¼±ºÐ¾ß
( Construction EC Strategy Model and Improving Fields for Global EC Transition ) |
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| 1980³â´ë ÈĹݺÎÅÍ ¼¼°èÀûÀ¸·Î ¼±Áø±â¾÷À» Áß½ÉÀ¸·Î ±Û·Î¹ú ½ÃÀå¿¡ ÁøÃâÇϱâ À§ÇÑ ECÈ¿¡ ÁÖ·ÂÀ» Çϰí ÀÖÁö¸¸, »ç¾÷ÀÇ ÇüŰ¡ »ý»ê¼ºÁ߽ɿ¡¼ ¼öÀͼºÁß½ÉÀ¸·Î ¹Ù²î°í ¹ßÁÖÀÚÀÇ ¼ºÇâÀÌ ´Þ¶óÁö°í ÀÖ¾î ECȶó´Â °³³äÀÌ ´Ü¼øÈ÷ ¼³°è¿Í ½Ã°øÀÇ ÅëÇÕÀ¸·Î º¸±â¿¡µµ ÇѰ谡 ÀÖ´Ù. ±¹³» °Ç¼³±â¾÷ÀÇ ECÈ ÃßÁøÇöȲÀ» »ìÆìº¸¸é ECÈ ÃßÁøÁ¤µµ°¡ ³ôÁö´Â ¾ÊÁö¸¸ °¡Àå ³ôÀº °øÁ¾º° ECÈ ÃßÁøÀº ÀϹݰǼ³¾÷üÀÇ °ÇÃà°øÁ¾À¸·Î 49%ÀÎ °ÍÀ¸·Î ³ªÅ¸³µ´Ù. ±× ´ÙÀ½À¸·Î ÀϹݰǼ³¾÷üÀÇ Åä¸ñºÎ¹®(40.8%)°ú Àü¹®°Ç¼³¾÷üÀÇ Åä¸ñ(40%) ¹× Ç÷£Æ®(40%) »óǰÀ¸·Î Á¶»çµÇ¾ú´Ù. ±â¾÷ÀÌ ECÈ Àü·«À» ÅëÇØ ¼öÀͼº°ú È¿À²¼ºÀ» ³ôÀ̱â À§Çؼ °Ç¼³¾÷üÀÇ ¼³¹®À» ÅëÇØ °¢ »ç¾÷º°·Î ÇØ´çÇÏ´Â ÇÁ·Î¼¼½ºÀÇ ÁýÁßÅõÀÚ ºÐ¾ß ¹× °¡Àå ½Ã±ÞÈ÷ °³¼±µÇ¾î¾ß ÇÒ »çÇ×Àº °øÅëÀûÀ¸·Î´Â ±âº»¼³°è, ½Ç½Ã ¼³°è, ±×¸®°í ÅõÀÚºñÁ¶´Þ ±â´ÉÀ» °ÈÇØ¾ß ÇÏ´Â °ÍÀ¸·Î ³ªÅ¸³µ´Ù. º» ¿¬±¸´Â ±Û·Î¹ú °Ç¼³±â¾÷ÀÇ ¾÷ź° ºÐ¼®°ú ±¹³» °Ç¼³±â¾÷ÀÇ ÇöȲÀ» ÅëÇØ ½Ã»çÁ¡À» µµÃâÇÏ°í ±â¾÷¿¡°Ô µµ¿òÀÌ µÉ Àü·«¹æÇâÀ» Á¦½ÃÇÏ¿´´Ù. |
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| Since the early 1990s, Korean construction companies have strived to evolve into global Engineering Construction (EC) companies. However, such efforts have been unsuccessful, partly due to a lack of clear objectives and a misunderstanding of the direction that needed to be taken for such a change. A better understanding is required with respect to the need to transform into an EC company in the context of the rapidly changing global construction environment. This research investigates major EC companies from around the world, and assesses the status of domestic companies' efforts for EC transition. The results of these investigations revealed that domestic firms need to better prioritize their strengths for different markets, i.e., decide whether to implement directly, outsource or limit to process management. In addition, the investigations showed that the global market is shifting from monolithic projects to more complex projects. Such projects require firms with the ability to develop and implement high front-end investment strategies, planning capabilities, and pre-design management skills. Accordingly, we recommend that firms differentiate themselves by developing such a skill set required for specific products. |
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| ±â¾÷Àü·«;¿ª·®;Engineering Construction;Business Strategy;Competitiveness; |
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Çѱ¹°ÇÃà½Ã°øÇÐȸÁö / v.11, no.2, 2011³â, pp.145-153
Çѱ¹°ÇÃà½Ã°øÇÐȸ
ISSN : 1598-2033
UCI : G100:I100-KOI(KISTI1.1003/JNL.JAKO201115037884970)
¾ð¾î : Çѱ¹¾î |
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| ³í¹® Á¦°ø : KISTI Çѱ¹°úÇбâ¼úÁ¤º¸¿¬±¸¿ø |
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