윤리경영 실천을 통한 조직변화 방안: 윤리프로그램 도입과 실천 사례를 중심으로

This case study is to analyze the strategic change process of a Korean branch of multinational pharmaceutical company, Miracle-Korea. The focus of this study is to make the in-depth analysis on how to build ethics management by the CEO and TMT newly dispatched beginning with the time to select and dispatch CEO. In addition, the study has in-depth understanding of how a CEO from outside would apply the strategic direction and value of the overseas head office. The analytical results of this case indicate that the implementation content changed at intervals and with it, the configuration between the implementation agent and tactic changed. The objects of change are the same in terms of the sense of ethic and sales practices, but the initial radical change shifted into incremental change. In other words, in regards to the same object of change, the degree of change changed at regular intervals. Radical change means a break with the past and points to the type of change that inevitably destroys the present balance. The ethics code is a new standard operations procedure for sales marketing based on ethical management and requires a shift from the past relationship-oriented sales practices toward the sales methods using professional expertise and products. However, radical change later assumes the form of incremental change in which a sustainable management is possible, which means that the use of tactics by the implementation agents must change accordingly. In the initial stage of the implementation, there was no doubt that the leader of change was the president. The code of conduct was formulated on September, 2003. It was the project that began immediately after the president took over. This case represents an extremely radical change which makes the existing ethical awareness and sales practices entirely different from the past. For this purpose, the strong leadership of the president was required, but the president’s power base was still weak because he or she was a relative newcomer. To overcome this weakness, the implementation revolved around the TFT of his own making. For the initial strategy implementation tactic, logical and emotional persuasion was used and after a period of time the edict tactic was implemented. Once the barrier of resistance showed signs of change due to the use of various tactics in the initial stage, the use of edict tactic was set in place to solidify such change and clearly communicate the intention of the implementation agent to the employees. At this point radical change is converted into incremental change, during which the implementation agent or the implementation tactic changes. However, in the initial stage of gradual change, the process of the implementation didn’t go smoothly. This was because the middle managers lacked professional expertise and even the minimum number of one-way communications failed to provide momentum for the implementation. By contrast, as things progressed in the latter half, outside experts were brought in and rational persuasion, coercive persuasion, and emotional tactic were used. This study is done throughout 28 months. However, it would be a total of 32 months when combining the post contact through the amendment works after the initial draft, and through the long period of trace study, the in-depth study on the establishment and execution of ethics management.