독일 히든챔피언의 지속가능 성장요인 : 독일 장수가족기업에 대한 사례연구를 중심으로

There is a demand to enhance Small and Medium Enterprises (SMEs) as an effective alternative to create new jobs, decrease economic bipolarizations, and to further advance the economy. Recent interest in Germany’s hidden champions has been increasing as the new awareness of SMEs' socio-economic functions has developed, in particular the globally competitive companies called small giants' or ‘Korean style of hidden champions.'The purpose of this study is to examine the characteristics of management and the sustainable growth of Germany's hidden champions based on case studies of long-surviving [family] businesses; these businesses are global market leaders in their industries. Implications regarding how to apply management to Korean enterprises and government policies will also be explored in this study. The sustainable growth factors were established based on case studies about Germany's hidden champions. These hidden champions are categorized as management perspectives in individual companies and government/institutional policy perspectives. In terms of the management perspectives, hidden champions focus on their own unique business areas, striving to become the best worldwide. These companies value technology and implement innovations and full-range R&D. The companies give prestige to their employees as well as support their employees’ self-development and personal growth. Sustainable growth and development strategies with long-term plans are pursued, rather than short-term financial performance and outcomes. These companies strive for globalization and to become part of the international market; however, they also focus on localization. Maintaining positive collaborations and relationships with their partners is imperative while maintaining the productive and collaborative relationships between the family and company. In doing so, these companies build a clear set of family values and stewardship as they effectively manage family governance. These hidden champions focus on their social responsibilities of business and focus on CSR (Corporate Social Responsibility) voluntarily and actively. Hidden champions also aim to provide the best quality of products for their customers and lead companies in the global market; they also implement entrepreneurship with enthusiasm to achieve these goals. In terms of government/ institutional policy, the sustainable growth factors include : providing appropriate job training and education for employees, SMEs provision of friendly and supportive R&D policies, exploration of the international markets, and support for globalization. The government/institutional policy level also seeks the development of positive relationships with trading banks, banking systems and behaviors, and effective business successions. The two policy levels, business management and government/institutional, are both necessary to foster the Korean style of hidden champions. Each individual company needs to invest in their efforts to be the best, and government policies need to be developed and implemented in order to support companies’ entrepreneurial activities. These government policies should improve and implement effective human resource management, technology support, effective financial and banking systems and policies, the exploration of the international markets and globalization, and an effective succession process as well as implementation of said process. Other important and necessary tasks include : to create a proper environment, improve and modify current systems and policies, and to support the entrepreneurial spirit.