현대자동차 정비업 운영체제의 변화 ― 프랜차이즈를 중심으로

This study analyzes the historical transformation of Hyundai Motor’s repair business operating system over the past fifty years from an organizational sociology perspective. This study investigates how Hyundai Motor Company has perceived the auto repair business and positioned its role and status, how it has structured service organizations, workforce, technology, and control mechanisms to achieve business objectives, and what outcomes and benefits it has derived in the process. To this end, four contingency factors—business goals and operational strategies, technology, ownership, and control—were established to analyze how each factor influenced the formation of the repair organizational structure and Hyundai’s overall achievements. According to the research findings, Hyundai Motor Company converted its repair business into a franchise system in the early 2000s to achieve its goal of becoming a global enterprise. By leveraging the characteristics of franchising, Hyundai achieved the modernization and rationalization of repair services through a cost-transfer structure to franchise owners. The differentiated quality of repair services thus secured played a crucial role in supporting Hyundai’s rapid growth into a global company through the expansion of its domestic market. This study contributes to a deeper understanding of the role of repair services within today’s automobile industry, Hyundai’s operational strategies in the repair sector, and how repair partners, as participants in the automotive value chain, have been mobilized and utilized to achieve corporate objectives.