지원사업
학술연구/단체지원/교육 등 연구자 활동을 지속하도록 DBpia가 지원하고 있어요.
커뮤니티
연구자들이 자신의 연구와 전문성을 널리 알리고, 새로운 협력의 기회를 만들 수 있는 네트워킹 공간이에요.
논문 기본 정보
- 자료유형
- 학술저널
- 저자정보
- 저널정보
- 한국역사연구회 역사와현실 역사와 현실 제105호
- 발행연도
- 2017.9
- 수록면
- 35 - 73 (39page)
- DOI
- 10.35865/YWH.2017.09.105.35
이용수
초록· 키워드
오류제보하기
At the end of the 1950s, as the U.S. policy for Korean aid began to shift and a crisis situation started to form due to over-production, the demand on management rationalization of national enterprises started to gain strength. This notion diverged in two directions: one aimed for keeping the ‘national’ aspect of the enterprises intact, while upgrading management to a more rationalized level, while the other suggested that the ownership as well as management of national enterprises should both be privatized, so that their ability to respond to market dynamics could be enhanced. Both arguments opted for bettering national enterprises’ management and operations, but there was a considerable difference between those two opinions, as they viewed the relationship between the state and market very differently.
Discussions and debates over the issue of the Electric companies’ management rationalization also saw these two suggestions fighting with each other. And in this case the debate reflected(the difference between) the position of the Korean government, which was hoping to expand its own control over this important area of business, and the position of the U.S. authorities, which hoped to reinforce free trade principles. Eventually, the Korean government’s effort to call for the electric businesses’ public service reinforced paid off. At the time the Korean market was still to achieve a sufficient level of large-scale capital development, and the U.S. government came to realize that management rationalization was so urgent that the method of merging would be faster and more acceptable than an overall privatization process. This was, however, only a temporary agreement, and differences of opinions were still there.
It is an interesting fact that all Korean regimes involved maintained or even reinforced the principle to have the three electric companies remain merged. In the subsequent periods, electric business played an important role in the overall economic development plans, and we can say that the decision made in the above-mentioned period was indeed a precursor to a state-led economic development process.
Discussions and debates over the issue of the Electric companies’ management rationalization also saw these two suggestions fighting with each other. And in this case the debate reflected(the difference between) the position of the Korean government, which was hoping to expand its own control over this important area of business, and the position of the U.S. authorities, which hoped to reinforce free trade principles. Eventually, the Korean government’s effort to call for the electric businesses’ public service reinforced paid off. At the time the Korean market was still to achieve a sufficient level of large-scale capital development, and the U.S. government came to realize that management rationalization was so urgent that the method of merging would be faster and more acceptable than an overall privatization process. This was, however, only a temporary agreement, and differences of opinions were still there.
It is an interesting fact that all Korean regimes involved maintained or even reinforced the principle to have the three electric companies remain merged. In the subsequent periods, electric business played an important role in the overall economic development plans, and we can say that the decision made in the above-mentioned period was indeed a precursor to a state-led economic development process.
목차
서론
1. 1950년대 한국 전력사업의 구조
2. 국영기업 경영합리화를 위한 국영유지론과 민영화론
3. 전력 3사의 통합
결론
참고문헌
Abstract
참고문헌 (0)
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