By Vikas Pawar
OPINION: South Korea, within a short span, has accomplished tremendous ‘economic success. This was chiefly possible due to Korean corporate’s stern commitment to work and motivation. This achievement is also known as the ‘economic miracle’ and has become an interesting subject to investigate.
Over the years, many scholars have attributed various factors for this success, such as; the USA-supported country, export-oriented policy, Chaebols, hardworking people, Pali-Pali culture, etc. Although these factors may be attributed to their success, but they failed to provide a complete and satisfactory explanation and many parameters still remain to be discovered.
In pursuit of economic growth, there underlies origin of Korean Corporate culture. After the globalization of Korean firms, along the line of Hallyu (Korean cultural wave), Korean corporate culture also began its export journey. Korea is a homogeneous country that faced numerous challenges operate its business in a heterogeneous country like India.
The major challenges include social norms, ethics, and work culture. Korean economic development was based on two words ‘Rush and Risk’, almost all corporate firms experience this before entering into the global arena. This ‘rush and risk’ type of Korean corporate culture when they implemented in India, it came as a surprise and produced a unique style of cross-cultural discourse. It became very hostile to Indian workers, who primarily had no experience of hurry-up work culture.
Traditionally, many consider that corporate culture in South Korea is intensely influenced by Confucianism (Yung-Ho Cho & Jeongkoo Yoon, Mochamad, Mochlkas, Do Thuy Hang). i.e the idea of hierarchies in ranking and relations among the organization and its employees. This appears to be the mythical representation of Korean corporate culture, particularly when it interacts with the Indian Market.
It (Confucianism) is an artificially painted canvas with less practical reality and more fictional thoughts. In reality, the corporate culture of South Korea is based on market competition, profit, and cheap labor.
South Koreans, operate their corporate offices in almost all parts of India and almost every sector (Manufacturing, Electronics, Automobiles, Construction, Tourism, Banking, pharmaceuticals, Trading, Education, Infrastructure, Agriculture, Gaming, Restaurants, Environment, Energy, Information Technology, etc.). Many of the Korean companies hired Indian staff from higher to lower positions to handle their business affairs.
At this point, the first interaction began to play with Korean corporate culture and Indian employees in Indian Market. In this context, we are witnessing the development of a unique type of cross-cultural interaction.
The proposed papers try to expose the bright and dark side of Korean corporate culture in India. Although, not all firms operate with the same rules, but fundamental culture is found to be somewhat similar. Therefore, defining the term Korean corporate culture is very complex but in short ‘It is a core ethical value Korean management holds while performing the business activities with foreign employees in foreign lands’ or ‘mental programing of Korean firms’ (Hofstede terms culture as mental programming).
Nevertheless, my emphasis is not the definition rather the characteristics of this term in the Indian context. The nature of Korean corporate culture is also perplexed and the study is difficult to apprehend without having a practical insight. A few studies had already been done on these vital topics yet deep and substantial research is still required.
A famous proverb says “When in Rome do as the Romans do” (로마에서는 로마법을 따르라). But in the case of India, Koreans seem to have forgotten this saying completely. The characteristics of Korean corporate culture are no more idealistic (Confucianism) as many have claimed rather it is very dominating and superior.
It is high time to put forth this discourse openly before it gets too late. Frankly, Korean orientation towards the Indians is not respectful at all, as they look down upon Indians in many ways. Their (Korea) blogging site never (searching site) filled with negative and wrong information about India and Indians, which exposed the blind ignorance of Koreans.
With such false pre-assumed perceptions, most Korean management operates their businesses. Not only do Korean managements dominate Indian employees but sometimes they undermine the Indian authorities as well.
I suspect, is this part of Korean corporate culture or corporate strategy for the Indian market?
Unnoticeably, many Indian employees in the Korean corporate office silently faced substandard treatment when Koreans made a mockery of their Physical body (Fat bellies), eating by hands, unhygienic, and sanitation. By virtue of this mockery, Koreans generate a sense of superiority and deprive Indian employees of the sub-standard human level.
Not only are these remarks becoming a common interaction but low pay and unstable work hour has also become the feature of Korean corporates in India. From another perspective, disobedience, untimely finished work, or even little disagreement with Koreans in India could cost the job loss. Thus, this haunting image of colonial (economic) prude is emblazoned in interaction. Of course, this brief observation does not explain a complete summary but possibly focused to highlight the dark side of Korean firms in India. Most of the corporate offices are operating with this fundamental model in the Indian market. Definitely, undermining the above observation will hinder our bright future and cooperation.
Parallel to critical observation, the bright side of Korean corporate culture is also necessary to highlight. It helps in two ways, one with employment generation and another is that of transfer of technology. If I elaborate, Korean corporate culture also emphasizes the importance of time, punctuality, and commitment towards work in one’s life. Koreans are well aware of the fact that India has a large number of unemployed youth and acquiring work in any place is very competitive.
Koreans often predict and advise Indian youth that 인도에 앞으로 기술이 알고 있는 사람 찰 살 거에요.( In future, those who knows technology will survive well in India). Many Koreans also motivate new employee when repeatedly use such phrase for new comer, ‘저음부터 아는 사람 한나도 없습니다’( No one knows anything in beginning), 수고헀습니다( you have worked hard). thus filling the new employee with confidence.
Training is also an important part of the exercise by the Korean firms. Another characteristic that is worth mentioning is Koreans provide all necessary equipment to staff before suggesting to perform any task. Korean corporate culture also teaches that in spite of whatever is your ranking in company ‘work is work’.
Acceptance of mistakes is acceptable but giving an excuse and lie is not acceptable to Koreans. Many of the Koreans consider that Indians lack discipline and punctuality therefore, strict supervision is of utmost necessity. Moreover, Koreans stress the reason whereas Indian stress the emotions. A good learner has a chance to learn the great corporate lessons.
In the course of the explanation, distinctly mentioned the bright and dark side of Korean corporate culture. My observation of Korean corporate culture in India has found no element of Confucianism as previously claimed rather I found it propagated idea of Taoism (strict and polite). My suggestion is the idea of Tao is more feasible with Indians rather than strict Confucius thinking. As we all are aware of the fact that, politeness could seduce but over strictness can alienate Korean corporate culture out rightly. Thus it can help to form a balanced cross- cultural communication and yield more fruits in future.
Disclaimer: The views expressed by the author in this article are his personal, and Asian Community News (ACN) Network does not endorse it.
About Author
E-mail: vikas0388@gmail.com
Vikas Pawar a senior research scholar was affiliated at the Centre of East Asian Studies, Jawaharlal Nehru University, Currently writing his thesis on Tittle ‘ Revival of Korean Buddhism during Japanese Colonial Rule: Strategies of Cooperation and Resistance’. He holds Bachelor’s and Master’s Degree in Korean Language and Literature from Jawaharlal Nehru University, New Delhi. He has written his M.Phil. Dissertation on Tittle ‘Narrative as an Instrument in India Korea Relations: A Case Study of Ayodhya Princess Legend’. (2016) to Centre of East Asian Studies, Jawaharlal Nehru University, New Delhi. His Area of academic and research interest are Korean, Culture and literature, comparative cultural studies, India-Korea Cultural Relations, Korean Buddhism during Colonial Period.
