Abstract
Korea is a society subject to quite diverse social forces. Modernization “should” encourage reform, but the yoke of tradition restrains this tendency. This paper examines the patterns of preferential treatment of executives, based on family, school, and regional ties, by the owners of large “Jaebol” corporations in Korea. We found that about 21% of the total number of executive positions in the large corporations were occupied by individuals who had some type of “family tie” with the owners of the corporations. Also, there is a strong tendency of corporation owners to employ the executives of the same regional origin of birth as their own, but the affinity based on school ties was not as strong as that of regional origin. The findings of this study seem to support the arguments of previous studies that claimed a “trust” factor as a main cause of social similarity and affinity between the owners and executives in corporations.
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An earlier version of this paper was presented at the annual meetings of the American Sociological Association, August 17–22, 1987, Chicago, Illinois.
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Shin, E.H., Chin, S.K. Social affinity among top managerial executives of large corporations in Korea. Sociol Forum 4, 3–26 (1989). https://doi.org/10.1007/BF01112614
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DOI: https://doi.org/10.1007/BF01112614