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Relevant bibliographies by topics / Hyundai Motor Company

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Journal articles

Academic literature on the topic 'Hyundai Motor Company'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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Journal articles on the topic "Hyundai Motor Company"

1

Jo, Hyung Je, and Jong-Sung You. "Transferring Production Systems: An Institutionalist Account of Hyundai Motor Company in the United States." Journal of East Asian Studies 11, no. 1 (2011): 41–74. http://dx.doi.org/10.1017/s1598240800006949.

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Our goal in this article is to explain how South Korea's Hyundai Motor Company successfully transferred its production system to the United States. When a production system is transferred to another country, it is modified under the influences of different institutional environments. The key to the success of Hyundai Motor Manufacturing Alabama, Hyundai's transplant in Montgomery, Alabama, is found in Hyundai's relatively low dependence on skill formation and high reliance on numerical flexibility of its production system relative to its Japanese counterparts. While Japanese automakers had dif

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2

Park, Young-Eun, and Dong-Kee Rhee. "Hyundai Motor Company in the Indian Market." Asian Case Research Journal 19, no. 01 (2015): 29–57. http://dx.doi.org/10.1142/s0218927515500029.

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This case study describes the strategies of Hyundai Motor Company for entering and working in India, as part of its global management strategies. With its huge potential in market development, India attracted worldwide attention and was a place of fierce competition among global corporations. In the automobile industry, Hyundai Motor India (HMI) went into the production of national vehicles for India's citizens through localization of products and marketing as well as standardization of manpower and organization. This study will examine the strategies and role of HMI as the future leader of do

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3

Oh, Seung-Youn. "Fragmented Liberalization in the Chinese Automotive Industry: The Political Logic behind Beijing Hyundai's Success in the Chinese Market." China Quarterly 216 (October 22, 2013): 920–45. http://dx.doi.org/10.1017/s0305741013001070.

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AbstractThis paper explains the extraordinary rise of the Beijing Hyundai Motor Company (BHMC), a joint venture between a state-owned enterprise run by the Beijing municipal government and Hyundai Motor Company. Within the span of three years, the BHMC soared to become China's second-ranked automotive manufacturer in terms of units sold. I highlight the role of the Beijing municipal government in creating favourable market conditions for the BHMC during its initial operation phase (2002–2005). The Beijing municipal government selectively adopted protectionist measures and liberalizing measures

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4

Hahn, Chan K., Edward A. Duplaga, and Janet L. Hartley. "Supply-Chain Synchronization: Lessons from Hyundai Motor Company." Interfaces 30, no. 4 (2000): 32–45. http://dx.doi.org/10.1287/inte.30.4.32.11642.

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5

Chung, Kyung‐won, Yu‐Jin Kim, and Sue Bencuya. "Hyundai Motor Company: Evolution of a Design Organization." Design Management Review 26, no. 3 (2015): 50–59. http://dx.doi.org/10.1111/drev.10333.

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6

Lansbury, Russell D., William Purcell, Chungsok Suh, and Seung-Ho Kwon. "The Global Strategies and Employment Relations Practices of the Hyundai Motor Company in Korea and India." Economic and Labour Relations Review 14, no. 1 (2003): 8–20. http://dx.doi.org/10.1177/103530460301400102.

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This paper examines the experience of the Hyundai Motor Company (HMC) managing its employees in a new plant established in Chennai, India. The establishment of the Indian plant in 1998 marked an important attempt by HMC to ‘relaunch’ its globalisation strategy after an earlier failure to manufacture in Canada. The ability of HMC to adopt an appropriate employment relations strategy in India will be an important factor determining its success as a global manufacturer. A key issue facing the Hyundai Motor Company of India (HMI) is the role to be accorded to unions and employee representation in

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7

Paul, Rik, and Debapratim Purkayastha. "Customer retention at Hyundai Motor India Ltd." Emerald Emerging Markets Case Studies 3, no. 3 (2013): 1–12. http://dx.doi.org/10.1108/eemcs-06-2013-0078.

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Title – Customer retention at Hyundai Motor India Ltd. Subject area – Marketing management, services marketing, customer relationship management and strategic marketing management. Study level/applicability – This case can be taught effectively to MBA/MS students. Case overview – Hyundai Motor India Ltd (HMIL) commenced operations in India in 1996 and launched its first car in India – the Hyundai Santro – in 1998. Since then, there has been no looking back for the company. Its domestic and export sales figures have risen manifold each year and the car maker has gone on to become the second lar

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8

Kim, Illi, and Changhee Kim. "Supply Chain Efficiency Measurement to Maintain Sustainable Performance in the Automobile Industry." Sustainability 10, no. 8 (2018): 2852. http://dx.doi.org/10.3390/su10082852.

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The automobile industry is set to undergo a structural transformation in the progress toward next-generation industries that involve autonomous vehicles and connected cars. Thus, supply chain management has become increasingly important for corporate competitiveness. This study aims to identify opportunities for improving supply chain performance by quantifying the impact of suppliers on the supply chain. An analysis was conducted in two phases. First, the efficiency of 139 partners that supply automobile components to the Hyundai Motor Company was measured using the Charnes–Cooper–Rhodes mode

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9

Park, Jeongkyu, Seungyoon Lee, Donghoon Kim, Youngpin Jin, Jongjin Park, and Saehoon Kim. "Demonstration Results of Fuel Cell Buses of Hyundai Motor Company." Transactions of the Korean hydrogen and new energy society 25, no. 3 (2014): 264–70. http://dx.doi.org/10.7316/khnes.2014.25.3.264.

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10

Choe, Soonkyoo. "The Globalization of Hyundai Motor Company: Entrepreneurship, Strategy, and Luck." Korea Association of Business Education 33, no. 3 (2018): 27–47. http://dx.doi.org/10.23839/kabe.2018.33.3.27.

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