The Samsung Way: Transformational Management Strategies from the World Leader in Innovation and Design

CHAPTER 8

INTERNAL CO-OPETITION AND PARADOX MANAGEMENT

Previous chapters have described Samsung’s growth into a world-class firm since the introduction of the New Management initiative in 1993. They provided an in-depth analysis of how Samsung surmounted the limitations of its birth as an emerging market–based company, the Asian currency crisis of 1997, and the global financial crisis of 2008.

This chapter provides a comprehensive discussion of the structure of the Samsung Way. It explains in detail Samsung’s development of “internal co-opetition,” that is, the company’s unique combination of cooperation and competition. It also analyzes how Samsung was able to resolve its three paradoxes and use them as a source for its competitiveness, providing ...