Since the 1950's, decisions and behaviours of korean chaebols have focalised the attention of searchers in management, partly because of the specificities of their conglomeral strategies, centralised organizations and confucean culture. The grounded research exposed in this paper tries to understand why and how the chaebols' culture of entrepreneurship, regarded as one of the roots of the efficiency of the korean "dragoon" until the 1997' crisis, is considered ten years after as a cause of handicap in regard with the standard managerial theories. The resolution of the problematics of the factors and the design of the organizational change of chaebols lays on a longitudinal observation of a process embedded in a socio-cultural environment hardly accessible and on the mobilisation of the concepts of entrepreneurship, of governance and of governality. [ABSTRACT FROM AUTHOR]
