1. SK Telecom is attempting to distance itself from which South Korean cultural value? What indicators of this value are identified in this case study? What other artifacts of this cultural value would you notice while visiting a South Korean company that upheld this national culture?
2. In your opinion, why is this hierarchical value so strong in South Korea? What are the advantages and disadvantages of this value in societies?
3. Do you think SK Telecom will be successful in integrating a more egalitarian culture, even though it contrasts with South Korea’s culture? What are some of the issues that may complicate or support this transition?

Until recently, Hur Jae-hoon could end debate with junior staff members just by declaring that the discussion was over. Employed at the fourth tier in SK Telecom Co.’s five-tier management/professional hierarchy, the 33-year-old strategist held the corresponding title of “Hur Daeri” and received plenty of respect from people in lower positions. No one below Hur was allowed to question his decisions, and Hur was expected to silently comply with requests from above. South Korea’s culture of deferring to people in higher positions was deeply ingrained in the telecommunications company. In some South Korean companies, such as Samsung, junior staff members aren’t even allowed to initiate conversations with anyone above their boss.