The relationship between high performance work System (HPWS) or High Performance Human Resource Practices and organizational performance has been researched plentifully in the field of employment relations and strategic human resource management (SHRM). However, we had no opportunity to examine the changing and evolutionary process of human resource system that Korean firm experienced. Based on the evolutionary process of Canon Korea’s HRM and production system, this case is planned as an educational material that is able to promote understanding and applying concepts of SHRM (Internal fit, external fit, compositions of HPWS, direct employee participation, and the adoptions process of HPWS). And, a general manager’s point of view, we show situations that educatees, considering internal and/or external environments, can discuss how to formulate a human resource strategy. In this respect, this case has many practical implications. Canon Korea, established in 1985, passed through two critical junctures. The most important change was cell production system that adopted under the fate in the 1998 crisis. Another is the replacement of corporate identity, from ‘Lotte Canon’ to ‘Canon Korea Business Solution.’ Through these two junctures, Canon Korea has built appropriate HRM systems that fit each period. According to a theoretical base of HPWS, this case divides three periods of work system. Finally, we introduce the new environmental challenge for Canon Korea.