Korea, which was one of the poorest countries in the 1960s, experienced immense growth in a relatively short period of time and has thus been benchmarked by various countries. How can we explain the great performance of enterprises in Korea during its last 60 years of economic development and growth? This article answers this question through the development of a behavioral model to explain Korean management (K-Management) and firm performance. Korean firms used speed management, excitement management, destructive innovation, and creativity management, all of which form key components of K-Management. While many variables help explain firm performance, this article shows that philosophy drives and impacts structure and behavior, and thereby, performance. We propose the K-Management model, socio-psychological or behavioral approach, through the Dreaming-Sharing-Excitement (D-S-E model) that guides, motivates, and harmonizes behaviors of employees, partners, and customers. This K- Management model is based on K-Entrepreneurship, which focuses on accepting challenges toward the future through dreaming. We examine and analyze the growth pattern and strategy of the Hyundai Motor Company from 2000 to 2013 through an application of the D-S-E model. Since Hyundai introduced the 100,000 miles 10-year warranty program in the U.S. auto market in 1999, they were able to become part of the GT5 (Global Top 5) in terms of automobile quality, competing with the likes of Toyota and other more established firms. In 2004, Hyundai Sonata, once recognized as a low-priced, poor-quality car, defeated Toyota Camry and Honda Accord, and ranked first in the intermediate car segment (Initial Quality Survey IQS of JD Power). Hyundai overcame the curse of incumbency and initial failure through the strength of its vision, which in turn fostered innovations in design, enhanced creativity, and increased productivity, all of which produced sustainable growth.