This study was undertaken to resolve questions about how managers actually solve the problem of contingency fit. Through a theoretical review, it was inferred that managers apply a highly simplified management principle called their "dominant logic" in perceiving and judging situations and in maintaining optimal alignment among organizational response elements. To obtain empirical evidence for these logical inferences, a case study was conducted on Hyundai Engineering & Construction and Chairman Chung Ju-yung. The results of the case study revealed that the multi-contingency fit among environment, strategy, and organizational structure adopted by Chairman Chung Ju-yung was resolved through a dominant logic unique to him—the "action-first principle" and the "time compression" derived from it. The limitations of this study are noted at the conclusion of the paper.