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±â¼úÁ߽ɱâ¾÷ ±ÝÀ¶ÀÇ È°¼ºÈ­¸¦ À§ÇÑ ´ë¾ÈÀ¸·Î º¸ÁõÁ¦µµ¿Í ±â¾÷Æò°¡ÀÇ ¿ªÇÒÀÌ ºÎ°¢µÇ°í ÀÖ´Ù. ±â¼úÀ» ´ãº¸·Î ÇÑ º¸ÁõÀ» ´Ã¸®°í, Àü¹®°¡¿Í ÀÎÇÁ¶ó¸¦ È°¿ëÇÑ ±â¾÷Æò°¡¸¦ ÃßÁøÇÔÀ¸·Î½á±â¼úÁ߽ɱâ¾÷µéÀº ÇÑÃþ ¹àÀº ¹Ì·¡¸¦ ³»´Ùº¼ ¼ö ÀÖ°Ô µÉ °ÍÀÌ´Ù.

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Most of the evaluation systems have performed evaluation with an emphasis on information security products so far. However, evaluating information security level for an enterprise needs analysis of the whole enterprise organization, and a synthetic and systematic evaluation system based on it. This study has tried to grasp the information security level of the whole enterprise organization, and develop an evaluation system of information security level for suggesting a more developing direction of information security.

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Those facts I have studied on the theoretical characteristics of stock price earning ratio related with firm evaluation are as followings. First, I have investigated stock valuation analysis under certainty in view of Miller's, Modigliani's and Linter's theories in Chapter ¥±, and it is found that stock valuation under uncertainty to which the basic model of MM theory and the concept of capitalization ratio are applied is the same output, as in the case under certainty. And I have examined the stock valuation of growth corporations in which net investment, total capitals and operating profits are expected. Second, I have reexamined the fact that stock price profits are the erotical indices of firm valuation and the firm valuation on the basis of stock price earning ratio in Chapter III. As a whole, I have surveyed the stock price earning ratio theory of the growth stocks and there have been found some problems as such scholars as Malkiel and others have suggested focusing on the stock price structure of growth stocks. To conclude, there must be incessant efforts for the study of security analysis to make it develop ideally.

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While Korean companies have rapidly increased their activities for corporate social responsibility (CSR) over the past three decades, we have limited knowledge on what kinds of CSR are expected. Using a national survey in 2012, this study finds that Koreans have different types of expectation on CSR. People expect technological innovation and consumer satisfaction as an important parts of CSR, when they trust firms or when they think firms do business with ethical ways. However, those who distrust firms have different expectations. People having little confidence in firms want companies to do more on co-prosperity with small-sized and mid-sized firms or spend more money on employees¡¯ welfare. This paper provides some policy implications.

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& & ±â¾÷ÀÇ »çȸ°øÇåÈ°µ¿°ú °ü·ÃÇÏ¿© °ú°Å ¿¬±¸µéÀº ÁÖ·Î ±â¾÷ÀÇ »çȸ°øÇåÈ°µ¿ ³ë·ÂÀÌ Á¦Ç° ¹× ±â¾÷Æò°¡, ³ª¾Æ°¡ ±â¾÷ À̹ÌÁö µî¿¡ ±àÁ¤Àû ¿µÇâÀ» ¹ÌħÀ» Á¦½ÃÇØ¿Ô´Ù. ÇÏÁö¸¸ ÃÖ±Ù ¿¬±¸µéÀº ÁÖ·Î ±â¾÷ÀÇ »çȸ°øÇåÈ°µ¿¿¡ ´ëÇÏ¿© ¼ÒºñÀÚµéÀÌ µ¿±â¸¦ Ãß·ÐÇϱ⠶§¹®¿¡ ÇØ´ç ±â¾÷¿¡ ´ëÇÏ¿© ÀÌŸÀû µ¿±â¿Í À̱âÀû µ¿±â ¸ðµÎ¸¦ À¯¹ß½Ãų ¼ö ÀÖÀ½À» Á¦½ÃÇÏ°í ÀÖ´Ù. ÀÌ¿¡ º» ¿¬±¸´Â ¼³µæÁö½Ä ¸ðµ¨(PKM)À» ¹ÙÅÁÀ¸·Î ±âÁ¸ÀÇ µ¿±âÂ÷¿øÀ» ³× °¡Áö ÇüÅÂ(°¡Ä¡Ãß±¸ µ¿±â, ÀÌÇØ°ü°èÀÚ µ¿±â, À̱âÀû µ¿±â, Àü·«Àû µ¿±â)·Î ¼¼ºÐÈ­ÇÏ¿´°í, ³ª¾Æ°¡ ÀÌµé µ¿±âÀ¯ÇüÀÌ ±â¾÷Æò°¡¿¡ ¿µÇâÀ» ¹ÌÄ¡´Â È¿°ú¸¦ ±Ô¸íÇÏ¿´´Ù.& & ºÐ¼®°á°ú, ±â¾÷ÀÇ »çȸ°øÇåÈ°µ¿¿¡ ´ëÇÑ °¡Ä¡Ãß±¸ µ¿±â´Â ±â¾÷Æò°¡¿¡ ±àÁ¤ÀûÀÎ ¿µÇâÀ» ¹ÌÄ¡´Â °ÍÀ¸·Î ³ªÅ¸³µÀ¸¸ç, Àü·«Àû µ¿±â´Â ±â¾÷Æò°¡¿¡ ºÎÁ¤ÀûÀÎ ¿µÇâÀ» ¹ÌÄ¡´Â °ÍÀ¸·Î ³ªÅ¸³µ´Ù.

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Many firms are efficiently applying smart business technology and smart business model to their management activities in order to raise their business results in a smart business environment. Firm's smart business capability is very crucial for the efficient execution of its management activities and to improve the performance of business tasks in a global business environment. An evaluation framework is necessary for effectively evaluating a firm's smart business capability to manage and improve its smart business capability in a total smart business perspective. We generated the first 21-item based on previous literature. This research found an 11-item framework that can efficiently evaluate an enterprise smart business capability by verifying based on previous studies. This framework can be used for effectively evaluating a firm's smart business capability in a comprehensive perspective.

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ÃÖ±Ùµé¾î ´åÄÄÀ§±â·ÐÀÌ ´ëµÎµÇ¸é¼­ ´åÄıâ¾÷µéÀº ÅõÀÚÀÚµéÀÇ ¹ß±æÀÌ ²÷¾îÁö°í ½ÃÀå¿¡¼­ »ì¾Æ³²±â À§ÇÑ Ä¡¿­ÇÑ ¸öºÎ¸²ÀÌ Àü°³µÇ°í ÀÖ´Ù. ÀÌ¿¡ Áö³­ 10¿ù 4ÀÏ ¶ó¸¶´Ù¸£³×»ó½ºÈ£ÅÚ¿¡¼­ Á¤º¸Åë½ÅºÎ¿Í ¹Î°£ ±â¾÷°¡µéÀÌ ¹Î°ü Çùµ¿À¸·Î ÀÎÅÍ³Ý ±â¾÷¿¡ ´ëÇÑ °¡Ä¡Æò°¡ ¶ó´Â ÁÖÁ¦·Î ¼¼¹Ì³ª¸¦ ¿­¾ú´Ù. À̳¯ ¼¼¹Ì³ª¿¡¼­´Â ´Ù¾çÇÑ Á¢±ÙÀ» ÅëÇØ ÅõÀÚ°¡Ä¡°¡ ÀÖ´Â ±â¾÷µé¿¡°Ô´Â ÅõÀÚÀÇ ±æÀ» ¿­¾îÁÖ°í ÅõÀÚÀڵ鿡°Ô´Â ÅõÀÚÀÇ ¾ÈÁ¤À» ã¾Æ ÁÜÀ¸·Î½á »õ·Î¿î È°·ÂÀ» ºÒ¾î³Ö°í ÀÖ´Ù.

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º» ¿¬±¸¿¡¼­´Â ±â¾÷¹®È­ÀÇ À¯Çü°ú ±â¾÷¹®È­ÀÇ ±¸¼º¿ä¼Ò°£ÀÇ °ü°è, ¿µÇâµµ¸¦ ºÐ¼®ÇÏ°í, ±â¾÷¹®È­ÀÇ À¯Çü Æò°¡¸ðµ¨¿¡ ÀÇÇÏ¿© À¯ÇüÀ» Æò°¡ÇÏ´Â ¹æ¹ýÀ» Á¦½ÃÇÏ°íÀÚ ÇÑ´Ù. Áß¼Ò±â¾÷ÀÇ ±¸¼º¿øÀ» ´ë»óÀ¸·Î ¼³¹®À» ÅëÇØ ±¸ÇÑ 314°³ÀÇ µ¥ÀÌÅ͸¦ »ç¿ëÇÏ¿© ±â¾÷¹®È­ÀÇ À¯Çü°ú ±â¾÷¹®È­ÀÇ ±¸¼º¿ä¼Ò°£ÀÇ °ü°è´Â »ó°üºÐ¼®À» ÅëÇØ, ±â¾÷¹®È­ÀÇ À¯Çüº°·Î ¾î¶² ±â¾÷¹®È­ ±¸¼º¿ä¼Ò°¡ ¿µÇâÀ» ÁÖ´Â Á¤µµ¿¡ ´ëÇؼ­´Â ȸ±ÍºÐ¼®À» ÅëÇؼ­ ºÐ¼®ÇÏ¿´´Ù. ¸¶Áö¸·À¸·Î ±â¾÷¹®È­ À¯ÇüÀÇ Æò°¡¸ðµ¨ ºÐ¼®Àº ÆÛÁö½Ã½ºÅÛÀ» ÀÌ¿ëÇÏ¿´´Ù. º» ¿¬±¸¿¡¼­ÀÇ ±â¾÷¹®È­ À¯ÇüÀÇ Æò°¡¸ðµ¨Àº °¡´ÉÀûÀÎ ¸é°ú ÇÊ¿¬ÀûÀÎ ¸éÀÌ ¼¯¿© ÀÖ´Â ÇüÅÂÀ̸ç, Æò°¡¸ðµ¨À» ÀÌ¿ëÇÏ¿© ¸ðµ¨¸µ¿¡ ÀÇÇÑ ±â¾÷¹®È­À¯Çü¿¡ ´ëÇÑ ÃßÁ¤ÆÛÁö°ü°èÇà·ÄÀ» µ¿Á¤ÇÏ¿© ÆÛÁö½Ã½ºÅÛÀ» ±¸ÇÏ´Â µ¿Á¤¹®Á¦·Î¼­ ¸ðµ¨ÀÇ °ËÅ並 ÅëÇؼ­ ±× À¯¿ë¼ºÀ» º¸¿´´Ù.

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& & ÀÌ ¿¬±¸´Â 2008³â °æ±âµµ°¡ ½ÃÇàÇÑ Áö¹æ°ø±â¾÷ °æ¿µÆò°¡¿¡ ´ëÇÑ ¸ÞŸÆò°¡¸¦ ÅëÇØ Á¤Ã¥Àû °úÁ¦¸¦ µµÃâÇÏ°íÀÚ ÇÏ¿´´Ù. À̸¦ À§ÇØ ¼±Ç࿬±¸¿¡¼­ µµÃâµÈ Æò°¡¸Æ¶ô, Æò°¡ÅõÀÔ, Æò°¡°úÁ¤, Æò°¡»êÃâ ¹× È°¿ë µî 4°¡Áö °üÁ¡À» Æ÷ÇÔÇϴ üÁ¦·ÐÀû Á¢±Ù¹æ¹ýÀ» È°¿ëÇÏ¿´´Ù. ºÐ¼®°á°ú °æ±âµµÀÇ Áö¹æ°ø±â¾÷ °æ¿µÆò°¡°¡ óÀ½ ½ÃÇàÀ̶õ Á¡À» °í·ÁÇÒ ¶§ ¸¹Àº ½ÃÇàÂø¿À¸¦ °ÞÀº °ÍÀº »ç½ÇÀ̳ª, ¼º°øÀûÀ¸·Î ÀÌ·ç¾îÁ³´Ù°í ÆǴܵǾú´Ù. ÇâÈÄ ÀÌ·¯ÇÑ ½ÃÇàÂø¿À¸¦ ¾ïÁ¦ÇÏ°í º¸´Ù ¹ßÀüÇϱâ À§Çؼ­´Â, ù° °æ±âµµ-°æ¿µÆò°¡´Ü-Æò°¡´ë»ó±â°ü¿¡ °ø½ÄÀû ÀÇ»ç¼ÒÅë ¼ö´ÜÀ» ¸¶·ÃÇÏ¿© È°¼ºÈ­½ÃÅ°°í, µÑ° Æò°¡ÀÇ ½Å·Ú¼º°ú ¼ö¿ë¼ºÀ» Çâ»ó½ÃÅ°±â À§ÇØ ¹®Á¦ÇØ°áÇü °æ¿µÆò°¡¸¦ ¿î¿µÇÒ ÇÊ¿ä°¡ ÀÖÀ¸¸ç, °æ±âµµ¿Í °æ¿µÆò°¡´ÜÀº °æ¿µÆò°¡Á¦µµ¿¡ ´ëÇÑ °³¼±»çÇ×À» Áß¾ÓÁ¤ºÎ Á¤Ã¥¿¡ ¹Ý¿µµÇµµ·Ï ³ë·ÂÇØ¾ß ÇÔÀ» Á¦¾ðÇÏ¿´´Ù.

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These days, Corporate Social Responsibility ('CSR') has been emerged as new variable of corporate environment, it has been claimed that CSR should be perceived as major competition strategy of corporate beyond distribution level that simply considers corporate image. In this viewpoint, this study analyzed about influence that CSR affects to corporate value. For this, this study also analyzed if there is any difference in corporate value by corporate responsible activity of whole listed corporations. Archive was gained through KEJI index of Economic Justice Institute under the Citizens Coalition of Economic Justice. Specifically, relation with corporate value was empirically analyzed through using 6 economic justice index score of Economic Justice Institute under the Citizens Coalition of Economic Justice as alternative of CSR. About differentiation with advanced study of this study, many advanced studies regarding social responsible activities reported inconsistent results. About these results, in order to prove differentiated reaction of market, this study decided to aim only at 300 CSR excellent corporales because the evaluation result of the 21st and the 22nd excellent corporate award by the Citizens Coalition of Economic Justice was opened. As a result of analysis of 300 CSR excellent corporations including 200 excellent corporations of the 21st award in 2012 and 100 excellent corporations of the 22nd award in 2013, as CSR level is higher, corporate value is appeared to be significantly higher. Thus, this means corporate social responsible activity improves corporate value in market. In the future, CSR should be selected as active competition strategy to corporate situation respectively. Also, in oder to induce change of corporate recognition and active CSR activity, it implies that role of capital market related organization or other market participators, in other words, role of institutional Investors, CSR evaluation institute, SRI fund, is important.

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ÃÖ±Ù ±â¾÷ °æ¿µÀÇ °ü½ÉÀº ȯ°æ º¯È­¿¡ ½Å¼ÓÈ÷ ´ëÀÀÇÏ°í, Áö¼ÓÀûÀ¸·Î ¼ºÀåÇϱâ À§ÇÑ °æÀï·Â È®º¸¿¡ ÀÖ´Ù. IT(Information Technology)°¡ ÀÌ·¯ÇÑ ±â¾÷ÀÇ °æÀï·ÂÀ» °­È­ÇÏ´Â ÇÙ½É µ¿ÀÎÀ¸·Î¼­ ÁÖ¿äÇÑ ¿ªÇÒÀ» ´ã´çÇϸ鼭, °æ¿µ°ú ITÀÇ ¿¬°è, IT¸¦ ÅëÇÑ Á¦Ç° ¹× ¼­ºñ½ºÀÇ Çõ½Å µîÀÌ ÃÖ±Ù ÁÖ¿äÇÑ È­µÎ·Î ÀÚ¸® Àâ¾Ò´Ù. ±×·¯³ª ±âÁ¸ÀÇ ±¹³»¿Ü Á¤º¸È­ Æò°¡Áö¼ö ¹× °ü·Ã ¿¬±¸µéÀº IT ÀÚüÀÇ ¾çÀûÀÎ ±¸Ãà°ú È°¿ë¼öÁØ, ±× °æÁ¦¼º È¿°ú¿¡ ÃÊÁ¡ÀÌ ¸ÂÃß¾îÁ® À־, IT°¡ °æ¿µ Çõ½ÅÀ» Áö¿øÇÏ°í ÁÖµµÇÏ´Â ¼öÁØ¿¡ ´ëÇÑ Æò°¡°¡ ¹ÌÈíÇÑ °ÍÀÌ »ç½ÇÀÌ´Ù. ±×·¯¹Ç·Î º» ¿¬±¸¿¡¼­´Â Â÷¼¼´ë Á¤º¸È­¼öÁØ Æò°¡ ½Ã½ºÅÛÀÌ °®Ãß¾î¾ß ÇÏ´Â ¿ä°ÇÀ» Á¤ÀÇÇÏ°í, À̸¦ ±â¹ÝÀ¸·Î ÇÑ Æò°¡¿µ¿ª°ú Æò°¡Ç׸ñÀ» °³¹ßÇÑ´Ù. ¶ÇÇÑ, ±â¾÷ Á¤º¸È­ÀÇ ´Ù¾çÇÑ Æ¯¼ºÀ¯ÇüÀ» ¼³¸íÇÒ ¼ö ÀÖ´Â ´ÙÂ÷¿øÀÇ Çؼ® ¹æ½ÄÀ» Á¦½ÃÇÑ´Ù. º» ¿¬±¸¸¦ ÅëÇØ °³¹ßµÈ Æò°¡½Ã½ºÅÛ EIII 2.0Àº ±¹³» ±ÝÀ¶ ¾÷Á¾ÀÇ 2°³ ±â¾÷À» ´ë»óÀ¸·Î ÇÑ ÆÄÀÏ·µ Å×½ºÆ®·Î ½Ç¿ë¼ºÀ» °ËÁõÇÏ¿´´Ù.

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ÀÌ ¿¬±¸´Â Áö¹æ°ø±â¾÷ °æ¿µÆò°¡ÀÇ ¼ø±â´É È®º¸¸¦ À§ÇÑ ÀüÁ¦Á¶°ÇÀÎ Æò°¡Á¤º¸ ¼ö¿ë¿¡ ¹®È­Àû ¿äÀΰú ÀÎÁöÀû ¿äÀÎÀÌ ¹ÌÄ¡´Â ¿µÇâÀ» ºÐ¼®ÇÏ¿´´Ù. Æò°¡ °á°ú¸¦ ÅëÇØ Á¦½ÃµÇ´Â Æò°¡Á¤º¸´Â ÇÇ Æò°¡±â°üÀÌ Çؼ®ÇÏ¿© ¼±ÅÃÀûÀ¸·Î ¼ö¿ëÇϴµ¥ ÀÌ´Â ÀÎÁöÀû ¿äÀΰú ¹®È­Àû ¿äÀο¡ ÀÇÇØ ¿µÇâÀ» ¹ÞÀ» °ÍÀÌ¶ó °¡Á¤ÇÏ¿´´Ù. ¹®È­Àû ¿äÀÎÀÇ ¿µÇâ·ÂÀ» ºÐ¼®ÇÑ °á°ú ÇÕ¸®¤ý¹ßÀü¤ýÁý´Ü ¹®È­¸¦ °­Á¶ÇÏ´Â Á¶Á÷Àϼö·Ï Æò°¡Á¤º¸ÀÇ ¼ö¿ë ¼öÁØÀÌ ³ô¾ÆÁö´Â °ÍÀ¸·Î ³ªÅ¸³µ´Ù. ¹Ý¸é °èÃþ ¹®È­´Â Æò°¡Á¤º¸ ¼ö¿ë¿¡ À¯ÀÇÇÑ ¿µÇâÀ» ¹ÌÄ¡Áö ¸øÇÏ´Â °ÍÀ¸·Î ³ªÅ¸³µ´Ù. ÀÎÁöÀû ¿äÀÎÀÇ ¿µÇâ·ÂÀ» °ËÁõÇÑ °á°ú °¨Á¤¿äÀΰú ½Å·Ú¿äÀÎÀÌ Æò°¡Á¤º¸ ¼ö¿ë¿¡ À¯ÀÇÇÑ ¿µÇâÀ» ¹ÌÄ¡´Â °ÍÀ¸·Î ³ªÅ¸³­ ¹Ý¸é ÇÕ¸®¿äÀÎÀº À¯ÀÇÇÑ ¿µÇâÀ» ¹ÌÄ¡Áö ¸øÇÏ´Â °ÍÀ¸·Î ³ªÅ¸³µ´Ù. ¹®È­Àû ¿äÀΰú ÀÎÁöÀû ¿äÀÎÀ» Á¾ÇÕÇÏ¿© ºÐ¼®ÇÑ °á°ú °¨Á¤¿äÀΰú ½Å·Ú¿äÀÎÀÌ Æò°¡Á¤º¸ ¼ö¿ë¿¡ À¯ÀÇÇÑ ¿µÇâÀ» ¹ÌÄ¡¸ç ÀÌÁß °¨Á¤¿äÀÎÀÌ ¹ÌÄ¡´Â ¿µÇâ·ÂÀÌ ´õ Å« °ÍÀ¸·Î ³ªÅ¸³µ´Ù. ÀÌ ¿¬±¸´Â °æ±âµµ Áö¹æ°ø±â¾÷¸¸À» ´ë»óÀ¸·Î ºÐ¼®ÇÏ¿´À¸³ª Á¶»ç ´ë»óÀ» È®´ëÇÏ°í, ¹®È­¿Í ÀÎÁöÀû ¿äÀο¡ ´ëÇÑ ¿¬±¸¸¦ ¼¼ºÐÈ­ÇØ Áö¼ÓÇÑ´Ù¸é ÀÌ·ÐÁ¤¸³ »Ó¸¸ ¾Æ´Ï¶ó °æ¿µÆò°¡ÀÇ ¼ö¿ë¼º ÁõÁø¿¡ µµ¿òÀ» ÁÙ ¼ö ÀÖÀ» °ÍÀÌ´Ù.

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The role of SI in this IT era is recognized high as a value-creating activity in the overall industries. But the valuation factors are not so attractive compared to other industries. Among the negative factors are the relatively high cost of sales and operating cost, the lack of technical differentiation among the firms, the low level of entry barrier, and the resulting competition in the SI industry. But some positive factors such as the expectation for the overall introduction of IT into eoconomy, development of SM (System Management) projects, and the sales of developed soultions and components increase the value of SI firms.

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Overlay Multicast is a promising approach to overcome the implementation problem of IP multicast. Real time services like Internet broadcasting are provided by the overlay multicast technology due to the complex nature and high cost of IP multicast. To reduce frequent updates of multicast members and to support real time service without delay, we suggest a reliable overlay multicast tree based on members' sojourn probabilities. Path reliabilities from a source to member nodes are considered to maximize the reliability of an overlay multicast tree. The problem is formulated as a binary integer programming with degree and delay bounds. A tabu search heuristic is developed to solve the NP-complete problem. Outstanding results are obtained which is comparable to the optimal solution and applicable in real time.

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Á¤º¸±â¼ú Áï, IT(Information Technology)À» ±â¹ÝÀ¸·Î ÇÏ´Â »ê¾÷ÀÌ ÃÖ±Ù µðÁöÅÐ Çõ¸íÀ» ºÒ·¯¿À¸é¼­ ´Ù¾çÇÑ ÇüÅÂÀÇ Á¤º¸ »ê¾÷ ¼­ºñ½º°¡ ÃâÇö, Á¤º¸ Åë½Å±â±â ±â¾÷, Á¤º¸Åë½Å ¼­ºñ½º ±â¾÷, ¼ÒÇÁÆ®¿þ¾î ±â¾÷ µîÀ¸·Î Å©°Ô ±× ¿µ¿ªÀÌ È®ÀåµÇ°í ÀÖ´Ù. ±×·¯³ª IT ±â¾÷Àº ´Ù¸¥ »ê¾÷ÀÇ ±â¾÷µé°ú ´Þ¸® Life CycleÀÇ ¼ö¸íÀÌ Âª¾Æ ±â¾÷ÀÇ M&A³ª û»ê µîÀ» À§ÇÑ ±â¾÷°¡Ä¡ Æò°¡ÀÇ Çʿ伺ÀÌ ÆøÁõÇÏ°í ÀÖÀ¸³ª, ¾ÆÁ÷±îÁö ÀÏ¹Ý ±â¾÷¿¡ ´ëÇÑ ±â¾÷ °¡Ä¡»Ó¸¸ ¾Æ´Ï¶ó IT ±â¾÷ÀÇ °´°üÀûÀÎ °¡Ä¡ Æò°¡ ¸ðÇü Á¤¸³ÀÌ µÇ¾îÀÖÁö ¾Ê´Ù. µû¶ó¼­ º» ³í¹®Àº ÇöÀç È°¿ëµÇ°í ÀÖ´Â ¿©·¯ °¡Áö °¡Ä¡Æò°¡±â¹ý ¹× ÃÖ±Ù »õ·Î ºÎ°¢µÇ°í ÀÖ´Â ½Ç¹°¿É¼Ç±â¹ý(ROV) ±â¹ý°ú °¢°¢ÀÇ »ç·Ê¿¡ ´ëÇÏ¿© ºñ±³ ºÐ¼®ÇÏ¿´´Ù. °ú°Å »ê¾÷È­ °æÁ¦½Ã´ë¿¡´Â Çö±Ý È帧ÇÒÀιý(DCF)À» Àû¿ëÇÏ¿© ¿Ô´Ù. Áï, À¯ÇüÀÇ ÀÚ»êÀ» Æ÷ÇÔÇÑ ±â¾÷ÀÇ Çö±ÝÈ帧À» ¹Ì·¡°¡Ä¡·Î ȯ»êÇÏ´Â ¹æ¹ýÀ¸·Î ÇöÀç±îÁö ¼³µæ·ÂÀÖ°Ô Àû¿ëµÇ¾î ¿À°í ÀÖ´Ù. ±×·¯³ª IT±â¾÷Àº À¯ÇüÀÇ Àڻ꺸´Ù ¹«ÇüÀÇ ÀÚ»êºñÁßÀÌ ¸Å¿ì ³ô¾Æ DCF ¹æ¹ý¿¡ ÀÇÇÑ ±â¾÷ÀÇ °¡Ä¡Æò°¡´Â ¸¹Àº ¿À·ù¸¦ ¹üÇÒ ¼ö¹Û¿¡ ¾ø´Ù. ±×·¡¼­ Á¦½ÃµÈ °ÍÀÌ ÃÖ±Ù °³¹ßµÇ¾îÁø ½Ç¹°¿É¼ÇÆò°¡±â¹ý (ROV)ÀÌ´Ù. ±â¾÷ÀÌ ³»Æ÷ÇÏ°í ÀÖ´Â ´Ù¾çÇÑ ¿É¼Çµé¿¡ ´ëÇÑ Á¤¼ºÀû, Á¤·®Àû¹ýÀ¸·Î Æò°¡ÇÏ´Â »õ·Î¿î ¹æ½ÄÀ¸·Î ÀνĵǾîÁö°í ÀÖ´Ù. ±×·¯³ª ROV±â¹ý¿¡ »ç¿ëµÇ´Â ¿©·¯ °¡Áö ¿É¼Ç¿¡ ´ëÇÑ Æò°¡°¡ ¾ÆÁ÷±îÁö ÁÖ°üÀûÀÌ°í ÀÌ·ÐÀ¸·Î¸¸ Ä¡ÁßÇØ ÀÖ°í, °´°üÀûÀÎ ±Ù°ÅÀÇ ¹Ìºñ¿Í ¿É¼ÇÀÇ ºÎÁ·À¸·Î ÀÎÇØ Çö½Ç¿¡¼­ÀÇ Àû¿ëÀº °ÅÀÇ ºÒ°¡´ÉÇÑ ½ÇÁ¤ÀÌ´Ù. º» ¿¬±¸¿¡¼­´Â 4°¡Áö »ç·Ê¸¦ DCF Æò°¡ ±â¹ý°ú ROV ±â¹ý°úÀÇ ºñ±³ºÐ¼®À» ÅëÇÏ¿© ROV ±â¹ýÀÌ DCF ±â¹ý¿¡ ºñÇØ ±â¾÷°¡Ä¡ Æò°¡°¡ º¸´Ù ´õ Á¤È®ÇÏ¿´Áö¸¸, ROV ±â¹ý¿¡ Àû¿ëµÈ ¿É¼ÇµéÀÌ ±ØÈ÷ ÀϺηΠÁ¦ÇѵǾî ÀÖ¾î IT±â¾÷ÀÌ ³»Æ÷ÇÏ°í ÀÖ´Â 5°¡Áö ¹«ÇüÀÇ °¡Ä¡¿äÀÎÀ» µµÃâÇÏ¿© »õ·Î¿î ROV ±â¹ýÀ¸·Î ¹ßÀü½ÃÅ°°íÀÚ ³ë·ÂÇÏ¿´´Ù. º» ¿¬±¸¸¦ °è±â·Î IT ±â¾÷¿¡ ´ëÇÑ ±âº»ÀûÀÎ °¡Ä¡Æò°¡¹æ¹ýÀ» ÀçÁ¤¸³ÇÏ°í, ³ª¾Æ°¡ IT±â¾÷ Áß ÀÎÅͳݱâ¹Ý±â¾÷ S/W°³¹ß ±â¾÷, Network °ü·Ã±â¾÷ µî ´Ù¾çÇÑ ÇüÅÂÀÇ ±â¾÷±º¿¡ ¸Â´Â ´Ù¾çÇÏ°í ½ÇÁúÀûÀÌ°í À¯È¿ ÀûÀýÇÑ °¡Ä¡Æò°¡±â¹ýÀÌ ¿¬±¸ °³¹ßµÇ¾îÁ®¾ß ÇÑ´Ù.

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