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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¸¦ Ȱ¿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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Áö¹æ°ø±â¾÷°æ¿µÆò°¡Á¦µµ´Â Áö¹æ°ø±â¾÷ÀÇ °æ¿µÀ» È¿À²ÈÇϰí Ã¥ÀÓ¼ºÀ» È®º¸Çϴµ¥ ÇÊ¿äÇÑ °´°üÀûÀÎ Á¤º¸¸¦ µµÃâÇϱâ À§ÇÑ Áß¿äÇÑ ¼ö´Ü Áß ÇϳªÀÌ´Ù. Áö¹æ°ø±â¾÷°æ¿µÆò°¡Á¦µµ´Â »çÈÄÀû ÅëÁ¦ÀåÄ¡·Î¼ Á¤ÂøµÇ¾î °¡°í ÀÖÀ¸¸ç, µ¿½Ã¿¡ Áö¹æ°ø±â¾÷ÀÇ °æ¿µÈ¿À²È ¹× Ã¥ÀÓ¼º È®º¸¿¡ ±â¿©Çϰí ÀÖ´Ù. ±×·¯³ª Áö¹æ°ø±â¾÷°æ¿µÆò°¡Á¦µµ¿¡ ´ëÇÑ ÇÇÆò°¡±â°üÀÇ ºÒ¸¸ µîÀÌ Á¦±âµÇ¸é¼ ¸ÞŸÆò°¡ÀÇ Çʿ伺ÀÌ Á¦±âµÇ¾ú´Ù. ÀÌ¿Í °°Àº ¹è°æÇÏ¿¡¼ º» ¿¬±¸´Â Áö¹æ°ø±â¾÷ °æ¿µÆò°¡Á¦µµ¿¡ ´ëÇÑ ¸ÞŸÆò°¡¸¦ ÅëÇÏ¿© º¸´Ù ¹ßÀüµÈ ÇüÅÂÀÇ Áö¹æ°ø±â¾÷ °æ¿µÆò°¡Á¦µµ¸¦ ¸¶·ÃÇϴµ¥ ¸ñÀûÀÌ ÀÖ´Ù. ¸ÞŸÆò°¡°á°ú Æò°¡´ÜÀÇ ±Ô¸ð, Áö¿øÁ¶Á÷ÀÇ ±Ô¸ð, Æò°¡µµ±¸, Æò°¡¿¹»ê, ÀÚ·áºÐ¼®À» À§ÇÑ ¸íÈ®ÇÑ ÁöħÀÇ Á¦½Ã¿Í ÃæºÐÇÑ ÀÚ·áÀÇ Àû±â Á¦°ø, ÀÌÇà»óȲ¿¡ ´ëÇÑ Á¡°ËÀåÄ¡ µîÀÇ Ãø¸é¿¡¼ ºÎÁ·ÇÑ Á¡µéÀÌ ¹ß°ßµÇ¾ú´Ù. ÀÌ¿Í °°Àº ¹®Á¦Á¡À» ÇØ¼ÒÇϱâ À§Çؼ´Â Æò°¡ÃѰý±â°üÀÎ ÇàÁ¤¾ÈÀüºÎ¿Í ½ÇÁ¦ Æò°¡ÁÖüÀÎ °æ±âµµ ¸ðµÎ°¡ ¸¹Àº ³ë·ÂÀÌ ÀÖ¾î¾ß ÇÒ °ÍÀÌ´Ù.
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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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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 Ȱ·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®Çϰí, ±â¾÷¹®ÈÀÇ À¯Çü Æò°¡¸ðµ¨¿¡ ÀÇÇÏ¿© À¯ÇüÀ» Æò°¡ÇÏ´Â ¹æ¹ýÀ» Á¦½ÃÇϰíÀÚ 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¿¡ ´ëÇØ¼´Â ȸ±ÍºÐ¼®À» ÅëÇØ¼ 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 ÅëÇØ¼ ±× À¯¿ë¼ºÀ» º¸¿´´Ù.
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ÀÎÅÍ³Ý ¹× Á¤º¸±â¼úÀÇ ¹ßÀüÀº Á¤º¸ÀÇ »ý¼º ¹× °ü¸®±â¼ú »Ó¸¸ÀÌ ¾Æ´Ï¶ó Á¤º¸º¸È£ÀÇ Á߿伺À» Áõ´ë½Ã۰í ÀÖ´Ù. Á¤º¸º¸È£´Â ±â¼úÀûÀÎ Ãø¸é¸¸ÀÌ ¾Æ´Ï¶ó °ü¸®ÀûÀÎ Ãø¸éÀ» Æ÷ÇÔÇÑ ¿µ¿ªÀÌ¸ç °ü¸®Àû Ãø¸é¿¡¼ Á¤º¸º¸È£ ¼öÁØ Æò°¡¿¡ ´ëÇÑ ¿¬±¸°¡ ÀÌ·ç¾îÁö°í ÀÖ´Ù. ÇöÀç±îÁö ´ëºÎºÐÀÇ Á¤º¸º¸È£ Æò°¡Ã¼°è´Â Á¤º¸º¸È£Á¦Ç°¿¡ ÁßÁ¡À» µÎ°í ÀÖ´Ù. º» ¿¬±¸´Â ±â¾÷ÀÇ Á¶Á÷ °üÁ¡¿¡¼ Á¤º¸º¸È£ ¼öÁØ Æò°¡¿¡ ´ëÇÑ ¿¬±¸¸¦ ¸ñÀûÀ¸·Î Çϰí ÀÖ´Ù. ±â¾÷ÀÇ Á¤º¸º¸È£¼öÁØÀ» Æò°¡Çϱâ À§Çؼ´Â ±â¾÷ Á¶Á÷ Àü¹Ý¿¡ ´ëÇÑ ºÐ¼®°ú À̸¦ ±â¹ÝÀ¸·Î ÇÑ Á¾ÇÕÀûÀ̰í ü°èÀûÀÎ Æò°¡ ü°è°¡ ÇÊ¿äÇÏ´Ù. º» ¿¬±¸¿¡¼´Â ±â¾÷ Àü¹Ý¿¡ ´ëÇÑ Á¤º¸º¸È£ ¿äÀÎÀ» ±âȹ, ȯ°æ, Áö¿ø, ±â¼ú °ü¸®ÀÇ ¼öÁØÀ¸·Î ±¸ºÐÇϰí À̸¦ ±â¹ÝÀ¸·Î ÁöÇ¥¸¦ °³¹ßÇÏ¿©, ±â¾÷Á¶Á÷ ÀüüÀÇ Á¤º¸º¸È£ ¼öÁØÀ» ÃøÁ¤ÇÔÀ¸·Î¼, ±â¾÷ÀÇ Á¤º¸º¸È£¼öÁØ À§Ä¡ ÆÄ¾Ç°ú À̸¦ ÅëÇÑ ¹ßÀüÀûÀÎ Á¤º¸º¸È£ ¹æÇâÀ» Á¦½ÃÇϱâ À§ÇÑ Á¤º¸º¸È£¼öÁØ Æò°¡Ã¼°è¸¦ ¿¬±¸ÇÏ¿´´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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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 ÆøÁõÇϰí 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 Ȱ¿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÷Çϰí 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°üÀûÀ̰í 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÷Çϰí ÀÖ´Â 5°¡Áö ¹«ÇüÀÇ °¡Ä¡¿äÀÎÀ» µµÃâÇÏ¿© »õ·Î¿î ROV ±â¹ýÀ¸·Î ¹ßÀü½Ã۰íÀÚ ³ë·ÂÇÏ¿´´Ù. º» ¿¬±¸¸¦ °è±â·Î IT ±â¾÷¿¡ ´ëÇÑ ±âº»ÀûÀÎ °¡Ä¡Æò°¡¹æ¹ýÀ» ÀçÁ¤¸³Çϰí, ³ª¾Æ°¡ IT±â¾÷ Áß ÀÎÅͳݱâ¹Ý±â¾÷ S/W°³¹ß ±â¾÷, Network °ü·Ã±â¾÷ µî ´Ù¾çÇÑ ÇüÅÂÀÇ ±â¾÷±º¿¡ ¸Â´Â ´Ù¾çÇÏ°í ½ÇÁúÀûÀ̰í À¯È¿ ÀûÀýÇÑ °¡Ä¡Æò°¡±â¹ýÀÌ ¿¬±¸ °³¹ßµÇ¾îÁ®¾ß ÇÑ´Ù.
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ÇöÀç Áß¼Ò±â¾÷ÀÇ ±â¼úÇõ½ÅÀ» ÃËÁøÇϱâ À§ÇØ ÀÏÁ¤ ºñÀ² ÀÌ»óÀ» Áß¼Ò±â¾÷¿¡ Àǹ«ÀûÀ¸·Î Áö¿øÇϵµ·Ï Á¦µµÈÇϰí ÀÖ´Ù. ÀÌ¿¡ µû¶ó ¸Å³â 3Á¶¿ø ÀÌ»óÀÇ Á¤ºÎ ¿¹»êÀÌ ÅõÀԵǴ Áß¼Ò±â¾÷ R&D »ç¾÷ÀÇ ¼º°ø °¡´É¼º ¿©ºÎ¸¦ ÆÇ´ÜÇϱâ À§ÇÏ¿© Àü¹®°¡ÀÇ ±â¼úÀûÀÎ Æò°¡¸¦ ÅëÇØ ÇØ´ç ±â¼úÀÇ ±â¼úÀû ³À̵µ¿¡ ´ëÇÑ »ó¿ëÈ ¹× ¼º°ø °¡´É¼ºÀ» ¸é¹ÐÈ÷ °ËÅäÇÏ°Ô µÈ´Ù. À̸¦ °ËÅäÇϱâ À§ÇÑ ¹æ¹ýÀ¸·Î AHP(Analytic Hierarchy Process) ±â¹ýÀº Æò°¡ Ç׸ñ¿¡ ´ëÇÑ Æò°¡ ±âÁØÀ» °´°üÀûÀ¸·Î ÆÇ´ÜÇÒ ¼ö ¾ø¾úÀ¸¸ç, ÇØ´ç Æò°¡ ±âÁØÀÌ ¸ðÈ£¼º ¹× ºÒÈ®½Ç¼ºÀÌ ³»Æ÷µÇ¾î ÀÖ¾î Áß¼Ò±â¾÷ R&D »ç¾÷ÀÇ Àü¹®¼º ¹× °øÁ¤¼ºÀ» È®º¸ÇÒ ¼ö ¾ø¾ú´Ù. º» ¿¬±¸¿¡¼´Â Áß¼Ò±â¾÷ R&D »ç¾÷ÀÇ ¼º°ø °¡´É¼ºÀ» ÆÇ´ÜÇÒ ¼ö ÀÖµµ·Ï Æò°¡ Ç׸ñ¿¡ ´ëÇÑ °¡ÁßÄ¡¸¦ °´°üÀûÀ¸·Î Á¦½ÃÇÒ ¼ö ÀÖ´Â Fuzzy-AHP ±â¹Ý Áß¼Ò±â¾÷ R&D Æò°¡ ½Ã½ºÅÛÀ» Á¦¾ÈÇÏ¿´´Ù. »ï°¢ ÆÛÁö ¼ö¸¦ ÀÌ¿ëÇÏ¿© ÇØ´çÆò°¡ ±âÁØÀ» ±¸°£ °ªÀ¸·Î Àû¿ëÇÏ¿© °´°üÈÇÏ¿´À¸¸ç, Áß¼Ò±â¾÷ ±â¼ú°³¹ß Áö¿ø»ç¾÷ °ü¸®Áöħ¿¡ µû¸¥ °¡ÁßÄ¡¸¦ ¹èÁ¤ÇÏ¿© ½ÇÁ¦ Æò°¡¿¡ ¹Ý¿µµÉ ¼ö ÀÖµµ·Ï À̸¦ Àû¿ëÇÏ¿´´Ù. º» ¿¬±¸¸¦ ÅëÇØ »õ·Î¿î »ç¾÷¿¡ ´ëÇÑ Àü¹®°¡¸¦ À§ÃËÇÏ¿´À» ¶§ À§ÀÇ Æò°¡Ç׸ñÀÇ ¹èÁ¡ °¡ÁßÄ¡¸¦ Àç¹Ý¿µÇÒ ¼ö ÀÖÀ¸¸ç, À̸¦ ÀÌ¿ëÇÏ¿© Áß¼Ò±â¾÷ R&D »ç¾÷ÀÇ Àü¹®¼º ¹× °øÁ¤¼ºÀ» È®º¸ÇÒ ¼ö ÀÖÀ» °ÍÀÌ´Ù.
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The present research investigates the effect of a CSR activity on the recovery of company evaluations after a negative accident/scandal occurred. Two experiments demonstrate that a CSR is effective in recovering the company evaluation but the magnitude of this effect is significantly moderated by domain relatedness between the CSR and the accident, timing of the CSR, and presence of a company¡¯s apology. Specifically, the CSR in an unrelated domain was more effective than the one in a related domain when the CSR was made some time after the accident had occurred, whereas this difference was reversed when the CSR was made immediately after the accident had occurred. In addition, the positive effect of domain relatedness under the immediate CSR condition was more pronounced when a company¡¯s apology was explicitly made along with the CSR activity than when it was not. Finally, these results were likely to be mediated by participants¡¯ willingness to forgive the company about the negative accident.
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º» ¿¬±¸´Â ÃæÃ»³²µµ Á÷¿µ±â¾÷À» ´ë»óÀ¸·Î Áö¹æ°ø±â¾÷ °æ¿µÆò°¡ÀÇ ¼ö¿ë¼ºÀ» ºÐ¼®ÇÏ¿´´Ù. À̸¦ À§ÇØ Áö¹æ°ø±â¾÷ °æ¿µÆò°¡¿Í °ü·ÃÇÏ¿© 5°³ Ãø¸éÀ¸·Î ¿µ¿ªÀ» ±¸¼ºÇϰí Áö¹æ°ø±â¾÷ °æ¿µÆò°¡ÀÇ ¼ö¿ë¼º°úÀÇ ¿µÇâ¿©ºÎ¸¦ ºÐ¼®ÇÏ¿´´Ù. Á÷¿µ±â¾÷Àº Á¶Á÷ ±¸Á¶»ó ´Ù¸¥ °ø±â¾÷µé°ú ´Ù¸¥ ÇüŸ¦ Áö´Ï°í ÀÖ¾î¼ °æ¿µÆò°¡°¡ È¿À²ÀûÀ¸·Î ¿î¿µµÇ±â À§Çؼ´Â º¸´Ù Â÷º°ÈµÈ Àü·«ÀÌ ÇÊ¿ä½Ã µÈ´Ù. »óÇϼöµµÀÇ °æ¿ì Áö¹æÀÚÄ¡´Üü Á¶Á÷À¸·Î °æ¿µÆò°¡ °á°úÀÇ È¯·ù°¡ ¾î·Á¿î Ư¡ÀÌ ÀÖ¾î °ü¸®ÀÚÀÇ °ü½É°ú ³ë·ÂÀÌ ÇʼöÀûÀ¸·Î ¿ä±¸µÈ´Ù. ¶ÇÇÑ, °æ¿µÆò°¡¸¦ ÅëÇÑ Á÷¿µ±â¾÷ÀÇ ¼º°ú¸¦ ³ôÀ̱â À§Çؼ´Â ´ã´çÀÚÀÇ Àü¹®¼ºÀÌ ÇÊ¿ä½Ã µÇ´Â ¸¸Å À̸¦ À§ÇÑ Á¤Ã¥Àû ¿î¿µ¹æ¾ÈÀÌ ÇÊ¿ä½Ã µÈ´Ù. ¹«¾ùº¸´Ù °æ¿µÆò°¡ °á°ú¿¡ ´ëÇÑ Àμ¾Æ¼ºê°¡ ´Ù¸¥ °ø±â¾÷ó·³ ÀǵµÇÑ È¿°ú¸¦ ³»±â ¾î·Á¿î ±¸Á¶¿¡ ÀÖ´Ù. µû¶ó¼ Æò°¡°á°ú¿¡ ´ëÇÑ º¸»ó½Ã½ºÅÛ¿¡ ´ëÇÑ Â÷º°È°¡ ÇÊ¿äÇÒ °ÍÀÌ´Ù. º» ¿¬±¸ÀÇ ÇѰ谡 ÀÖÀ¸³ª »ó´ëÀûÀ¸·Î Ư¼ºÀÌ ´Ù¸¥ »óÇϼöµµ °ü°èÀÚ¿¡ ´ëÇÑ ÀǽÄÁ¶»ç°¡ ÀÌ·ç¾îÁø ¸¸Å ÇâÈÄ °æ¿µÆò°¡Á¦µµÀÇ ¿î¿µ¹æÇâÀ» ¸ð»öÇϴµ¥ ±â¿©ÇÒ ¼ö ÀÖ´Ù´Â °Í¿¡ ÀÇÀǸ¦ Áö´Ñ´Ù.
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ÃÖ±Ù ¸ð¹ÙÀÏ °ÔÀÓÀÌ ±¹³» ÄÚ½º´Ú °ÔÀÓ ±â¾÷µéÀÇ ±â¾÷°¡Ä¡ ¼øÀ§¸¦ Á¿ìÇϱ⠽ÃÀÛÇϸé¼, ±×µ¿¾È ¿Â¶óÀΰÔÀÓ ÅõÀÚ¿¡ ÁÖ·ÂÇØ¿Ô´ø º¥Ã³Ä³ÇÇÅÐ µî ÅõÀÚ È¸»çµéÀÌ ¸ð¹ÙÀϰÔÀÓ ¹× ¸ð¹ÙÀϰÔÀÓ ±â¾÷ ÅõÀÚ¿¡ Å« °ü½ÉÀ» º¸À̰í ÀÖ´Ù. ¾Æ¿ï·¯ 2012³âºÎÅÍ º»°ÝȵDZ⠽ÃÀÛÇÑ ¿£Á©ÅõÀÚÀÚµé°ú ¿¢¼¿·¯·¹ÀÌÅ͵é Áß¿¡¼µµ ¸ð¹ÙÀϰÔÀÓ ±â¾÷ ÅõÀÚ°¡ Áõ°¡Çϰí ÀÖ´Ù. ÀÌ·¯ÇÑ ¸ð¹ÙÀÏ °ÔÀÓÅõÀÚÀڵ鿡°Ô °¡Àå Áß¿äÇÑ À̽´´Â ¸ð¹ÙÀϰÔÀÓ ±â¾÷ ȤÀº °ÔÀÓÄÜÅÙÃ÷¸¦ ¾î¶°ÇÑ ¹æ¹ýÀ¸·Î Æò°¡ÇÒ °ÍÀΰ¡ ÇÏ´Â °ÍÀÌ´Ù. µû¶ó¼ º» ¿¬±¸´Â ¸ð¹ÙÀϰÔÀÓ ±â¾÷ÀÇ Æò°¡¿¡ ´ëÇÑ Æò°¡±âÁذú Æò°¡Ç׸ñÀ» µµÃâÇÏ¿´´Ù. ¿¬±¸¹æ¹ýÀº °ÔÀÓ ¼ö¿äÀÚ ¹× °ø±ÞÀÚÀÇ ÀǰßÀ» ¼ö·ÅÇϱâ À§ÇÏ¿© °ÔÀÓ¾÷°èÀÇ °ø±ÞÀ» ´ã´çÇÏ´Â °³¹ß»ç ¹× °æ¿µÀÚ ±×·ì, ¼ö¿ä¸¦ ´ëº¯ÇÏ´Â °ÔÀÓÀü¹®°¡ ¹× ÅõÀÚ»ç ±×·ìÀ» Æ÷ÇÔÇÏ´Â Àü¹®°¡ 20ÀÎÀ» ¼±Á¤ÇÏ¿© µ¨ÆÄÀÌ ±â¹ý(Delphi Technique)¿¡ µû¶ó ¼³¹®Á¶»ç¸¦ ½Ç½ÃÇÔÀ¸·Î½á ¸ð¹ÙÀϰÔÀÓ ±â¾÷À» Æò°¡ÇÒ ¼ö ÀÖ´Â °æ¿µ´É·Â, °³¹ß·Â, °ÔÀÓ¼º, »ç¾÷¼º, ¿î¿µ´É·Â µîÀÇ 5°³ Æò°¡±âÁذú °æ¿µÀÚÀÇ ½Å·Úµµ µî 20°³ÀÇ ¼¼ºÎ Æò°¡¿ä¼Ò¸¦ µµÃâÇÏ¿´´Ù. ¶ÇÇÑ µ¨ÆÄÀÌ ¼³¹®À» ÅëÇÏ¿© µµÃâµÈ Á¤¼ºÀûÀÎ ¿ä¼ÒÀÇ Á߿䵵¸¦ ºÐ¼®Çϱâ À§ÇÏ¿© AHP(Analytic Hierarchy Process) À̷п¡ ±Ù°ÅÇÏ¿© ¸ð¹ÙÀϰÔÀÓ ±â¾÷ÀÇ Æò°¡¸¦ À§ÇÑ Æò°¡¿ä¼ÒÀÇ °èÃþºÐ¼®µµ¸¦ ÀÛ¼ºÇÏ¿´À¸¸ç, °¢ ¿ä¼Ò¿¡ ´ëÇÑ ½Ö´ëºñ±³(Pair-wise Comparison)¸¦ ÅëÇÏ¿© ±× Á߿䵵¸¦ ºÐ¼®ÇÑ °á°ú, °ÔÀÓÀÇ ÇÙ½ÉÀû Àç¹Ì(12.2%), °ÔÀÓÀÇ ¸ôÀÔµµ(10.3%), º¸¾È ½Å·Ú¼º(8.9%), Çٽɰ³¹ßÀÚÀÇ °³¹ß´É·Â(7.6%) µîÀÇ ¼øÀ¸·Î ³ªÅ¸³µ´Ù. º» ¿¬±¸ÀÇ ÀÇÀÇ´Â ¸ð¹ÙÀϰÔÀÓ ±â¾÷ÀÇ M&A³ª ȤÀº ÇÁ·ÎÁ§Æ® ÅõÀÚ¸¦ ÁøÇàÇÔ¿¡ ÀÖ¾î ¸ð¹ÙÀϰÔÀÓ ±â¾÷À» Æò°¡ÇÏ´Â Çö½ÇÀû Æò°¡¿ä¼Ò°¡ ¹«¾ùÀÌ°í ¾î¶² Á߿䵵¿¡ ÀÇÇÏ¿© Æò°¡ÇÒ °ÍÀΰ¡¿¡ ´ëÇÑ º¸´Ù °´°üÀûÀÎ ¹æ¹ý·ÐÀ» Á¦½ÃÇß´Ù´Â Á¡ÀÌ´Ù.
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Corporate branding implies a broader and organization-wide perspective, therefore it should be managed in terms of the corporate-level strategic decision making. In prior research, however, consumers¡¯s corporate brand choice behavior is less integrated and academics argue for a systematic understanding of its concept. This research is to establish psychometric properties of the corporate brand choice attributes and corporate brand evaluation dimensions for automobile repurchase consumers. We then examined the relationship between the corporate brand choice attributes and corporate brand evaluation dimensions, and suggest strategic directions for designing corporate branding.The corporate brand choice attributes are distinguished into two different groups: corporate-level dimensions (corporate reputation, business competence, and corporate brand personality) and marketing level dimensions (functional, symbolic and emotional brand benefit). Corporate brand evaluation is examined to two distinct response types-affective response (corporate brand trust) and behavioral response (corporate brand loyalty).The findings indicate that corporate competence and functional benefit, among consumers¡¯s corporate brand choice attributes, have played the very central role in evaluating corporate brand. Corporate reputation has effects on corporate brand loyalty through the corporate brand trust. Corporate brandchoice attributes are found to differ with the respective corporate brands. Emotional brand benefit had direct effects on corporate brand loyalty for certain corporate brands. Among brand personality variables, ¡®guidance¡¯ had both positive and negative influences on corporate brand trust.The result of this research provides useful implications in comprehensive understanding of consumers¡¯scorporate brand choice behavior. The findings also suggest that the attributes play an important role in evaluating corporate brand, and managers could design effective marketing strategy for building favorable corporate brands.
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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 ÇØ¼®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®´ëÇϰí, 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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