• Proceedings of the Korean Society for Quality Management Conference
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• 2006.04a
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• pp.196-202
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• 2006

• Proceedings of the Korean Society for Quality Management Conference
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• 2006.11a
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• pp.110-113
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• 2006

본 연구에서는 정부투자기관 평가모텔 정립에 관련된 핵심 이슈를 소개한다. 정부투자기관 평가프로세스, 핵심가치, 평가모형의 구조, 평가지표의 전략맵, 그리고 평가지표의 설계 등을 설명한다. 평가모형 설계과정에 고려되었던 핵심요소는 물론 타 모델과의 비교분석 결과도 제시된다.

• Venture DIGEST
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• s.42
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• pp.15-15
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• 2004

벤처기업은 기본을 지키는 것이 가장 중요하다. 벤처의 본질이라 함은 도전정신, 창의성, 기술혁신, 가치창출과 함께 나눔과 베품의 정신이라고 할 수 있다. 또한 기업이란 경쟁력있는 제품과 서비스를 제공해 이익을 내고 고용창출 효과를 거두는 등 기업 경영의 기본에 충실해야 한다. 윤리경영으로 좋은 성과를 내고있는 벤처기업들의 성공사례들을 통해 윤리경영의 중요성과 성공요인을 알아보고자 한다.

• 프린팅코리아
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• v.7 no.10
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• pp.74-76
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• 2008

대형 유통업체들이 잇따라 '환경가치 경영'을 발표하며, 콩기름을 사용한 전단을 발행하는 등 환경경영에 적극 나서고 있다. 2004년 '환경경영'을 선포한 롯데백화점은 광고전단을 '콩기름잉크'를 사용하고 있다. 신세계 이마트도 점내 안내문을 '재생용지'로 변경, 사용해 오고 있으며, 이 양만해도 연간 약 300 톤에 달한다. 이들 대형 업체들은 인쇄업체도 친환경기기 및 기자재를 사용해야 한다고 밝히고 있어, 바야흐로 인쇄의 친환경 시대가 도래하고 있음을 보여주고 있다.

• Venture DIGEST
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• s.44
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• pp.15-15
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• 2004

벤처의 본질이라 함은 도전정신, 창의성, 기술혁신, 가치창출과 함께 나눔과 베품의 정신이라고 할 수 있다. 또한 기업이란 경쟁력있는 제품과 서비스를 제공해 이익을 내고 고용창출 효과를 거두는 등 기업 경영의 기본에 충실해야 한다. 윤리경영으로 좋은 성과를 내고있는 벤처기업들의 성공사례들을 통해 윤리경영의 중요성과 성공요인을 알아보고자 한다.

• Product Safety
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• s.42
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• pp.28-31
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• 1996

과거 산업사회는 수직적인 조직구조에 타율적, 비 자발적인 인사결정이 이루어졌으며, 하드워커(Hard Worker)가 성공하는 사회였다. 그러나 현재의 정보화사회는 하드워커보다는 하드싱커(Hard Thinker)의 인재형을 필요로 한다. 또한 인간의 노동력 대신에 하이테크를 활용, 부가가치를 높이는 특징도 가지고 있다. 이러한 상황하에서 나타나 것이 스마트경영이다.

• The Journal of the Convergence on Culture Technology
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• v.9 no.2
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• pp.319-325
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• 2023

This study investigates the impact of over-investment on the market value of cash holdings. In addition, this paper examines whether the effect of over-investment on the value of cash holdings differs depending on firms' ownership structure. The results show that increase in over-investment reduces the market value of cash holdings. This suggests that investors perceive that over-investment deteriorates future business performance and generates excessive burdens on future cash flows. As a result, they provide negative evaluation on the market value of cash holdings. In addition, the negative impact of over-investment on the market value of cash holdings is more significant for owner manager firms where managers hold a high level of equity. Such empirical results imply that owner manager firms are more likely to use their cash holdings for private interest, therefore, over-investment reduces the cash value to a greater extent. This study provides empirical evidence that the effect of over-investment on the market value of cash holdings varies depending on the characteristics of firms' ownership structure.

• The Journal of the Korea Contents Association
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• v.17 no.5
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• pp.602-612
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• 2017

The purpose of this study was to identify employees' perception of social and economic values that social enterprises pursue and to provide implications for the training of social enterprise workers. The main results are as follows. First, more than half of the social enterprise workers recognized that economic value and social value were equally important. In addition, the responsibilities of realizing corporate social values were somewhat higher than those of employees. The social value of the social enterprise should be pursued in preference to the value for the company and its members. However, efforts to set goals for the social value of social enterprises were lacking. Second, social enterprise workers generally had a high perception of economic value and recognized that the responsibility and effort of management was more important than the employees in order to realize economic value. Third, the higher the age of workers, the higher the importance of social value than economic value, emphasized the responsibility of the manager, and the less the work experience, the more important is the social value and the manager's responsibility. While commercial enterprise workers are highly aware of the importance of economic value, non-profit enterprise workers are highly aware of the importance of social value. In the future, it will be necessary to provide an educational support program that allows workers to recognize the social and economic value of social enterprises in a balanced manner. Efforts are needed to develop, monitor and monitor standardized measures for measuring the value of social enterprises.

• CRM연구
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• v.3 no.2
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• pp.43-68
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• 2010

One of the recent research trends that universities are increasingly adopting the concept of 'customer' and the customer-oriented strategy has urged us to research enterprise-wide CRM strategy adaptable to university administration. As the first step of CRM strategy for university management, we try to validate the difference of CRM strategic factors among university types. Drawing upon both CRM process and customer equity drivers, which have been recognized as core frameworks for CRM strategy, we developed those survey instruments adoptable into university industry, and validated statistically-significant difference among 12 types of university group constructed by the levels of university evaluation and the location of the universities. We collected 261 responses from 177 universities from all over the country and analyzed the data to see the levels of CRM processes consisting of customer acquisition, retention, and expansion, and customer equity drivers consisting of value equity, brand equity, and relationship equity by using multivariate ANOVA(MANOVA). The result confirms the explicit differences of the levels of CRM processes and customer equity drivers between the groups by university evaluation levels(high/middle/low). However, the analysis failed to show the significant differences of those between the group by university locations(the capital/the suburbs/the six megalopolises/other countries). More specifically, the level of activities for customer acquisition and retention of the universities in the higher-graded group are significantly different from those in the lower-graded group from the perspective of CRM process. In terms of customer equity drivers, the levels of both brand equity and relationship equity of the higher-graded group are significantly higher than those of both middle and lower-graded group. In addition, we found that the value equity between the higher and lower-graded groups, and the brand equity between the middle and lower-graded groups are different each other. This study provides an important meaning in that we tried to consider CRM strategy which has been mainly addressed in profit-making industries in terms of non-profit organization context. Our endeavors to develop and validate empirical measurements adoptable to university context could be an academic contribution. In terms of practical meaning, the processes and results of this study might be a guideline to many universities to build their own CRM strategies. According to the research results, those insights could be expressed in several messages. First, we propose to universities that they should plan their own differentiated CRM strategies according to their positions in terms of university evaluation. For example, although it is acceptable that a university in lower-level group might follow the CRM process strategy of the middle-level group universities, it is not a good idea to imitate the customer acquisition and retention activities of the higher-level group universities. Moreover, since this study reported that the level of universities' brand equity is just correlated with the level of university evaluation, it might be pointless for the middle or lower-leveled universities if they just copy their brand equity strategies from those of higher-leveled ones even though such activities are seemingly attractive. Meanwhile, the difference of CRM strategy by university position might provide universities with the direction where they should go for their CRM strategies. For instance, our study implies that the lower-positioned universities should improve all of the customer equity drivers with concerted efforts because their value, brand, and relationship equities are inferior compared with the higher and middle-positioned universities' ones. This also means that they should focus on customer acquisition and expansion initiatives rather than those for customer retention because all of the customer equity drivers could be influenced by the two kinds of CRM processes (KIm and Lee, 2010). Surely specific and detailed action plans for enhancing customer equity drivers should be developed after grasping their customer migration patterns illustrated by the rates of acquisition, retention, upgrade, downgrade, and defection for each customer segment.

• 정보화사회
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• s.170
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• pp.53-55
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• 2004