• Title/Summary/Keyword: 자회사의 가치활동

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Innovation in Giorgetto Giugiaro's Automobile Design (Giorgetto Giugiaro의 자동차디자인의 혁신성)

  • Lee, Myung-Ki
    • Archives of design research
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    • v.19 no.5 s.67
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    • pp.383-394
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    • 2006
  • In 2005, Giorgetto Giugiaro unveiled the Ferrari GG50 at the 50th anniversary celebration of his design career. Beginning his career at the age of 17, he is a master designer who has achieved design revolution by uniting creativity, design methodology, and technology. He has been awarded a number of international prizes for his exquisite achievements and reputation for car design. Carrozzeria of ITAL DESIGN, founded by Giugiaro, is a company whose ideas combine cutting-edge technology and high quality craftsmanship. Beginning in car design, ITAL DESIGN achieved a positive reputation internationally and, since 1999, has expanded even more rapidly under its new name, ITAL DESIGN-GIUGIARO. The owner of 12 affiliates worldwide, all service systems are buyer-oriented, ensuring the highest level of technical consulting. Beginning with the 1971 Alfa Romeo Alfasud, the 1st major project, more than 100 cars have been designed in the past 35 years, leading to the production or in million cars by major motor companies around the world. Giugiaro has focused on practical performance as well as external beauty in his car design, the best of which enter the mass market. With his philosophy of "I want to be the 1st customer of my design" Giugiaro design invites customer participation and input to meet their needs and demands. Free from the routine, typical image, Giugiaro design has raised the bar for creativity and thinking beyond traditional values and ideologies.

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Modern Enterprise & ESG Management philosophy of Gaeseong Ginseng Merchant (개성 인삼상인의 근대기업화와 ESG 경영이념)

  • Ock, Soon Jong
    • Journal of Ginseng Culture
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    • v.3
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    • pp.90-118
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    • 2021
  • Gaeseong fostered the conditions necessary for modern capitalism, as huge capital was accumulated through the cultivation and trade of ginseng, which were activities that flourished in the 18th century. During the Japanese colonial era, ginseng merchants were not simply limited to acquiring landowner capital from ginseng trade but actively converted such resource to productive and financial capital, thereby becoming modern entrepreneurs. Ginseng merchants led the joint management and investment of Gaeseong Electric Co., Ltd., Daehan Cheonil Bank, Gaeseong Brewing Co., Ltd., and Songgo Textile Company, founded in the early 20th century. They pursued corporate profits and, as leading individuals of society, spearheaded regional development by supporting educational and cultural projects in Gaeseong. These projects included the establishment of the Gaeseong Commercial School, the publication of Goryeo Times, and the operation of the Gaeseong Jwa Theater. Although liberal economics prioritized shareholder interest, the 21st century witnessed an emphasis on social responsibility among stakeholders asthe major purpose of enterprises. A trend that emerged was ESG (environment, social, governance) management, in which non-financial factors are valued more highly than financial performance. A successful business, which was denoted only by high profits in the past, is now defined by whether a company fulfills its social responsibility. In the early 20th century, the corporate activities of ginseng merchants in Gaeseong reflected entrepreneurship and stakeholder-centered ESG management, which later emerged as essential elements of modern business management. The modern management philosophy ahead of its times stemmed from the regionality of Gaeseong. The political discrimination against Gaeseong residents in the Joseon Dynasty precluded them from becoming government officers, and under a strict social hierarchy, yangban ("noblemen"), the intellectuals of the Joseon Dynasty, were forced to serve as merchants. Son Bong-sang and Kong Seong-hak, aside from being representative ginseng merchants, were both Confucian scholars and writers. The second and third generations of ginseng merchant families who had received higher education abroad returned to Gaeseong to carry on with their family businesses, then established modern companies with capital accrued from the ginseng industry. An analysis of the commercial activities of ginseng merchants in the early 20th century confirmed that these individuals were pioneering entrepreneurs who adopted the ESG management philosophy. In ginseng merchants, one sees a dimension of capitalism with a human face, as with ginseng thatsaves human life.

A Study on Korean Firms' Outward FDIs to China (중국 내 순차적 직접투자와 경영 전략적 특성에 관한 연구)

  • Yim, Hyung-Rok;Chung, Wonjin
    • International Area Studies Review
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    • v.18 no.3
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    • pp.47-66
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    • 2014
  • A noticeable aspect of Korean firms' outward sequential FDIs to China is that they occur sequentially, which means that they implement the outward FDIs to China with a long-term perspective. To analyze the strategic advantages of sequential investment, we introduce Cournot type quantity competition model. According to the model, three important implications are derived. First, sequential FDIs enhances the Korean parents' production capabilities. Second, the parents are more likely to establish new Chinese subsidiaries as they stay longer in China. Third, the production effect of sequential investments incurs more sequential investments. Some regression models are tested for verifying the predictions. According to empirical results, three important results are found. First, initial entry mode affects the size expansion of the Korean parents. Second, the longer the duration of intial subsidiary in China, the more the sequential investment will be. Third, sequential investments are positively associated with the productivity of the Korean parents.

Outline History of Corporation Yudohoi(儒道會) via 『Cheongeumrok(晴陰錄)』 by Hong Chan-Yu: "Volume of Materials" (『청음록(晴陰錄)』으로 본 (사(社))유도회(儒道會) 약사(略史))

  • Chaung, hoo soo
    • (The)Study of the Eastern Classic
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    • no.55
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    • pp.265-291
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    • 2014
  • Cheongeumrok is the journal of Gwonwoo(卷宇) Hong Chan-yu(1915-2005) during the period of January 9, 1969~January 14, 1982. He was personally involved in the foundation of a corporation called Yudohoi and also all of its operation, which makes him the most knowledgeable person about its history. His Cheongeumrok thus seems worthy enough as a proper material to arrange its history. Cheongeumrok consists of total 19 books, amounting to approximately 3,300 pieces of squared manuscript paper containing 200 letters per piece. He wrote it in Chinese and sometimes followed the Hangul-style word order while writing in Chinese. Many parts of the manuscript were written in a cursive hand with many Chinese poems embedded throughout it. The manuscript offers major information related to the corporation Yudohoi extracted from his journal. 1. There was a meeting of promoters to commemorate the foundation of the corporation in November, 1968, and it was in January, 1969 that it was established after getting a permit from the Ministry of Culture and Communication in January, 1969(Permit No. of Ministry of Culture and Communication: Da(다)-2-3(Jongmu(宗務)1732.5)). 2. Its office was moved from the original location of the 3rd floor of Wonnam Building, 133-1 Wonnam-dong, Jongro-gu, Seoul(currently Daekhak Pharmacy in front of Seoul National University Hospital) to Room 388 of Gwangjang Company, 4 Yeji-dong, Jongro-gu(office of Heungsan Social Gathering) and to second floor of KyungBo building, 21 Kyansu-dong, and to 3rd floor of Geongguk Building in Gyeongwoon-dong. 3. Its operational costs were covered by the supports of Seong Sang-yeong, the eldest son of Seong Jong-ho, the chairman of the board, later Kim Won-tae and Gwon Tae-hun, next chairmen of the board, and Hong Chan-yun, a director, since 1979. 4. His Confucian activities include participating in Seonggyungwan Seokjeonje (成均館 釋奠), joining in the erection of the Parijangseo(巴里長書) Monument and the publication of its commemorative poetry book, compiling the biographies(not completed) of Confucian patriotic martyrs for independence, and participating in the establishment of family rituals and regulations as a practice member. 5. His Yudohoi had a dispute with Seonggyungwan and lost a suit at the High Court in July, 1975 and Supreme Court in February, 1976. 6. There were discussions about its unification with Seonggyungwan Yudohoi, but there was hardly any progress. 7. Yudohoi started to provide full-scale courses on Confucian and Chinese classics under the leadership of Director Hong Chan-yu in 1979, and they have continued on today. Its courses for scholarship students including those for common citizens boast a history of 29 years and 220 graduates.