• Korean Association of Arts Management
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• no.56
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• pp.119-144
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• 2020

Not only the government, but private corporations have contributed a lot to growth and development of culture. Corporations have mainly made charitable, dispensational Macenat activities which are separate from their business activities. Such an one-sided and charitable method of supporting culture cannot last long - Part of the reason why the number of corporations supporting culture is decreasing lies in it. In order to have sustainable partnership with culture, first, corporations should figure out needs of the other party. Second, the activities of corporations to support culture should be corporate citizenship activities which are linked to their business activities. In particular, the existing concepts of CSR and CSV have some limits. CSR separates business activities of corporations and their social contribution activities, and CSV mainly assumes corporate social activities helpful to their business activities. But, the concept of corporate citizenship suggested in this study assumes corporate activities where corporations do their best not only in their business activities, but in solution of social problems. Accordingly, searching for the ways to practice corporate citizenship, this study analyzed global agendas of UN, UNESCO, and UCLG which suggest sustainable development with culture and corporate citizenship activities related with culture among corporations in Korea and other countries. The findings and hints of the analysis are as follows. First, corporate citizenship activities can contribute to building of unique images of corporations and improvement of brand identities. Second, such activities can help corporations to be born again as life style companies by using local cultures and their attractiveness. Third, corporations should have partnership with cultural associations creating shared values and provide them with continuous and stable support. And, cultural associations should try to grow with corporations through efforts to develop attractive contents and programs harmonious with management purposes of corporations.

• Journal of Venture Innovation
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• v.7 no.3
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• pp.85-100
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• 2024

ESG management refers to corporate management that takes into account environmental, social, and governance factors, while digital transformation goes beyond the mere automation or digitization of existing tasks to drive an innovative change in the essence of work and the way value is created. Therefore, digital transformation can help companies achieve ESG goals and implement sustainable business practices, establishing a complementary relationship between digital transformation and ESG management for corporate sustainability and growth. This relationship maximizes the synergy of integrating digital transformation with ESG management, enabling companies to utilize resources efficiently and prevent redundant investments, ultimately enhancing sustainable management performance. In this study, we propose the simultaneous promotion of business process reengineering (BPR), in which both digital transformation and ESG management are integrated. This is because the collection, analysis, and decision-making processes related to various data for promoting ESG management must be organically integrated with digital transformation technologies. Therefore, we analyzed each ESG management objective presented in the K-ESG guidelines and identified the corresponding digital transformation technologies through expert interviews and a review of prior research. The K-ESG guidelines serve as a useful ESG diagnostic system that enables companies to identify improvement tasks and manage performance based on goals through self-assessment of ESG levels. By developing a model based on the K-ESG guidelines for the integrated promotion of digital transformation and ESG management, companies can simultaneously improve ESG performance and drive digital innovation, reducing redundant investments and trial-and-error while utilizing diverse resources efficiently. This study provides practical and academic implications by developing a concrete and actionable new research model for researchers and businesses.

• Environmental and Resource Economics Review
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• v.17 no.1
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• pp.51-81
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• 2008

In this paper, economic performance was measured through portfolio analysis for environmentally friendly companies from September 2004 to September 2005. By using portfolio analysis, rate of revenue for environmentally friendly company is twelve to seven teen percent higher than the KOSPI, and KOSPI200 based companies. Except medical and pharmatical industry, environmentally friendly companies had shown low risk and high returns of revenue for banking and financing, chemical and electronic industry. As SRI fund is emerging as a important guideline in recent years, valuation of a cooperate will be very important tool for the financing business area in the future.

• 방재와보험
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• s.147
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• pp.8-12
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• 2013

• Journal of Korean Electronics
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• v.25 no.7
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• pp.10-13
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• 2005

국내외에서 환경규제가 엄격해지면서 환경이 기업경영의 덕목으로 자리 잡고 있다. 국내전자업체들의 경제적 성과중시의 환경경영과 사회적 책임을 강조하는 지속 가능경영(Sustainability Management)를 점검해본다.

• Proceedings of the Korean Institute of Navigation and Port Research Conference
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• 2019.11a
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• pp.114-115
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• 2019

지속가능한 경영을 위해 온실가스 저감과 에너지 효율의 개선은 해운사에서 매우 중요한 추진과제중의 하나이다. 또한 연료유 가격의 변동은 운영비에 많은 부분을 차지하기 때문에 비용 경쟁력 확보에 필수적인 요소이다. 일부 실시간 모니터링이 가능한 장비를 장착한 선박이 있으나 용선을 포함한 대부분의 선박은 공통적으로 정오보고를 통해 선박의 운항성능을 파악하는 것이 현실이다. 본 연구에서는 이러한 데이터 수집환경을 기반으로 실무에서 적용중인 선박의 에너지 효율성을 평가하는 방법에 대해서 소개····(중략)····.

• 월간낙농육우
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• v.32 no.2
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• pp.68-73
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• 2012

• Water for future
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• v.47 no.1
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• pp.103-107
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• 2014

• Korean Architects
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• s.577
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• pp.118-121
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• 2017

• Journal of Korean Society of Forest Science
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• v.85 no.1
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• pp.130-135
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• 1996