• The Korean Journal of Air & Space Law and Policy
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• v.28 no.2
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• pp.349-384
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• 2013

The Sputnik 1 launching in 1957 made the world recognize the necessity of international regulations on space development and activities in outer space. The United Nations established COPUOS the very next year, and adopted the mandate to examine legal issues concerning the peaceful uses of outer space. At the time, the military sector of the U.S.A. and the Soviet Union were in charge of the space development and they were not welcomed to discuss the prohibition of the military uses of outer space at the legal section in the COPUOS. Although both countries had common interests in securing the freedom of military uses in outer space. As the social and economic benefits derived from space activities have become more apparent, civil expenditures on space activities have continued to increase in several countries. Virtually all new spacefaring states explicitly place a priority on space-based applications to support social and economic development. Such space applications as satellite navigation and Earth imaging are core elements of almost every existing civil space program. Likewise, Moon exploration continues to be a priority for such established spacefaring states as China, Russia, India, and Japan. Recently, Companies that manufacture satellites and ground equipment have also seen significant growth. On 25 February 2012 China successfully launched the eleventh satellite for its indigenous global navigation and positioning satellite system, Beidou. Civil space activities began to grow in China when they were allocated to the China Great Wall Industry Corporation in 1986. China Aerospace Corporation was established in 1993, followed by the development of the China National Space Administration. In Japan civil space was initially coordinated by the National Space Activities Council formed in 1960. Most of the work was performed by the Institute of Space and Aeronautical Science of the University of Tokyo, the National Aerospace Laboratory, and, most importantly, the National Space Development Agency. In 2003 all this work was assumed by the Japanese Aerospace Exploration Agency(JAXA). Japan eases restrictions on military space development. On 20 June 2012 Japan passed the Partial Revision of the Cabinet Establishment Act, which restructured the authority to regulate Japanese space policy and budget, including the governance of the JAXA. Under this legislation, the Space Activities Commission of the Ministry of Education, Culture, Sports, Science, and Technology, which was responsible for the development of Japanese space program, will be abolished. Regulation of space policy and budget will be handed over to the Space Strategy Headquarter formed under the Prime Minister's Cabinet. Space Strategy will be supported by a Consultative Policy Commission as an academics and independent observers. By revoking Article 4 (Objectives of the Agency) of a law that previously governed JAXA and mandated the development of space programs for "peaceful purposes only," the new legislation demonstrates consistency with Article 2 of the 2008 Basic Space Law. In conformity with the principles laid down in the 1967 Outer Space Treaty JAXA is now free to pursue the non-aggressive military use of space. New legislation is the culmination of a decade-long process that sought ways to "leverage Japan's space development programs and technologies for security purposes, to bolster the nation's defenses in the face of increased tensions in East Asia." In this connection it would also be very important and necessary to create an Asian Space Agency(ASA) for strengthening cooperation within the Asian space community towards joint undertakings.

• Journal of Venture Innovation
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• v.7 no.1
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• pp.183-200
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• 2024

Recently, with the MZ generation's entry into society and the social participation of the female population, conflicts are occurring between workplace groups that value WLB and existing groups that emphasize collaboration due to differences in work orientation. Public institutions and companies that utilize work-life balance support systems show differences in job Commitment depending on the nature of the work and the activation of the support system. Accordingly, it is necessary to verify the effectiveness of the WLB support system actually operated by the company and present universally valid standards. The purpose of this study is, first, to verify the effectiveness of the support system for work-life balance and to find practical consensus amid changes in policies and perceptions of the working environment. Second, the influence of work-life balance level and job immersion according to work characteristics was analyzed to verify the mutual influence in order to establish standards for WLB operation that reflects work characteristics. For the study, a 2X2 matrix model was used to analyze the impact of work-life balance and work characteristics on job commitment, and four hypotheses were established. First, analysis of the job involvement level of conflict-type group members, second, analysis of the job involvement level of leading group members, third, analysis of the job involvement level of agreeable group members, and fourth, analysis of the job involvement level of cooperative group members. To conduct this study, an online survey was conducted targeting employees working in public institutions and large corporations. The survey was conducted for a total of 9 days from October 23 to 31, 2023, and 163 people responded, and the analysis was based on a valid sample of 152 people, excluding 11 copies that were insincere responses or gave up midway. As a result of the study's hypothesis testing, first, the conflict type group was found to have the lowest level of job engagement at 1.43. Second, the proactive group showed the highest level of job engagement at 4.54. Third, the conformity group showed a slightly lower level of job involvement at 2.58. Fourth, the cooperative group showed a slightly higher level of job involvement at 3.80. The academic implications of the study are that it subdivides employees' personalities into factors based on the level of work-life balance and nature of work. The practical implications of the study are that it analyzes the effectiveness of WLB support systems operated by public institutions and large corporations by grouping them.