• Journal of the Korea Society of Computer and Information
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• v.24 no.11
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• pp.87-98
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• 2019

In recent years, many organizations protect their information resources by investing in information security technology. However, information security threats from insiders have not been reduced. This study proposes a method for reducing information security threats within an organization by mitigating negative information security behaviors of employees. Specifically, the study finds a relationship between information security related role stress and negative behavior and suggests whether organizational justice mitigates role stress. That is, the purpose of the study is to suggest a mechanism between organizational justice, information security related role stress, and negative behavior. Negative behavior consist of avoidance behavior and deviant behavior, and security related role stress consist of role conflict and role ambiguity. Organizational justice consist of distributional justice, procedural justice, and informational justice. The research model is verified through structural equation modeling. After establishing a research model and hypothesis, we develop a survey questionnaire and collect data from 383 employees whose organizations have already implemented security policies. The findings appear that security related role stress increases negative behavior and that organizational justice mitigates role stress. The results of the analysis suggest the direction of organizational strategy for minimizing insider's security-related negative behaviors.

• Journal of International Area Studies (JIAS)
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• v.15 no.1
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• pp.31-60
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• 2011

Medvedev administration has adopted new foreign policy line because of Obama administration's 'Reset' policy and Global economic crisis. The objectives of Medvedev's new foreign policy are the creation of a favorable external environment and the efficient use of external resources for Russia's economic modernization. To achieve these goals, Medvedev's government fleshed out such specific action plans as the avoidance of conflicts with other powers, the prevention of conflicts around Russia's borders, the activation of capital investment, and the introduction of advanced technology from the outside. This foreign policy line takes shape in the building of a foundation for strategic cooperation with the United States, the preparation for 'Modernization Alliance' with Europe, the management of cooperation and conflict with China and Japan, and the introduction of a dual strategy of strategic stability and economic integration in relations with post-soviet states. In Russia's new foreign policy line the strengthening of relations with the United States and Europe acquires highest priority. However, this does not mean a return to a 'pro-Western liberal line' in the early 1990s. The ultimate goal of Russia's 'modernization' program still lies in the rebuilding of a powerful Russia in accordance with the multipolar world order that was Putin administration's foreign policy line. In this context, foreign policy change under Medvedev administration could be defined as a 'program change at international level' that signifies a change in the means to achieve goals without changing them.

• Journal of Distribution Research
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• v.16 no.1
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• pp.1-27
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• 2011

I. Introduction: This study is to examine the structural relationships among exogenous variable (preliminary and post-support, franchisee's perceived business possibility, communication, moral hazard), the mediated variables(satisfaction, perceived risk, trust) and dependent variable(recontracting intention) in the food service franchise industry context. More specifically, this study has considered some realistic characteristics factors influencing satisfaction, perceived risk and trust between franchisors and franchisees and their further recontracting intention from the perspective of a practical approach. In this study, 437 data has been collected and used for the SPSS and AMOS analysis. The data were analyzed with structural equation modeling. Since the result of the overall model analysis demonstrated a good fit, we could further analyze our data. II. Research Model: This study is to examine the structural relationships among preliminary and post-support by franchisor, franchisee's perceived business possibility, and communication, moral hazard, has on effect on franchisee's satisfaction, perceived risk, trust and recontracting intention in the food service franchise industry context. Hypotheses are as following (Stern & EL-Ansary 1988; Oliver, 1997;Kee & Knox, 1970; Moorman, Deshpande & Zaltman, 1993; Perron, 1998; Zaheer, McEvily, Perrone, 1998). III. Result and Implication: We examined franchisee who have food service stores for samples of this study. The data were analyzed with structural equation modeling using path analysis. The result of the overall model analysis appeared as following: ${\chi}^2$ = 61.578 (d.f.=9, p<0.01), CFI =.990, GFI =.973, AGFI =.863, RMR =.019, RMSEA= .116, NFI = .988, TLI = .959. The findings can be summarized as follows: First, preliminary and post support of franchisor, perceived business possibility and communication positively influence to franchisee's satisfaction. Second, moral hazard of franchisor has negatively influence to franchisee's satisfaction and positively influence to perceived risk. Third, franchisee's satisfaction and trust has positively influence to recontracting intention. Fourth, franchisee's perceived risk has negatively influence to trust and recontracting intention. We can concluded that franchisor's preliminary and post support of franchisor, perceived business possibility and communication may be considered as the important factors influence to franchisee's satisfaction. Moral hazard has become a focused issue in franchise industry. Finally, the managerial implication has been stated as followings: First, in the process of building a systematic industry support franchise system and developing a creative business model, franchisee's stable profitability should be considered as the first important factor. The franchisee's trust to franchise may become a dominant factor that influence the business expansion of franchisor. Second, franchisor should communication with their franchisees and deal with the realistic difficulties faced by them with an effort. Third, the franchisor should achieve a synergy effect by utilizing the win-win strategy. The moral hazard strategy that achieving the profit through franchisee's damage will not be inadvisable to franchisor. Then the long-term oriented development and profitability can be maintained. To do so, the franchise industry may break away from the traditional business structure to improve management transparency and competitiveness on investment and organizational changing management. The conflict between franchisor and franchisee also can be reduced and big success can be achieved in the franchise industry.

• Korean Journal of Heritage: History & Science
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• v.57 no.3
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• pp.162-182
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• 2024

Since the adoption of the World Heritage Convention, sites associated with dark histories have been inscribed as World Heritage sites over the past fifty years. However, in 2018, the review of nomination dossiers for these sites was temporarily suspended to prevent additional discomfort or the conflicts these inscriptions might cause. Despite concerns raised by experts about nominations of these sites, the increasing demands from State Parties led to the adoption of the Guiding Principles for the Preparation of Nominations Concerning Sites of Memory Associated with Recent Conflicts. These Guiding Principles have made it possible to inscribe such sites as World Heritage sites. The Guiding Principles play a crucial role in outlining the nature and criteria for inscription, the components required in the nomination dossier, and mechanisms for notifying a contestation in cases of differing interpretations of the site. Their primary aim is to minimize further conflicts that may arise from the inscription of sites of memory. They affirm that such sites can contribute to achieving the objectives of the World Heritage Convention and represent a significant step in addressing heritage interpretation in the World Heritage system. The amendment of the Operational Guidelines to incorporate a contestation mechanism has arguably established a more transparent and open inscription process. However, the Guiding Principles also have limitations. Among the ten criteria set by the World Heritage Convention, sites related to conflicts or dark histories can use Criterion (vi). This criterion focuses on the site's outstanding universal value linked to historical events or associations, regardless of physical evidence. If a State Party chooses not to use Criterion (vi), the application of the Guiding Principles cannot be expected. Furthermore, while the Guiding Principles require a heritage interpretation strategy in the nomination dossier, the lack of detailed guidance may confuse nominating countries. Sites of memory associated with recent conflicts are not just places that need protection and remembrance due to their association with dark histories. They have also evolved to become spaces for reconciliation and healing. The inscription of these sites as World Heritage sites is not just a recognition of their historical significance, but also a platform for discussing the impact of past conflicts on modern society. It opens up a dialogue on how current generations can address these issues. With the adoption of the Guiding Principles, we hope that inscribed sites will not only promote reconciliation and healing but also serve as a starting point for addressing present and future challenges.

• Journal of Distribution Research
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• v.17 no.4
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• pp.29-53
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• 2012

As so many marketers get to use diverse sales promotion methods, manufacturer and retailer in a channel often use them too. In this context, diverse issues on sales promotion management arise. One of them is the issue of unplanned buying. Consumers' unplanned buying is clearly better off for the retailer but not for manufacturer. This asymmetric influence of unplanned buying should be dealt with prudently because of its possibility of provocation of channel conflict. However, there have been scarce studies on the sales promotion management strategy considering the unplanned buying and its asymmetric effect on retailer and manufacturer. In this paper, we try to find a better way for a manufacturer in a channel to promote performance through the retailer's sales promotion efforts when there is potential of unplanned buying effect. We investigate via game-theoretic modeling what is the optimal cost sharing level between the manufacturer and retailer when there is unplanned buying effect. We investigated following issues about the topic as follows: (1) What structure of cost sharing mechanism should the manufacturer and retailer in a channel choose when unplanned buying effect is strong (or weak)? (2) How much payoff could the manufacturer and retailer in a channel get when unplanned buying effect is strong (or weak)? We focus on the impact of unplanned buying effect on the optimal cost sharing mechanism for sales promotions between a manufacturer and a retailer in a same channel. So we consider two players in the game, a manufacturer and a retailer who are interacting in a same distribution channel. The model is of complete information game type. In the model, the manufacturer is the Stackelberg leader and the retailer is the follower. Variables in the model are as following table. Manufacturer's objective function in the basic game is as follows: ${\Pi}={\Pi}_1+{\Pi}_2$, where, ${\Pi}_1=w_1(1+L-p_1)-{\psi}^2$, ${\Pi}_2=w_2(1-{\epsilon}L-p_2)$. And retailer's is as follows: ${\pi}={\pi}_1+{\pi}_2$, where, ${\pi}_1=(p_1-w_1)(1+L-p_1)-L(L-{\psi})+p_u(b+L-p_u)$, ${\pi}_2=(p_2-w_2)(1-{\epsilon}L-p_2)$. The model is of four stages in two periods. Stages of the game are as follows. (Stage 1) Manufacturer sets wholesale price of the first period($w_1$) and cost sharing level of channel sales promotion(${\Psi}$). (Stage 2) Retailer sets retail price of the focal brand($p_1$), the unplanned buying item($p_u$), and sales promotion level(L). (Stage 3) Manufacturer sets wholesale price of the second period($w_2$). (Stage 4) Retailer sets retail price of the second period($p_2$). Since the model is a kind of dynamic games, we try to find a subgame perfect equilibrium to derive some theoretical and managerial implications. In order to obtain the subgame perfect equilibrium, we use the backward induction method. In using backward induction approach, we solve the problems backward from stage 4 to stage 1. By completely knowing follower's optimal reaction to the leader's potential actions, we can fold the game tree backward. Equilibrium of each variable in the basic game is as following table. We conducted more analysis of additional game about diverse cost level of manufacturer. Manufacturer's objective function in the additional game is same with that of the basic game as follows: ${\Pi}={\Pi}_1+{\Pi}_2$, where, ${\Pi}_1=w_1(1+L-p_1)-{\psi}^2$, ${\Pi}_2=w_2(1-{\epsilon}L-p_2)$. But retailer's objective function is different from that of the basic game as follows: ${\pi}={\pi}_1+{\pi}_2$, where, ${\pi}_1=(p_1-w_1)(1+L-p_1)-L(L-{\psi})+(p_u-c)(b+L-p_u)$, ${\pi}_2=(p_2-w_2)(1-{\epsilon}L-p_2)$. Equilibrium of each variable in this additional game is as following table. Major findings of the current study are as follows: (1) As the unplanned buying effect gets stronger, manufacturer and retailer had better increase the cost for sales promotion. (2) As the unplanned buying effect gets stronger, manufacturer had better decrease the cost sharing portion of total cost for sales promotion. (3) Manufacturer's profit is increasing function of the unplanned buying effect. (4) All results of (1),(2),(3) are alleviated by the increase of retailer's procurement cost to acquire unplanned buying items. The authors discuss the implications of those results for the marketers in manufacturers or retailers. The current study firstly suggests some managerial implications for the manufacturer how to share the sales promotion cost with the retailer in a channel to the high or low level of the consumers' unplanned buying potential.