¸Þ´º

ÄÜÅÙÃ÷ ½ÃÀÛ

Research
±³¼öÁø °ÔÀç ³í¹® ¸®ºä
µî·ÏÀÏ: 2018-12-20  |  Á¶È¸¼ö: 847

±èÁöÇö ±³¼ö(¸Å´ÏÁö¸ÕÆ®)

¢Ã 'Gravity model for dyadic Olympic competition', Physica A: Statistical Mechanics and its Applications, Vol.513

 

 

 

¹®µÎö ±³¼ö(ȸ°è)

¢Ã ‘ÁÖ½Äȸ»çÀÇ ¿ÜºÎ°¨»ç¿¡ °üÇÑ ¹ý·ü °³Á¤ÀÌ Áß¼Ò±â¾÷ÀÇ °æ¿µÈ¯°æ ¹× ¿ÜºÎ°¨»çȯ°æ¿¡ ¹ÌÄ¡´Â ¿µÇâ', ±â¾÷°¡Á¤½Å°ú º¥Ã³¿¬±¸, Á¦21±Ç Á¦3-4È£

 

2017³â 9¿ù 28ÀÏ “ÁÖ½Äȸ»ç ¿ÜºÎ°¨»ç¿¡ °üÇÑ ¹ý·ü” ÀüºÎ°³Á¤¾ÈÀÌ ±¹È¸ º»È¸ÀǸ¦ Åë°úÇÏ¿© 2017³â 10¿ù 31ÀÏ °øÆ÷µÇ¾ú°í, µ¿ ¹ý·üÀÇ °³Á¤¾ÈÀº 2018³â 11¿ù 1ÀϺÎÅÍ ½ÃÇàµÉ ¿¹Á¤ÀÌ´Ù. º» ¿¬±¸¿¡¼­´Â °³Á¤µÈ ¿Ü°¨¹ý°ú ¿Ü°¨¹ý ½ÃÇà·ÉÀÇ ÁÖ¿ä ³»¿ëµéÀÌ Áß¼Ò±â¾÷ÀÇ °æ¿µÈ¯°æ°ú ¿ÜºÎ°¨»çȯ°æ¿¡ ¾î¶°ÇÑ ¿µÇâÀ» ¹ÌÄ¥ ¼ö ÀÖ´ÂÁö¿¡ ´ëÇØ ³íÀÇÇÏ¿´´Ù.

 

¹Ú¿µ·Ä ±³¼ö(±¹Á¦°æ¿µ)

¢Ã ‘How the parent-subsidiary relationship encourages subsidiary-driven innovation and performance in Korea: the perspective of subsidiary autonomy', ASIAN JOURNAL OF TECHNOLOGY INNOVATION, Vol.26 No.1

 

ÀÌ ³í¹®¿¡¼­´Â º»»ç¿Í ÀÚȸ»ç °£ °ü°è°¡ ÀÚȸ»ç Çõ½Å ¹× ¼º°ú¿¡ ¹ÌÄ¡´Â ¿µÇâÀ» ºÐ¼®ÇÏ¿´´Ù.

 

¼Õ¼º±Ô ±³¼ö(ȸ°è)

¢Ã ‘ÀÌ»çÃ¥ÀÓ°¨¸é±ÔÁ¤ µµÀÔÀÌ ±â¾÷¿¡ ¹ÌÄ¡´Â ¿µÇâ -ÅõÀÚ¿Í ±â¾÷°¡Ä¡¸¦ Áß½ÉÀ¸·Î-', °æ¿µÇבּ¸, Á¦47±Ç Á¦5È£

 

ÀÌ»çÃ¥ÀÓ°¨¸éÀº ±â¾÷ Áö¹è±¸Á¶¿¡¼­ ¸Å¿ì Áß¿äÇÑ À̽´ÀÌ´Ù. ´ç¿¬È÷ ÀÌ»çµé¿¡°Ô ÀÇ»ç°áÁ¤¿¡ ´ëÇÑ Ã¥ÀÓÀ» ´õ ¹°¾î¾ß ÇÏÁö¸¸ ÀÌ¿Í °°ÀÌ ÁøÇàµÈ´Ù¸é ÀÌ»çµéÀº ´õ ¼Ò±ØÀûÀÎ ÀÇ»ç°áÁ¤À» ¼öÇàÇÒ °ÍÀÌ´Ù. ÀÌ·¯ÇÑ Â÷¿ø¿¡¼­ °³Á¤µÈ »ó¹ý¿¡ ÀÇÇØ ÀÌ·¯ÇÑ ÀÇ»ç°áÁ¤ÀÌ ±â¾÷ °¡Ä¡¿¡ ¾î¶°ÇÑ ¿µÇâÀ» ³¢ÃÆ´ÂÁö¸¦ ¿¬±¸ÇÏ¿´´Ù.

 

¢Ã ‘À繫±âÁØ¿¡ ÀÇÇÑ °¨»çÀÎ ÁöÁ¤»çÀ¯ÀÇ È®´ë°¡ ±â¾÷ÀÇ À繫ºñÀ²¿¡ ¹ÌÄ¡´Â ¿µÇâ', ȸ°èÀú³Î, Á¦27±Ç Á¦5È£

 

ÀÌ ³í¹®¿¡¼­´Â ÁöÁ¤È®´ëÀÇ»ç °áÁ¤ÀÇ ±âÃÊ°¡ µÇ´Â À繫ºñÀ² µµÀÔ ½Ã, ÀÌ·¯ÇÑ ÇÇÁöÁ¤À» ȸÇÇÇϱâ À§ÇØ À繫ºñÀ²¿¡ ÀÓÀǼºÀÌ °³ÀԵǴÂÁö¸¦ ¿¬±¸ÇÏ¿´´Ù.

 

À±´ëÈñ ±³¼ö(ȸ°è)

¢Ã 'Strategic delegation, stock options, and investment hold-up problems, Accounting, Organizations, and Society, Vol.71

 

ÀÌ ³í¹®¿¡¼­´Â °ø±Þ¸Á(supply chain)¿¡¼­ ¹ß»ýÇÒ ¼ö ÀÖ´Â ÅõÀÚ ºÎÁ·(under investment) ¹®Á¦¸¦ °ü¸®ÀÚ(manager)¿¡°Ô ½ºÅå¿É¼ÇÀ» ºÎ¿©ÇÏ¿© ÇØ°áÇÒ ¼ö ÀÖ´Ù´Â °ÍÀ» Áõ¸íÇÏ¿´´Ù.

 

À̹«¿ø ±³¼ö(¸Å´ÏÁö¸ÕÆ®)

¢Ã 'Economic status, social status, and rate of internationalization in US law firms', International Journal of the Legal Profession, Vol.25 No.2

 

¢Ã 'Foreign monitoring and audit quality: Evidence from Korea’, Sustainability, Vol.10 No.2

 

¢Ã 'Organization attention and learning under regulatory intervention: Governmental investigation into auto engine quality', Canadian Journal of Administrative Sciences, Vol.35 No.3

 

¢Ã ‘Firm/product reputation and new-product recalls’, Marketing Intelligence and Planning, Vol.36 No.5

 

¢Ã ‘Professional collaboration in technological innovation: A case of technology licensing of university inventions’, Technology Analysis & Strategic Management, Vol.30 No.11

 

¢Ã ‘Çѱ¹°ú Áß±¹ ûµÎÀÇ Ã¢¾÷»ýÅÂ°è ºñ±³¿¡ °üÇÑ ¿¬±¸: ÁúÀû ¿¬±¸¸¦ Áß½ÉÀ¸·Î’, º¥Ã³Ã¢¾÷¿¬±¸, Vol.13 No.5

 

¢Ã ‘Moderating effects of agency problems and monitoring systems on the relationship between executive stock option and audit fees: Evidence from Korea’, Sustainability, Vol.10 No.10

 

ÀÌÈ£¿µ ±³¼ö(ȸ°è)

¢Ã 'Opportunistic behaviors of credit rating agencies and bond issuers', PACIFIC-BASIN FINANCE JOURNAL, Vol.47 No.1

 

 

 

ÀÓ¼öºó ±³¼ö(¸¶ÄÉÆÃ)

¢Ã ‘Moderating roles of national culture for alliance relationship advantages and performance in Asia’, Journal of Business-to-Business Marketing, Vol.25 No.3

 

This study confirms that alliance orientation directly influences alliance relationship advantage, en route to alliance performance. When uncertainty avoidance is greater, the relationship between alliance relationship advantage and alliance performance grows weaker, whereas when masculinity and long-term orientation are greater, this relationship becomes enhanced.

 

¢Ã ‘New Product Creativity Antecedents and Consequences: Evidence from South Korea, Japan, and China’, Journal of Product Innovation Management, Vol.35 No.6

 

This study finds customer orientation, cross-functional integration, top management involvement, and cultural secularism have positive linear effects on creativity’s meaningfulness component, whereas top management risk taking and cultural survivalism have a negative effect.

 

Àå´ë·Ã ±³¼ö(¸¶ÄÉÆÃ)

¢Ã ‘The effects of power on consumers’ evaluation of a luxury brand’s corporate social responsibility’, Psychology & Marketing, Vol.36 No.1

 

º» ¿¬±¸¿¡¼­´Â ¸íÇ° ºê·£µå°¡ ±â¾÷ »çȸÀû Ã¥ÀÓ(CRS) ±¤°í¸¦ °ÔÀçÇÒ ¶§ À¯¹ßµÇ´Â ºÒÇùÈ­À½ÀÌ ¼ÒºñÀÚ°¡ Áö°¢ÇÏ´Â ÀÚ½ÅÀÇ »çȸÀû ÁöÀ§¿¡ µû¶ó Á¿ìµÉ ¼ö ÀÖ´Ù´Â °ÍÀ» ½ÇÁõÀûÀ¸·Î Áõ¸íÇÏ¿´´Ù. Áï ÁöÀ§°¡ ³ôÀº ¼ÒºñÀÚÀÇ °æ¿ì ºÒÇùÈ­À½ÀÌ Àû¾ú°í ÀÌ¿¡ ¹ÝÇØ ÁöÀ§°¡ ³·Àº ¼ÒºñÀÚµéÀº Á¾Àü ¿¬±¸Ã³·³ ºÒÇùÈ­À½ÀÌ ³ô¾Ò´Ù. ¸íÇ°°ú ÀÏ¹Ý ºê·£µåÀÇ CSR ±¤°í´Â ¹Ý´ëÀÇ È¿°ú°¡ ³ªÅ¸³µ´Ù.

 

ÃÖ¼±¹Ì ±³¼ö(OM)

¢Ã ‘What Would Customers Prefer, Personal Loss-Recovery or Social-Order-Restoration?: The Case of Norm-breaking Behaviors of Other Customers', ¼­ºñ½º°æ¿µÇÐȸÁö, Vol.19, No.5

 

º» ¿¬±¸¿¡¼­´Â ´Ù¸¥ °í°´ÀÇ »çȸ±Ô¹üÀ§¹Ý ÇൿÀ¸·Î ¾ß±âµÈ ¼­ºñ½º ½ÇÆÐ »óȲ¿¡¼­ °³ÀÎ¼Õ½Ç È¸º¹ ¹æ¾È°ú »çȸÁú¼­ ȸº¹ ¹æ¾È¿¡ ´ëÇÏ¿© ºñ±³ ¿¬±¸ÇÏ¿´´Ù.

ÀúÀÛ±Ç ¹× ¿¬¶ôó

ÆäÀÌÁö ·Îµù À̹ÌÁö Ç¥½Ã

x
x