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Research
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µî·ÏÀÏ: 2019-12-23  |  Á¶È¸¼ö: 606

ᆞ°ûÁÖ¿µ ±³¼ö(±¹Á¦°æ¿µ Àü°ø)

‘Multinational Companies and the Corporate Social Responsibility at Home: The Stakeholder Approach’, Management Decision, Vol.57, No.9, 2019.10

The purpose of this paper is to integrate stakeholder and international business (IB) theories to explore the relationship between the international diversification of emerging-market multinational corporations (EMNCs) and corporate social performance (CSP) in their home markets. While the IB literature generally assumes a positive effect from international diversification on CSP as a result of global learning, the study aims at investigating the complicated effects in the link to the stakeholder theory.

 

ᆞ±¸º»ÀÏ ±³¼ö(À繫 Àü°ø)

‘¿ì¸®³ª¶ó ±â°£ ½ºÇÁ·¹µåÀÇ °æ±â¿¹Ãø·Â Áõ°¡ ¿øÀÎ’, ±ÝÀ¶¿¬±¸, Vol.33, No.1, 2019.03

2008³â ±ÝÀ¶À§±â ÀÌÈÄ ±â°£ ½ºÇÁ·¹µåÀÇ °æ±â¿¹Ãø·ÂÀÌ Áõ°¡ ÇßÀ½À» º¸¿´°í, Áß¾ÓÀºÇàÀÌ ÀÎÇ÷¹ÀÌ¼Ç ´ëÀÀº¸´Ù´Â °æ±â¾ÈÁ¤À» Áß½ÃÇÏ´Â Á¤Ã¥±âÁ¶¸¦ ÅÃÇßÀ½À» È®ÀÎÇßÀ½

 

ᆞ±èÇÐÁø ±³¼ö(°æ¿µ°úÇÐ Àü°ø)

‘±¹¹æ ¿ÂÅç·ÎÁö¸¦ ÅëÇÑ Áö´ÉÇü ÀÇ»ç°áÁ¤Áö¿ø½Ã½ºÅÛ ±¸Ãà ¹× È°¿ë-°ø±º ±º¼ö»óȲ°ü¸®Ã¼°è Àû¿ë »ç·Ê’, Áö´ÉÁ¤º¸¿¬±¸  , Vol.25, No.2, 2019.06

Construction and application of Intelligent Decision Support System through Defence Ontology

 

‘The University Examination And Course Timetabling Problem With Integer Programming’, Çѱ¹ÄÄÇ»ÅÍÁ¤º¸ÇÐȸ³í¹®Áö, Vol.24, No.9, 2019.09

In this paper, we study the university timetabling problem, which consists of two subproblems, the university course timetabling problem and the examination timetabling problem. Given a set of classrooms, students, teachers, and lectures, the problem is to assign a number of courses (and examinations) to suitable timeslots and classrooms while satisfying the given set of constraints. We discuss the modeling and solution approaches to construct course and examination timetables for one of the largest Korean university. By using binary integer programming formulations, we describe these two complex real-world problems. Then, we propose a solution method, called NOGOOD, to solve the examination timetabling model. The computation results show that NOGOOD finds the optimal examination schedule for the given instance. Although we consider a specific instance of the university timetabling problem, the methods we use can be applicable to modeling and solving other timetabling problems.

 

ᆞ¹Ú¼¼¿­ ±³¼ö(À繫 Àü°ø)

‘Corporate Risk-Taking and Stock Returns to Distressed Firms’, À繫°ü¸®¿¬±¸, Vol.36, No.3, 2019.09

º» ¿¬±¸´Â ºÎµµÀ§Çè ÀÌ·ÊÇö»óÀÌ ÁÖ·Î À繫Àû °ï°æ ±â¾÷ÀÇ À§Çè ¼±È£¿¡ µû¸¥ ³·Àº ¼öÀÍ·ü¿¡ ÀÇÇØ ³ªÅ¸³­´Ù´Â °¡¼³À» ¼³Á¤ÇÏ¿© °ËÁõÇÏ¿´´Ù. À§Çè ¼±È£ ¼ºÇâÀ» ÃøÁ¤Çϱâ À§ÇØ ±â¾÷ÀÇ ÁÖ°¡ º¯µ¿¼º°ú ÅõÀÚ °­µµ °£ÀÇ Pearson »ó°ü°è¼ö¸¦ »ç¿ëÇÏ¿´´Ù. À繫Àû °ï°æ ±â¾÷ÀÇ ÁÖ½ÄÀ» ¸Å¼öÇÏ°í À繫ÀûÀ¸·Î °Ç½ÇÇÑ ±â¾÷ÀÇ ÁÖ½ÄÀ» ¸ÅµµÇÏ´Â long/short hedge Æ÷Æ®Æú¸®¿À°¡ À½(-)ÀÇ ¼öÀÍ·üÀ» °®´Â °ÍÀ¸·Î ³ªÅ¸³µÀ¸¸ç, ÀÌ´Â À§ÇèÀÌ ³ôÀº ÅõÀÚ±âȸ°¡ ¸¹Àº ±â¾÷¿¡¼­ ´õ¿í µÎµå·¯Áø °ÍÀ¸·Î È®ÀεǾú´Ù.

 

ᆞ¹Ú¿ë¼® ±³¼ö(±¹Á¦°æ¿µ Àü°ø)

‘Influences of expatriate managerial styles on host-country nationals' turnover intention, Asia Business & Management, Vol.18, No.4, 2019.09

ÁÖÀç¿øÀÇ ¿ªÇÒ°ú ÇöÁö Á÷¿øÀÇ ÀÌÁ÷Àǻ翡 °üÇÑ ¿¬±¸

 

‘Understanding affective organizational commitment of Chinese employees: Evidence from domestic firms and foreign-invested enterprises in China’, ±¹Á¦°æ¿µ¸®ºä, Vol.23, No.2, 2019.06

Áß±¹ Á¾¾÷¿øµéÀÇ Á¶Á÷ ¸ôÀÔµµ¿¡ °üÇÑ ¿¬±¸

 

‘Understanding the Development of a Global Mindset: Nature vs. Nurture’, ±¹Á¦°æ¿µ¿¬±¸, Vol.30, No.3, 2019.08

±Û·Î¹ú ¸¶Àεå¼ÂÀÇ ÇÔ¾ç °¡´É¼º¿¡ °üÇÑ ¿¬±¸

 

ᆞ¹è¼ºÁÖ ±³¼ö(¿ÀÆÛ·¹ÀÌ¼Ç Àü°ø)

‘Á¶Á÷ »ýÅÂÇÐ °üÁ¡¿¡¼­ º» Ç÷§Æû ÀÌÇØ°ü°èÀڵ鰣ÀÇ »óÈ£ ÀÛ¿ë ¹× Àü·«’, ±â¼úÇõ½ÅÇÐȸÁö, Vol.22, No.2, 2019.04

Á¶Á÷»ýÅÂÇÐÀ̶ó´Â ÀÌ·ÐÀû ÅøÀ» »ç¿ëÇØ Ç÷§Æû Àü·«¿¡ ´ëÇÑ ÀÌÇظ¦ µ½´Â ÀÌ·Ð ³í¹®

 

‘±â¼ú ÀÇÁ¸¼º°ú ±â¼ú Ư¼ºÀÌ ´ÙÂ÷¿ø °ü°è Àüȯ¿¡ ¹ÌÄ¡´Â ¿µÇâ’, ±â¼úÇõ½ÅÇÐȸÁö, Vol.22, No.3, 2019.06

±â¼ú °Å¸®¿Í ±â¼ú¿ª·® Â÷ÀÌ°¡ ÀÛÀ»¼ö·Ï ´ÙÂ÷¿ø °ü°è°¡ °æÀï°ü°è·Î ÀüȯµÇ±â ½±´Ù´Â °á·ÐÀÇ ¿¬±¸ÀÓ

 

‘Á¦Á¶¾÷ü¿Í »ç¿ëÀÚÀÇ Çù·ÂÀû ½ÅÁ¦Ç° °³¹ß °úÁ¤: ¹®Á¦ÇØ°á °úÁ¤ Áß ¾ð¾î À庮ÀÇ ¿µÇâÀ» Áß½ÉÀ¸·Î’, ¿¬¼¼°æ¿µ¿¬±¸, Vol.56, No.1, 2019.02

»ç¿ëÀÚ¿Í Á¦Á¶¾÷ü°¡ ÇÔ²² ½ÅÁ¦Ç°À» °³¹ßÇÒ ‹š °Þ´Â CommunicationÀÇ ¹®Á¦¸¦ ÁúÀû¿¬±¸¹æ¹ýÀ» ÅëÇØ ¼³¸í

 

ᆞ¼­½Â¹ü ±³¼ö(°æ¿µ°úÇÐ Àü°ø)

‘°ø±Þ»ç½½ CSR ½ÇÇà, »ó»ýÇù·Â°ú ±â¾÷¼º°ú °£ÀÇ °ü°è¿¡ ´ëÇÑ ¿¬±¸ - Áß±¹ ±â¾÷À» Áß½ÉÀ¸·Î’, Çѱ¹SCMÇÐȸ, Vol.19, No.1, 2019.05

±â¾÷¿¡ °ø±Þ»ç½½¿¡¼­ CSRÀ» ½ÇÇàÀ» ÇÏ´Â °ÍÀÌ »ó»ýÇù·Â°ú ±â¾÷ ¼º°ú¿¡ ¾î¶² ¿µÇâÀ» ÁÖ´ÂÁö¸¦ ¿¬±¸ÇÔ

 

‘Asymptotically Optimal Solution for TSF-Constrained Staffing Problem’, ´ëÇѰ濵ÇÐȸ, Vol.32, No.9, 2019.09

Á¤ÇØÁø Çѵµ¸¦ ³Ñ¾î ±â´Ù¸®´Â ¼ÒºñÀÚÀÇ ºñÀ²À» ³ªÅ¸³»´Â TSF ¼º°ú ÁöÇ¥¸¦ »ç¿ëÇÏ¿© ¼­ºñ½º¿Í °ü·ÃÇÑ Á¦¾àÁ¶°ÇÀÌ Á¤ÇØÁú ¶§ ¾î¶»°Ô ÇÊ¿äÇÑ Á¾¾÷¿øÀÇ ¼ýÀÚ¸¦ ÃÖ¼ÒÈ­ÇÏ´ÂÁö¿¡ ´ëÇÑ ¹®Á¦¸¦ ±Ù»çÀûÀ¸·Î Ç®ÀÌÇÔ

 

‘±Û·Î¹ú ±ÝÀ¶À§±â¿Í ¿Ü±¹ÀÎÅõÀÚÀÚÀÇ °¨½ÃÀÚ ¿ªÇÒ’, Çѱ¹ÄÜÅÙÃ÷ÇÐȸ ³í¹®Áö, Vol.19, No.9, 2019.09

±¹³» ÀÚº» ½ÃÀå¿¡¼­ ¿Ü±¹ÀÎ ÅõÀÚÀÚÀÇ °¨½ÃÀÚ ¿ªÇÒÀÌ ±Û·Î¹ú ±ÝÀ¶À§±â¿¡ µû¶ó Â÷º°ÀûÀ¸·Î °üÂûµÇ´ÂÁö¸¦ ºÐ¼®ÇÔ

 

‘ÈÄ¿øÇü Å©¶ó¿ìµå Æݵù¿¡¼­ÀÇ ¸ñÇ¥ ±¸¹è È¿°ú; ÇÁ·ÎÁ§Æ® Ä«Å×°í¸® º° Â÷À̸¦ Áß½ÉÀ¸·Î’, Áö½Ä°æ¿µ¿¬±¸, Vol.20, No.3, 2019.09

¸ñÇ¥¿¡ °¡±î¿öÁú¼ö·Ï ¸ñÇ¥ ´Þ¼º µ¿±â°¡ °­ÇØÁø´Ù´Â ¸ñÇ¥ ±¸¹è È¿°ú°¡ ÈÄ¿øÇü Å©¶ó¿ìµå Æݵù¿¡¼­µµ °üÂûµÇ´ÂÁö, ƯÈ÷ ÇÁ·ÎÁ§Æ®ÀÇ À¯Çü¿¡ µû¶ó ´Þ¸® °üÂûµÇ´ÂÁö¸¦ ³íÇÔ

 

‘±¹³»±â¾÷ÀÇ ¹°·ù¿ª·®°ú ¼º°ú °£ °ü°è¿¡ ´ëÇÑ IT ÀÎÀûÀÚ¿ø°ü¸®¿Í IT ½Ã½ºÅÛ°ü¸®ÀÇ Á¶Àý È¿°ú’, ¹°·ùÇÐȸÁö, Vol.29, No.5, 2019.10

±¹³» ±â¾÷µéÀ» ´ë»óÀ¸·Î ±â¾÷ÀÇ ¹°·ù ¿ª·®ÀÌ ¼º°ú¿¡ ±àÁ¤Àû ¿µÇâÀ» ÁÖ´ÂÁö È®ÀÎÇÏ°í, ÀÌ¿¡ ´ëÇÏ¿© ±â¾÷ÀÇ Á¤º¸±â¼ú¿¡¼­ÀÇ ÀÎÀûÀÚ¿ø°ü¸®¿Í ½Ã½ºÅÛ °ü¸® ³ë·Â ¹× ÅõÀÚ°¡ ¹°·ù ¿ª·®°ú »ó½Â È¿°ú¸¦ ³ªÅ¸³»¸é¼­ ±â¾÷ ¼º°ú¿¡ °øÇåÇÏ´ÂÁö °ËÁõÇÔ

 

ᆞ¾çÇõ½Â ±³¼ö(¸Å´ÏÁö¸ÕÆ® Àü°ø)

‘°³Àμº°ú±Þ °ÝÂ÷°¡ Á÷¹«¼ÒÁø¿¡ ¹ÌÄ¡´Â È¿°ú: ÆÀ ±¸¼º¿ø ±³È¯°ü°èÀÇ ¸Å°³È¿°ú’, ´ëÇѰ濵ÇÐȸÁö, Vol.32, No.7, 2019.07

º» ¿¬±¸´Â °³Àμº°ú±Þ Á¦µµÀÇ °­µµ¸¦ ³ªÅ¸³»´Â ±Þ¿© °ÝÂ÷°¡ Á÷¹«¼ÒÁøÀÇ ÇÏÀ§Â÷¿øÀÎ ‘°í°¥’°ú ‘ÀϷκÎÅÍÀÇ ½É¸®Àû ÀÌÅ»’¿¡ ¹ÌÄ¡´Â ¿µÇâÀ» ±Ô¸íÇÏ¿´´Ù. ºÐ¼® °á°ú, °³Àμº°ú±Þ °ÝÂ÷°¡ Á÷¹«¼ÒÁøÀÇ ÇÏÀ§°³³äÀÎ ‘°í°¥’¿¡´Â Á÷Á¢ÀûÀÎ ¿µÇâÀ» ¹ÌÄ¡´Â °ÍÀ¸·Î ³ªÅ¸³µ´Ù. ¹Ý¸é, ÀϷκÎÅÍÀÇ ½É¸®Àû ÀÌÅ»°ú´Â ÆÀ-±¸¼º¿ø ±³È¯°ü°è¸¦ ¸Å°³·Î ÇÑ °£Á¢È¿°ú¸¸ Á¸ÀçÇÏ´Â °ÍÀ¸·Î ³ªÅ¸³µ´Ù. ÀÌ·¯ÇÑ Â÷ÀÌ´Â Á÷¹«¿ä±¸°¡ ³ôÀº °æ¿ì Áö¼ÓÇؼ­ ½ºÆ®·¹½º¸¦ ¹Þ°Ô µÇ°í ¿¡³ÊÁö°¡ ¼Ò¸ðµÇ¾î °í°¥À» ¹ß»ý½ÃÅ°´Â ¹Ý¸é, Á÷¹«ÀÚ¿øÀÌ ºÎÁ·ÇÑ °æ¿ì¿¡´Â È¿°úÀûÀÎ ¸ñÇ¥ ´Þ¼ºÀÌ ¾î·Á¿öÁö°í ÀÌ·Î ÀÎÇØ ½ÇÆгª ÁÂÀý°¨À» °æÇèÇÔÀ¸·Î½á ÀϷκÎÅÍÀÇ ½É¸®Àû ÀÌÅ»ÀÌ ¹ß»ýÇϱ⠶§¹®À̶ó Ãß·ÐÇØ º¼ ¼ö ÀÖ´Ù.

 

ᆞÀ±´ëÈñ ±³¼ö(ȸ°è Àü°ø)

‘Public Disclosures in the Presence of Suppliers and Competitors’, Contemporary Accounting Research, Vol.36, No.2, 2019.06

º» ³í¹®Àº ±â¾÷ÀÇ Á¤º¸°ø½Ã Àü·«¿¡ ´ëÇØ ¿¬±¸ÇÏ¿´´Ù. ÁÖ¿ä °á°ú´Â ±â¾÷Àº lower intra industry correlationÀÌ Á¸ÀçÇÒ ¶§ ´õ¿í °ø½ÃÇÒ À¯ÀÎÀÌ ÀÖÀ¸¸ç, input supplierÀÇ ¼ö°¡ ¸¹¾ÆÁú¼ö·Ï °ø½ÃÀ¯ÀÎÀº °¨¼ÒÇÑ´Ù´Â °ÍÀ» ¹ß°ßÇÏ¿´´Ù.

 

ᆞÀÌÀ翵 ±³¼ö(¸¶ÄÉÆà Àü°ø)

‘ÈÄ¿øÇü Å©¶ó¿ìµå Æݵù¿¡¼­ÀÇ ¸ñÇ¥ ±¸¹è È¿°ú; ÇÁ·ÎÁ§Æ® Ä«Å×°í¸® º° Â÷À̸¦ Áß½ÉÀ¸·Î’, Áö½Ä°æ¿µ¿¬±¸, Vol.20, No.3 2019.09  

ÈÄ¿øÇü Å©¶ó¿ìµå Æݵù¿¡¼­ÀÇ ¸ñÇ¥ ±¸¹è È¿°ú°¡ ½Ç¿ëÀç/Äè¶ôÀç º°·Î Â÷ÀÌ°¡ Á¸ÀçÇÔÀ» ¹àÈù ³í¹®ÀÔ´Ï´Ù.

 

ᆞÀÌÈ£¿µ ±³¼ö(ȸ°è Àü°ø)

‘ÀÌ»çȸ ³» »çȸÀû ¿¬°á°ü°è¿Í °æ¿µÀÚ-Á¾¾÷¿ø º¸»ó±¸Á¶ °£ÀÇ °ü°è¿¡ ´ëÇÑ ½ÇÁõ¿¬±¸’, ȸ°èÇבּ¸, Vol.44, No.5, 2019.10

ÀÌ»çȸ ³» »ç³»ÀÌ»ç¿Í »ç¿ÜÀ̻簣ÀÇ »çȸÀû ¿¬°á°ü°è¿Í º¸»ó±¸Á¶ °£ÀÇ »ó°ü°ü°è¿¬±¸¸¦ ÅëÇØ ¸ð´ÏÅ͸µ ±â´É Á¡°Ë

 

ᆞÃÖ¼±¹Ì ±³¼ö(¿ÀÆÛ·¹ÀÌ¼Ç Àü°ø)

‘Designing a Customer Message for Compliance in the B2C Sharing Service Context’, Çѱ¹»ý»ê°ü¸®ÇÐȸÁö, Vol.30, No.3, 2019.08

B2C °øÀ¯¼­ºñ½º »óȲ¿¡¼­ °í°´ÀÇ Áؼö ÀÇÁö¸¦ ³ôÀ̱â À§ÇÑ ¸Þ½ÃÁö µðÀÚÀÎ

 

‘Social innovation in service: a conceptual framework and research agenda’, Journal of Service Management, Vol.30, No.3, 2019.08

¼­ºñ½º¿¡ À־ÀÇ »çȸÀû Çõ½Å: °³³äÀû ÇÁ·¹ÀÓ¿öÅ©¿Í ¿¬±¸ °úÁ¦µé

 

ᆞÃÖ¼ø±Ô ±³¼ö(±¹Á¦°æ¿µ Àü°ø)

‘CJ¿À¼îÇÎÀÇ Å±¹ ÁøÃâ Àü°³ °úÁ¤°ú ¼º°ø ¿äÀο¡ °üÇÑ ¿¬±¸’, °æ¿µ»ç¿¬±¸, Vol.34, No.3, 2019.08

CJ¿À¼îÇÎÀº 2004³â Áß±¹¿¡ µ¿¹æCJ¸¦ ¼³¸³ÇÑ ÈÄ Àεµ, ÀϺ», º£Æ®³², ű¹, ÅÍ±â µî ¿©·¯ ±¹°¡¿¡ Àû±ØÀûÀ¸·Î ÁøÃâÇÏ¿´´Ù. ±×·¯ÇÑ ±¹Á¦Àû °æÇèÀ» ÅëÇÏ¿© ÀÌ ±â¾÷Àº Àڻ縸ÀÇ °íÀ¯ÇÑ ÇØ¿ÜÁøÃâ Àü·«À» °³¹ßÇÏ¿´´Ù. ű¹ ÁøÃâ »ç·Ê´Â ±× Àü·«ÀÇ Æ¯Â¡À» Àß µå·¯³½´Ù. Áï CJ¿À¼îÇÎÀº ¼ºÀå ÀáÀç·ÂÀÌ ³ôÀº °³¹ßµµ»ó±¹ ½ÃÀå¿¡ ÁýÁßÇÏ´Â Àü·«À» äÅÃÇÏ¿´´Âµ¥ ű¹Àº ÀÌ °°Àº Á¶°Ç¿¡ ºÎÇÕÇÏ¿´´Ù. ¶ÇÇÑ ÁøÃâ¹æ¹ý¿¡ À־ ÇöÁö ¹æ¼Û»ç¾÷ÀÚ¿Í ÇÕÀÛÇÔÀ¸·Î½á Àü¿ë TV ä³ÎÀ» È®º¸ÇÏ¿´´Ù. ÁøÃâ ÈÄ¿¡´Â ű¹ ±¸¸ÅÀÚµéÀÇ ¿ä±¸¿¡ ¸Âµµ·Ï ÆǸÅÇÏ´Â »óÇ°±ºÀ» ÇöÁöÈ­ Çß°í, ¹æ¼Û°ú¿£ÅÍÅ×ÀθÕÆ®¸¦ °áÇÕÇÑ ¼îÆÛÅ×ÀθÕÆ® Çü½ÄÀÇ ±¤°í ¹æ¼Û µµÀÔÇÏ´Â ÇÑÆí ¹ÝÇ°, ¹è¼Û µî¿¡¼­ ´ë°í°´ ¼­ºñ½º °­È­ÇÔÀ¸·Î½á °æÀï»çµé°úÀÇ Â÷º°È­¸¦ µµ¸ðÇÏ¿´´Ù. ÀÌ·¯ÇÑ Àü·«°ú ¹æ¹ýµéÀº È¿°ú¸¦ °ÅµÎ¾î CJ¿À¼îÇÎÀº ´Ü±â°£¿¡ ű¹ Ȩ¼îÇÎ ½ÃÀå¿¡¼­ Á¦1À§ ÆǸÅÀÚ·Î ¼ºÀåÇÒ ¼ö ÀÖ¾ú´Ù.

 

‘Multinational Companies and the Corporate Social Responsibility at Home: The Stakeholder Approach’, Management Decision, Vol.57, No.9, 2019.10

Çѱ¹±â¾÷µéÀÇ ±¹Á¦È­°¡ Çѱ¹ ±¹³»ÀÇ CSR ¼º°ú¿¡ ¹ÌÄ¡´Â ¿µÇâÀ» ºÐ¼®ÇÏ¿´À½. ºÐ¼® °á°ú ±â¾÷¿¡ ±¹Á¦È­µÉ ¼ö·Ï ±¹³» CSR ¼º°ú´Â Çâ»óµÊÀ» ¹ß°ßÇÏ¿´À½. ±×·¯³ª ±×·¯ÇÑ ±àÁ¤Àû °ü°è´Â ±â¾÷ÀÇ ¿¬±¸ ¿ª·®À̳ª ¸¶ÄÉÆà ¿ª·®ÀÌ ¾àÈ­µÉ¼ö·Ï ¾àÈ­µÇ´Â °æÇâÀÌ ÀÖ¾úÀ½. ÀÌ·¯ÇÑ ¹ß°ßÀÌ ½Ã»çÇÏ´Â ¹Ù´Â µÎ °¡ÁöÀÓ. ù°, ±â¾÷ÀÌ ±¹Á¦È­µÇ¸é ÇØ¿Ü ½ÃÀå¿¡¼­ »õ·Î¿î CSR °æÇè°ú ³ëÇϿ츦 ÃàÀûÇÒ ¼ö ÀÖÀ¸¸ç ÀÌ´Â ±¹³»¿¡¼­ CSR ¼º°ú¸¦ ³ôÀ̴µ¥ ±â¿©ÇÔ. µÑ°, ±â¾÷ÀÇ ±â¼ú·ÂÀ̳ª ¸¶ÄÉÆà ´É·ÂÀÌ ³ôÀ»¼ö·Ï ±¹Á¦È­°¡ ½ÉÈ­µÇ¸é µû¶ó¼­ ¿Ü±¹ÀÇ ÀÌÇØ°ü°èÀÚ(Stakesholder)µéÀ» À§ÇØ ´õ ¸¹Àº CSR ÀÚ¿øÀ» ÅõÀÔÇØ¾ß Çϱ⠶§¹®¿¡, »ó´ëÀûÀ¸·Î ±¹¿Ü ÀÌÇØ°ü°èÀÚµéÀ» À§ÇÑ CSR ³ë·ÂÀÌ ¾àÈ­µÉ ¼ö ÀÖÀ½

 

ᆞÃÖ¿ø¿í ±³¼ö(ȸ°è Àü°ø)

‘¼¼¹«»ó ÀÌ¿ù°á¼Õ±ÝÀÌ ±â¾÷°¡Ä¡¿¡ ¹ÌÄ¡´Â ¿µÇ⣭°á¼Õ±Ý °øÁ¦±âÇÑÀÇ Á¤º¸È¿°ú¸¦ Áß½ÉÀ¸·Î£­’, ¼¼¹«Çבּ¸, Vol.36, No.1, 2019.03

±â¾÷ÀÇ ÀÌ¿ù°á¼Õ±ÝÀÌ ±â¾÷°¡Ä¡¿¡ ±àÁ¤Àû ¿µÇâ°ú ºÎÁ¤Àû ¿µÇâÀ» ¹ÌÄ¡´ÂÁö ºñ±³ºÐ¼®

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