ᆞ°±âÀ± ±³¼ö(À繫 Àü°ø)
‘Central Bank Purchases of Private Assets: An evaluation’, Review of Economic Dynamics, Vol.31
Quantitative easing(QE)ÀÌ ±ÝÀ¶½ÃÀå ¹× ½Ç¹° °æÁ¦¿¡ ¹ÌÄ¡´Â ¿µÇâÀ» ±ÝÀ¶½ÃÀå »óȲ¿¡ µû¶ó ºÐ¼®ÇÏ¿´´Ù. ƯÈ÷ QE´Â ½ÃÀå¿¡ FrictionÀÌ ¸¹ÀÌ Á¸ÀçÇÒ ¶§ È¿°úÀûÀÎ ¹Ý¸é, ½ÃÀå¿¡ FrictionÀÌ ½É°¢ÇÏÁö ¾ÊÀ» °æ¿ì Áß¾ÓÀºÇàÀÌ QE¸¦ ÃßÁøÇÏ¸é ¿ÀÈ÷·Á ÁÖÅýÃÀå °ú¿°ú °°Àº ºÎÀÛ¿ëÀ» ¾ß±âÇÒ ¼ö ÀÖ´Ù. µû¶ó¼ QE´Â unconventional monetary policy·Î¼ ±ÝÀ¶À§±â¿Í °°Àº Ư¼öÇÑ »óȲ¿¡¼¸¸ »ç¿ëµÇ¾î¾ß ÇÔÀ» ¿¬±¸ÇÏ¿´´Ù.
ᆞ°ûÁÖ¿µ ±³¼ö(±¹Á¦°æ¿µ Àü°ø)
‘The business Education History During China's Post-Reform Period', °æ¿µÇבּ¸, Vol.33, No.4
ᆞ ³ëÇöŹ ±³¼ö(¸Å´ÏÁö¸ÕÆ® Àü°ø)
‘Opening the Black Box: A Meta-Analytic Examination of the Effects of Top Management Team Diversity on Emergenent Team Processes and Multilevel Contextual Influence', Group & Organization Management, Vol.44, No.1
ÃÖ°í°æ¿µÁø ³» ´Ù¾ç¼ºÀÌ ±â¾÷¼º°ú¿¡ ¿¬°áµÇ´Â ±¸Ã¼ ÇÁ·Î¼¼½º ¸ÞÄ¿´ÏÁòÀ» ¸ÞŸºÐ¼®À» ÅëÇØ ¹àÈù ¿¬±¸. ´Ù¾çÇÑ ±¸¼º¿øÀ¸·Î ÀÌ·ç¾îÁø ÃÖ°í°æ¿µÁø ÆÀ ³» ÀÇ»ç°áÁ¤, »óÈ£ÀÛ¿ë ÇÁ·Î¼¼½º¸¦ ºÐ¼®ÇÏ´Â ÇÑÆí, ÀÌ¿¡ ¿µÇâÀ» ¹ÌÄ¡´Â ±¹°¡¹®ÈÀû Ư¼º°ú »ê¾÷ȯ°æ Ư¼ºÀÇ ¿µÇâ·ÂÀ» ü°èÀûÀ¸·Î ½ÇÁõ ºÐ¼®ÇÏ¿´´Ù.
ᆞ¹Ú°æ¹Î ±³¼ö(¸Å´ÏÁö¸ÕÆ® Àü°ø)
‘Àü·Â¿¹ºñÀ²°ú Àü±â¿ä±Ý, ½ÅÀç»ý, °æÁ¦¼ºÀå, µ¿·ÇÏ°è µ¿½ÃÇÇÅ© °£ Àΰú°ü°è ¿¬±¸: OECD ÆгΠºÐ¼®', Transactions of the Korean Institute of Electrical Engineers, Vol.66, No.11
OECD ±¹°¡µéÀÇ Àü·Â¿¹ºñÀ²¿¡ ¿µÇâÀ» ¹ÌÄ¡´Â ¿äÀÎÀ¸·Î ½ÅÀç»ýÁ¡À¯ºñÀ², 1Àδç GDP, µ¿ÇÏ°è ÇÇÅ©Â÷ÀÌÀ² µîÀ» Á¦½ÃÇÏ¿´°í °¢ ¿äÀκ° ¹Î°¨µµ °è¼ö °ªÀ» ÃßÁ¤ÇÏ¿´°í Á¤Ã¥Àû Àǹ̸¦ µµÃâÇÏ¿´´Ù.
‘Situational Value Innovation Strategy: The Case of the Coffee Drinking Market in South Korea (»óȲÀû °¡Ä¡Çõ½ÅÀü·« °³¹ß: Çѱ¹ Ä¿ÇÇÀ½·á½ÃÀå »ç·Ê)', Àü·«°æ¿µ¿¬±¸, Vol.21, No.3
Ä¿ÇÇÀ½¿ë ½ÃÀå¿¡¼ÀÇ ºí·ç¿À¼ÇÀü·« ¼ö¸³À» À§ÇÏ¿© Ä¿ÇÇÀ½ ¿ë½ÃÀåÀÇ ´ë¾ÈÀçµéÀ» ¿°ÅÇÏ°í Àü·«Äµ¹ö½º¸¦ ÀÛ¼ºÇÏ¿´°í Ä¿ÇÇ ¸¶½Ã´Â »óȲÀ» °¡Á¤, Á÷Àå, ¿ÜÃâ 3°¡Áö »óȲÀ¸·Î ±¸ºÐÇÏ°í, °¢ »óȲ¿¡¼ Àü·«¿ä¼ÒµéÀÌ 3¿äÀÎ Áß ¾î´À ¿äÀο¡ ¼ÓÇÏ´ÂÁö¸¦ ¼³¹®ÀÚ·áÀÇ ´õ¹Ìȸ±ÍºÐ¼®À» ÅëÇØ ºÐ·ùÇÏ¿© ERRC ±¸¼ºÇ¥¸¦ ÀÛ¼ºÇÏ¿© Àü·« º¯È ¹æÇâÀ» µµÃâÇÏ¿´´Ù.
ᆞ¹è¼ºÁÖ ±³¼ö(¿ÀÆÛ·¹ÀÌ¼Ç Àü°ø)
‘The Process of Government's Selection Force Leading to Technological Development in Private Sector', Çѱ¹Çõ½ÅÇÐȸÁö, Vol.13, No.4
º» ¿¬±¸´Â ¿ì¸®³ª¶ó¿Í °°Àº ¼±Áø±¹À» Ãß°ÝÇÏ´Â ±¹°¡¿¡¼ ±â¼ú¹ßÀü¿¡ Á¤ºÎ°¡ ¾î¶² ¿µÇâÀ» ¹ÌÄ¡´ÂÁö »ìÆ캸±â À§ÇÏ¿© Á¤ºÎÀÇ ¼±Á¤¿µÇâ·ÂÀÌ ¾î¶² ¿äÀο¡ ÀÇÇØ °áÁ¤µÇ°í ¹Î°£ ¿µ¿ª¿¡ ¾î¶»°Ô ¿¬°èµÇ¾î ±â¼ú¹ßÀüÀ» À̲ø¾îÁÖ´ÂÁö¿¡ ´ëÇÑ ¿µÇâÀ» ºÐ¼®ÇÏ°íÀÚ ÇÏ¿´´Ù. ÀÌ´Â Á¤ºÎ ¼±Á¤¿µÇâ·ÂÀÇ ¹ß»ý°ú È®»ê °úÁ¤Àº Á¦µµÀû ȯ°æ¿¡ ±â¹ÝÇÑ Á¤ºÎÀÇ ¼±Á¤¿µÇâ·ÂÀÌ ±â¼úºÐ¾ßº° ÅõÀÚÀü·«À» °áÇÏ´Â °úÁ¤¿¡¼ ³ªÅ¸³ª¸ç(selection), Á¤ºÎÀÇ ¼±Á¤¿µÇâ·ÂÀº ÀûÇÕÇÑ Å½»ö Àü·«¿¡ µû¶ó °øµ¿ Ž»ö°ú ÇнÀ °úÁ¤À» °ÅÃÄ ¹Î°£¿µ¿ªÀÇ ¿¬±¸°³¹ßÈ°µ¿¿¡ ¿µÇâÀ» ÁÖ´Â ÇüÅ·ΠÁøÇà(variation)µÇ´Â °úÁ¤À» °ÅÄ¡´Â °ÍÀ» º¸¿©ÁÖ¾ú´Ù.
‘Patent Strategy Based on Performance Feedback An Exploratory Case Study of Samsung Electronics', ¿¬¼¼°æ¿µ¿¬±¸, Vol.55, No.3
º» ¿¬±¸´Â »ï¼ºÀüÀÚÀÇ Æ¯ÇãÀü·«À» »ìÆ캽À¸·Î½á Ž»öÀûÀÎ »ç·Ê¿¬±¸¸¦ ¼öÇàÇÏ°íÀÚ ÇÑ´Ù. »ï¼ºÀüÀÚÀÇ 2009³âºÎÅÍ 2013³â±îÁöÀÇ Æ¯ÇãÀü·«À» »ìÆ캽À¸·Î½á, ±â¼ú±â¾÷ÀÇ ±â¼úŽ»öÀ̼º°ú Çǵå¹é ¸ðµ¨°ú ¹ÐÁ¢ÇÑ ¿¬°üÀÌ ÀÖÀ½À» º¸¿©ÁÖ´Â °ÍÀÌ º» ¿¬±¸ÀÇ ±Ã±ØÀûÀÎ ¸ñÇ¥¶ó ÇÒ ¼ö ÀÖ´Ù. »ç·Ê¿¬±¸¿¡¼ º¸¿©ÁöµíÀÌ, ±â¼ú±â¾÷Àº ¼º°úÇǵå¹é¿¡ ÀÔ°¢ÇÏ¿© ±â¼úŽ»öÀ» ÇÏ´Â °æÇâÀ» º¸À̸ç, ¶ÇÇÑ ¼º°úÇǵå¹é ¸ðµ¨¿¡¼ Á¦½ÃÇÏ´Â °Í°ú ÀÏÄ¡ÇÏ°Ô ¼º°ú°¡ ±â¾÷ÀÌ Ãß±¸ÇÏ´Â Á¤µµº¸´Ù ºÎÁ·ÇÒ ¶§ Ž»öÀÇ ±íÀÌ´Â Áõ°¡ÇÏ°í Ž»öÀÇ ¹üÀ§´Â Á¼ÇôÁö´Â ÇüÅÂÀÇ ±â¼úŽ»öÈ°µ¿À» ¼öÇàÇß´Ù.
‘How do Online Product-Related Electorinics Network of Interest Grow? The Role of Content, Communication, Activity and Structure', ¿¬¼¼°æ¿µ¿¬±¸, Vol.55, No.3
Á¦Ç° °ü·Ã ¿Â¶óÀÎ ³×Æ®¿öÅ©(eNoI)´Â °ü¸®ÀÚ¿Í ÇÐÀÚ ¸ðµÎ¿¡°Ô ÁÖ¸ñÀ» ¹Þ´Â ÁÖÁ¦ÀÌ´Ù. ÀÌ ¿¬±¸¿¡¼´Â º¸´Ù eNoIÀÇ ÃÑüÀûÀÎ ÀÌ·ÐÀû Åä´ë¸¦ Á¦°øÇÏ°í eNoIÀÇ ¼ºÀå¿¡ ¿µÇâÀ» ÁÖ´Â ¿ä¼ÒµéÀ» ¹àÇô³»·Á°í ÇÑ´Ù. ù°, ¿ì¸®´Â ±âÁ¸ ÇнÀ°øµ¿Ã¼(community of practice)¿¬±¸¿¡ ±â¹ÝÇÏ¿© ¿Â¶óÀÎ ³×Æ®¿öÅ©¿¡ ´ëÇÑ ¿¬±¸¸¦ È®ÀåÇÏ°í eNoI°¡ ´Ù¸¥ °øµ¿Ã¼µé°ú´Â ¾î¶»°Ô ´Ù¸¥Áö¸¦ º¸¿©ÁÜÀ¸·Î½á eNoIÀÇ ÀÌ·ÐÀû ¹è°æÀ» È®¸³ÇÑ´Ù. µÑ°, ÀÚ¿ø ±â¹Ý °üÁ¡À» ±â¹ÝÀ¸·Î eNoIÀÇ ¼ºÀå¿¡ ´ëÈ ³»¿ë, ÀÇ»ç ¼ÒÅë È°µ¿ ¹× ±¸Á¶µéÀÌ eNoIÀÇ ¼ºÀå¿¡ ¾î¶»°Ô ¿µÇâÀ» ÁÖ°í À̸¦ ½ÇÁõ¿¬±¸·Î Æ÷ÂøÇÏ°íÀÚ Çß´Ù.
ᆞ¼Õ¼º±Ô ±³¼ö(ȸ°è Àü°ø)
‘±â°üÅõÀÚÀÚÀÇ ÁÖÁÖÇൿÁÖÀÇ°¡ ÀÚº»½ÃÀå¿¡ ¹ÌÄ¡´Â ¿µÇâ - ½Å¿ëÆòÁ¡À» Áß½ÉÀ¸·Î', °æ¿µÇבּ¸, Vol.47, No.6
º» ¿¬±¸´Â ±â°üÅõÀÚÀÚÀÇ Àû±ØÀûÀÎ ¹Ý´ë ÀÇ»çÇ¥½Ã°¡ ÀÚº»½ÃÀå¿¡¼ ¾î¶°ÇÑ Æò°¡¸¦ ¹Þ´ÂÁö ½Å¿ëÆòÁ¡À» ÅëÇØ »ìÆ캸¾Ò´Ù.
ᆞ½Åµ¿¿± ±³¼ö(¸Å´ÏÁö¸ÕÆ® Àü°ø)
‘The Differential Influences of the Government and Politicians on the International Expansion of Chinese Firms', Asian Business & Management, Vol.5, No.5
ÀÌ ³í¹®Àº Á¤ºÎ¿Í Á¤Ä¡ÀÎÀÇ ¿µÇâ·ÂÀ» µ¿ÀϽÃÇÏ´ø ±âÁ¸ ±¹Á¦°æ¿µºÐ¾ß ¿¬±¸µé°ú ´Þ¸®, °ø½Ä ±â°üÀ¸·Î¼ÀÇ Á¤ºÎ¿Í °³ÀÎÀ¸·Î¼ÀÇ Á¤Ä¡Àΰ£ ¿µÇâ·ÂÀÇ Â÷À̸¦ Áß±¹ ±â¾÷µéÀÇ ÇØ¿Ü ÁøÃâ¿¡ ¹ÌÄ¡´Â ¿µÇâÀ» Áß½ÉÀ¸·Î ½ÇÁõ ¿¬±¸Çß´Ù.
ᆞ½ÅÇöÇÑ ±³¼ö(À繫 Àü°ø)
‘Do State-Owned Enterprises Cooperate with Suppliers? Performance Analysis in the Korean Case', Emerging Markets Finance and Trade, Vol.55, 2019-Issue 5
In this paper, using performance analysis, we examine cooperation between state-owned enterprises (SOEs) and their suppliers.
'Performance of State-Owned Enterprises During Public Elections: The Case of Korea’, Emerging Markets Finance and Trade, Vol.55, 2019-Issue 1
This paper investigates whether SOEs are fairly evaluated by governments during political events.
ᆞ¾Èµå·¹½º±â¶ö ±³¼ö(ȸ°è Àü°ø)
‘Who is the Beneficiary of Slack on Corporate Financial Performance and Corporate Philanthropy?: Evidence from South Korea', Sustainability, Vol. 11, No.252
We explore CFP as a predictor of CSP by differentiating the stakeholder groups that firms interact with: primary vs. secondary stakeholder relations. Using a sample of 312 firm-year observations from the KEJI database, we find that while CFP has a positive effect only on primary stakeholder relations, corporate philanthropy has a positive impact on both primary and secondary stakeholders. We also observe an overall influence of CFP on stakeholder relations when philanthropy is high.
ᆞÀÌÀ翵 ±³¼ö(¸¶ÄÉÆà Àü°ø)
‘´Ù¸¥ ¼ÒºñÀÚµéÀÇ ±¸¸Å°áÁ¤ À¯º¸°¡ Á¦Ç°±ºº° ±¸¸ÅÀÇ»ç °áÁ¤¿¡ ¹ÌÄ¡´Â ¿µÇâ', À¯Å뿬±¸, Vol.24
¿Â¶óÀÎ "ÂòÇϱâ" Ƚ¼öÀÇ Áõ°¡°¡ ±¸¸Å Áõ°¨¿¡ ¹ÌÄ¡´Â ¿µÇâÀ» ½ÇÇè ¹× µ¥ÀÌÅÍ ºÐ¼®À» ÅëÇØ ½ÇÁõÀûÀ¸·Î ¿¬±¸Çß´Ù.
ᆞÀÌÈ£¿µ ±³¼ö(ȸ°è Àü°ø)
‘¼¼¹«»çÀÇ °æÀï·Â ¹× Àü¹®¼º Á¦°í¸¦ À§ÇÑ ½ÃÇèÁ¦µµ °³¼±¹æ¾È’, Á¶¼¼¿¬±¸, Vil.18, No.3
¼¼¹«»çÀÇ °æÀï·Â È®º¸¸¦ À§ÇÑ ¹ý·ü±ÔÁ¤°ú ³í¹®, ¿¬±¸º¸°í¼ °ËÅä ¹× ¼³¹®Á¶»ç¸¦ ´ã¾Ò´Ù.
‘The effect of social ties between outside directors and CSR/ Firm value’, Sustainability, Vol.10, No.11
»çȸ ÀÌ»çÀÇ social tie°¡ CSR°ú Firm valueÀÇ °ü°è¿¡ ¹ÌÄ¡´Â ¿µÇâ ¿¬±¸Çß´Ù.
‘»óÈ£ÀúÃàÀºÇàÀÇ ¼ÒÀ¯Áö¹è±¸Á¶¿Í ȸ°è Á¤º¸Ç°Áú’, ȸ°è, ¼¼¹«¿Í °¨»ç¿¬±¸, Vol.60, No.4
ÀúÃàÀºÇàÀÇ ¼ÒÀ¯Áö¹è±¸Á¶°¡ ȸ°èÁ¤º¸ÀÇ Ç°Áú¿¡ ¾î¶² °ü°è¸¦ º¸ÀÌ´Â °¡¸¦ °ËÁõ. ƯÈ÷ Áö¹èÁÖÁÖÀÇ ÁöºÐÀ², °³Àο©ºÎ, °æ¿µ Âü¿©¿©ºÎ°¡ ¹ÌÄ¡´Â °ü°è °ËÁõÇÏ¿´´Ù.
‘The association between foreign directors and opportunistic financial reporting’, Investment management and Financial Innovations, Vol.15, No.4
ᆞÁ¤½ÂÈ ±³¼ö(¸Å´ÏÁö¸ÕÆ® Àü°ø)
‘Who is the Beneficiary of Slack on Corporate Financial Performance and Corporate Philanthropy?: Evidence from South Korea’, Sustainability, Vol.11, No.252
As stake holder relations vary depending on firm characteristics, the associations among corporate financial performance (CFP), corporate giving, and corporate social performance (CSP) are complex. In this paper, we contribute to the literature by exploring CFP as a predictor of CSP by differentiating the stakeholder groups that firms interact with; that is, primary versus secondary stakeholder relations.
Our study also extends the existing literature by examining who the beneficiaries of corporate philanthropy are, and the role played on the CFP/CSP association. By extracting a sample of 52 firms and 312 firm-year observations from the Korea Economic Justice Institute database, we find that while CFP has a poritive effect only on primary stakeholder relations, corporate philanthropy has a positive impact on both primary and secondary stakeholder relations. Furthermore, we observe an overall influence of CFP on stakeholder relations when corporate philanthropy is high. Our findings suggest that differentiating multiple stakeholder groups together with the role played by corporate philanthropy provides a more valuable and meaningful analysis of the antecedents of CSP.
ᆞÇÑÀçÈÆ ±³¼ö(À繫 Àü°ø)
‘Individual investors and post-earnings-announcement drift: Evidence from Korea', Pacific-Basin Finance Journal, Vol.53
ᆞÇã´ë½Ä ±³¼ö(¸Å´ÏÁö¸ÕÆ® Àü°ø)
‘Interorganizational information processing and the contingency effects of buyer-incurred uncertainty in a supplier's component project', International Journal of Production Econimics, Vol.210
Supplier integration into new product development (NPD) necessitates effective information exchange and absorption between a buyer and a supplier. While prior research has emphasized the buyer's ability to manage the supplier's interface, this research takes a supplier perspective and investigates under which circumstances a supplier's interorganizational information processing capability (IIPC) drives the supplier's component development performance.
We take a contingency view and theorize that the effect of the supplier's IIPC is either amplified or dampened by three sources of buyer-incurred project uncertainty: a buyer's component novelty, a buyer's engineering change orders (ECOs), and a buyer's knowledge protectiveness. The hypotheses are tested with data collected from 103 supplier component development projects in South Korea. As a result, this study empirically demonstrates the significant effects of a supplier's IIPC in enhancing the supplier's component development performance. In addition, we substantiate that the magnitude of a buyer's ECOs positively amplifies the benefits of the supplier's IIPC, while the buyer's knowledge protectiveness significantly hampers it.
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