24 research outputs found

    ์ˆ˜๋ฆฌ๊ณ„ํš๋ชจํ˜•์˜ ๊ฐ„๊ฒฐ์„ฑ๊ณผ ์ค‘๋ณต์„ฑ์— ๊ด€ํ•œ ์—ฐ๊ตฌ

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    1999-03์ฃผ์–ด์ง„ ๋ฌธ์ œ๋ฅผ ํ•ด๊ฒฐํ•˜๊ธฐ ์œ„ํ•ด ์ˆ˜๋ฆฌ์  ์ ‘๊ทผ๋ฒ•์„ ์‚ฌ์šฉํ•  ๊ฒฝ์šฐ ์ˆ˜๋ฆฌ๋ชจํ˜•์˜ ๊ฐ„๊ฒฐ์„ฑ์ด ์š”๊ตฌ๋˜๋Š” ๊ฒฝ์šฐ๊ฐ€ ๋งŽ๋‹ค. ๋ชจํ˜•์„ ์ดํ•ด์‹œ์ผœ์•ผ ํ•  ๊ฒฝ์šฐ ๊ฐ„๊ฒฐ์„ฑ์€ ์ค‘์š”ํ•ด์ง„๋‹ค. ์‹ค์ œ ๋งŽ์€ ์ˆ˜๋ฆฌ๋ชจํ˜•์˜ ํ•ด๋ฒ•์˜ ํšจ์œจ์„ฑ์€ ๋ชจํ˜•์„ ๊ตฌ์„ฑํ•˜๋Š” ์ œ์•ฝ์‹์˜ ์ˆ˜์™€ ์ง์ ‘์ ์ธ ์—ฐ๊ด€์„ฑ์„ ๊ฐ€์ง€๊ณ  ์žˆ๊ธฐ ๋•Œ๋ฌธ์— ๊ฐ€๋Šฅํ•œ ์ œ์•ฝ์‹์˜ ์ˆ˜๊ฐ€ ์ ๋„๋ก ๋ชจํ˜•์„ ๊ตฌ์„ฑํ•˜๋Š” ๊ฒƒ์ด ์š”์ฒญ๋œ๋‹ค. ๊ทธ๋Ÿฌ๋‚˜ ๋ชจํ˜•์ด ์ •์ˆ˜๊ณ„ํš๋ฒ•์œผ๋กœ ์ •ํ˜•ํ™”๋˜๋ฉด ์„ ํ˜•๊ณ„ํš๋ฒ•๊ณผ๋Š” ๋‹ฌ๋ฆฌ ์˜คํ˜•์˜ ํ•ด๋ฅผ ๊ตฌํ•˜๋Š” ๋ฐฉ๋ฒ•์œผ๋กœ ์„ ํ˜•๊ณ„ํš๋ฒ•์˜ ์‹ฌํ”Œ๋ ‰์Šค ํ•ด๋ฒ•๊ณผ ๊ฐ™์€ ์ผ๋ฐ˜์ ์ธ ํ•ด๋ฒ•์ด ์กด์žฌํ•˜์ง€ ์•Š๊ธฐ ๋•Œ๋ฌธ์— ํ•ด๋ฒ•์˜ ํšจ์œจ์„ฑ์„ ์œ„ํ•ด ์ œ์•ฝ์‹์˜ ์ค‘๋ณต์„ฑ(redundancy)์ด ํ•„์š”ํ•œ ๊ฒฝ์šฐ๊ฐ€ ์žˆ์„ ์ˆ˜ ์žˆ๋‹ค. ๋ณธ ๋…ผ๋ฌธ์—์„œ๋Š” ๋ชจํ˜•์„ ๊ตฌ์„ฑํ•˜๋Š” ์ œ์•ฝ์‹์˜ ์ค‘๋ณต์„ฑ์„ ํ™œ์šฉํ•˜์—ฌ ํ•ด๋ฅผ ํšจ์œจ์ ์œผ๋กœ ๋„์ถœํ•˜๋Š” ๋ฐฉ๋ฒ•์„ ๋ชจ์ƒ‰ํ•ด๋ณด๋„๋ก ํ•œ๋‹ค

    IMT-2000 ์„œ๋น„์Šค ์˜ˆ์ƒ ์ด์šฉ์ž์˜ ํ–‰ํƒœ ๋ถ„์„

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    2001-03This paper explores user behavior of forthcoming IMT-2000 services, mostly focusing on the usage of multi-media contents, integration of wire & wireless telephony and global access system. Empirical data analysis focuses on the user behavior of existing mobile service users, their awareness of forthcoming IMT-2000 services and other related variables of IMT-2000 services and proceeds to forecast consumer need and expected usage of the services based on this data. This approach seems to be reasonable because most of IMT-2000 service users are expected to migrate from existing cellular phone & PCS services. Finally, researchers conclude that the Spattern of user explosion, which was commonly observed at the developing stage of existing telecommunication markets, will apply fairly well to this newly coming IMT- 2000 services, assuming the migration of existing telecom service users

    ์„์œ ํ™”ํ•™๊ณต์žฅ์˜ ์ƒ์‚ฐ๊ณ„ํš ์ˆ˜๋ฆฝ์„ ์œ„ํ•œ ์ˆ˜๋ฆฌ๋ชจํ˜•์ •๋ฆฝ

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    ์„์œ ํ™”ํ•™ ๊ณต์žฅ์€ ๊ฐ ์ œํ’ˆ๋“ค์˜ ์—ฐ๊ด€๊ด€๊ณ„๊ฐ€ ๋šœ๋ ทํ•˜์—ฌ ํ›„์†๊ณต์ •์˜ ์ƒ์‚ฐ๋Ÿ‰์„ ๋ณ€ํ™”์‹œํ‚ค๋ฉด ์„ ํ–‰๊ณต์ •์˜ ์ƒ์‚ฐ๋Ÿ‰๋„ ๋ณ€ํ™”ํ•˜๋Š” ํŠน์ง•์„ ๊ฐ€์ง€๊ณ  ์žˆ๋‹ค. ๋˜ํ•œ ๊ฐ ๊ณต์ •์—์„œ ์ƒ์‚ฐ๋˜๋Š” ์ œํ’ˆ์€ ์ถ”๊ฐ€๊ฐ€๊ณต ์—†์ด ๊ณง๋ฐ”๋กœ ํŒ๋งค๋  ์ˆ˜๋„ ์žˆ์œผ๋ฉฐ ์ถ”๊ฐ€๊ฐ€๊ณต์„ ์œ„ํ•ด ํ›„์†๊ณต์ •์— ์›๋ฃŒ๋กœ ํˆฌ์ž…๋  ์ˆ˜๋„ ์žˆ๋‹ค. ํŠนํžˆ ํ•œ ๊ณต์ •์—์„œ ํ•˜๋‚˜์˜ ์ œํ’ˆ์ด ์ƒ์‚ฐ๋˜๋Š” ๊ฒฝ์šฐ๋Š” ๊ฑฐ์˜ ์—†๊ณ  ๋‹ค์–‘ํ•œ ์ œํ’ˆ์ด ๋™์‹œ์— ์ƒ์‚ฐ๋˜๋Š” ๊ฒฝ์šฐ๊ฐ€ ์ผ๋ฐ˜์ ์ด๊ธฐ ๋•Œ๋ฌธ์— ์ด๋Ÿฌํ•œ ์ œํ’ˆ๋“ค ์ค‘ ์ผ๋ถ€๋Š” ํŒ๋งค๊ฐ€๊ฒฉ์ด๋‚˜ ์ƒ์‚ฐ์›๊ฐ€ ์ธก๋ฉด์—์„œ ๋ถ€์˜ ํšจ๊ณผ๋ฅผ ์œ ๋ฐœํ•˜๋Š” ๊ฒฝ์šฐ๋„ ๋งŽ๋‹ค. ๊ทธ๋Ÿฌ๋‚˜ ํŠน์ • ๊ณต์žฅ์˜ ๊ฐ€๋™์„ ์ค‘์ง€ํ•˜์ง€ ์•Š๋Š” ํ•œ ๋ถ€์˜ ํšจ๊ณผ๋ฅผ ๊ฐ€์ ธ์˜ค๋Š” ์ œํ’ˆ๋“ค์˜ ์ƒ์‚ฐ์„ ์ค‘๋‹จ ํ•  ์ˆ˜ ์—†๋Š” ๊ฒฝ์šฐ๊ฐ€ ์ผ๋ฐ˜์ ์ด๊ธฐ ๋•Œ๋ฌธ์— ์„์œ ํ™”ํ•™ ๊ณต์žฅ์˜ ์ƒ์‚ฐ๊ณ„ํš์€ ์ œํ’ˆ๋ณ„๊ณ„ํš ๋ณด๋‹ค๋Š” ๊ณต์ •๋ณ„๊ณ„ํš์— ์ž…๊ฐํ•ด ์ด๋ฃจ์–ด์ ธ์•ผ ํ•˜๋ฉฐ ์ตœ์ ์ƒ์‚ฐ๊ณ„ํš์€ ๊ฐœ๋ณ„๊ณต์žฅ ์ฐจ์›์ด ์•„๋‹ˆ๋ผ ๊ธฐ์—… ์ „์ฒด์ ์ธ ๊ด€์ ์—์„œ ์ด์ต์„ ๊ทน๋Œ€ํ™”ํ•˜๋Š” ๋ฐฉํ–ฅ์œผ๋กœ ์ˆ˜๋ฆฝ๋˜์–ด์•ผ ํ•œ๋‹ค. ๋˜ํ•œ ์›์ž์žฌ ๊ฐ€๊ฒฉ๊ณผ ์ œํ’ˆ๊ฐ€๊ฒฉ, ์‹ฌ์ง€์–ด ๊ฐ ๊ณต์ •์˜ ๊ธฐ์ˆ ๊ณ„์ˆ˜๋Š” ์ˆ˜์‹œ๋กœ ๋ณ€ํ•˜๋Š” ์†์„ฑ์„ ๊ฐ€์ง€๊ณ  ์žˆ๊ธฐ ๋•Œ๋ฌธ์— ๊ทธ ๋•Œ๋งˆ๋‹ค ๋™์ ์ธ ์ƒ์‚ฐ๊ณ„ํš์„ ์ˆ˜๋ฆฝํ•  ์ˆ˜ ์žˆ๋Š” ์ง€์˜ ์—ฌ๋ถ€๋Š” ๊ธฐ์—…์ด์ต์— ์ง๊ฒฐ๋˜๋Š” ๋ฌธ์ œ์ด๋‹ค

    ๊ธ€๋กœ๋ฒŒ ๊ธฐ์—…์„ ์œ„ํ•œ LGํ™”ํ•™์˜ ์ง€์†๊ฐ€๋Šฅ๊ฒฝ์˜

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    ์„ธ๊ณ„๋Š” ๊ฒฝ์ œ์™€ ํ™˜๊ฒฝ, ์‚ฌํšŒ๊ฐ€ ํ•จ๊ป˜ ์ง€์†์ ์œผ๋กœ ๋™๋ฐ˜ ๋ฐœ์ „ํ•˜๋Š” ์ƒˆ๋กœ์šด ํŒจ๋Ÿฌ๋‹ค์ž„์œผ๋กœ ๋ฐ”๋€Œ์–ด ๊ฐ€๊ณ  ์žˆ๋‹ค. ๊ฒฝ์ œ์˜ ๊ธ€๋กœ๋ฒŒํ™”, ์‹œ์žฅ์˜ ์„ธ๋ถ„ํ™”, ์‚ฌํšŒ๊ตฌ์กฐ์˜ ๋‹ค์›ํ™”๊ฐ€ ๊ธ‰์†ํžˆ ์ด๋ฃจ์–ด์ง€๋Š” ๊ณผ์ • ๊ฐ€์šด๋ฐ, ๊ธฐ์—…์˜ ์—ญํ• ์— ๋Œ€ํ•œ ๊ธฐ๋Œ€๋„ ๋‹จ์ˆœํžˆ ๊ฒฝ์ œ์ ์ธ ์ฐจ์›์„ ๋„˜์–ด ์‚ฌํšŒ์  ์ฑ…์ž„๊ณผ ํ™˜๊ฒฝ๋ณดํ˜ธ๋ผ๋Š” ์˜์—ญ์œผ๋กœ๊นŒ์ง€ ํ™•๋Œ€๋˜๊ณ  ์žˆ๋‹ค. ์ฆ‰ ๊ธ€๋กœ๋ฒŒํ™”์˜ ์ง„์ „ ๋ฐ ๊ธฐ์—…์˜ ์‚ฌํšŒ์  ์˜ํ–ฅ๋ ฅ์ด ์ ์ฐจ ์ปค์ง€๋ฉด์„œ ๊ธฐ์—…๊ฒฝ์˜์˜ ๋ณธ์›์ ์ธ ๊ธฐ๋Šฅ์ธ ์–‘์งˆ์˜ ์ œํ’ˆ๊ณผ ์„œ๋น„์Šค ์ œ๊ณตํ•˜๋Š” ๊ฒฝ์ œ์ ์ธ ์—ญํ• ๋ฟ๋งŒ ์•„๋‹ˆ๋ผ ์‹œ์žฅ๊ทœ์œจ์˜ ์ค€์ˆ˜ํ•˜๋Š” ๋ฒ•์ ์ฑ…์ž„๊ณผ, ํˆฌ๋ช…ํ•˜๊ณ  ์ž์„ ์ ์ธ ์œค๋ฆฌ๊ฒฝ์˜์ธ ์‚ฌํšŒ์  ์ฑ…์ž„, ๊ทธ๋ฆฌ๊ณ  ํ™˜๊ฒฝ๋ฌธ์ œ ๋“ฑ ์ง€์†๊ฐ€๋Šฅ๋ฐœ์ „์„ ์œ„ํ•œ ๊ธฐ์—…์˜ ์—ญํ• ์„ ๊ฐ•์กฐํ•˜๋Š” ์ดํ•ด๊ด€๊ณ„์ž์˜ ์š”๊ตฌ๊ฐ€ ์ ์ฆ์ ์œผ๋กœ ์ฆ๊ฐ€ํ•˜๊ณ  ์žˆ๋‹ค ์ด์— ์„ธ๊ณ„์  ์„ ์ง„๊ธฐ์—…๋“ค์€ ์ผ์ฐ์ด ๊ฒฝ์ œ, ํ™˜๊ฒฝ, ์‚ฌํšŒ์˜ ์กฐํ™”๋กœ์šด ๋ฐœ์ „ ์ฆ‰, ์ง€์†๊ฐ€๋Šฅ๋ฐœ์ „์„ ์œ„ํ•œ ์ง€์†๊ฐ€๋Šฅ๊ฒฝ์˜์˜ ํ•„์š”์„ฑ์„ ์ธ์‹ํ•ด์„œ ์ด์œค์ถ”๊ตฌ์˜ ์ฐจ์›์„ ๋„˜์–ด ์ง€๊ตฌํ™˜๊ฒฝ๋ณดํ˜ธ, ์œค๋ฆฌ๊ฒฝ์˜, ์†Œ์™ธ๊ณ„์ธต ๋ณดํ˜ธ ๋“ฑ ์‚ฌํšŒ์™€ ํ™˜๊ฒฝ๊ณผ์˜ ์กฐํ™”๋ฅผ ์ด๋ฃจ๊ณ ์ž ์‹ฌํ˜ˆ์„ ๊ธฐ์šธ์ด๊ณ  ์žˆ๋‹ค

    The Corporate Competitiveness and the Corporate Philanthropy of Yuhan-Kimberly

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    ์šฐ๋ฆฌ๊ฐ•์‚ฐ ํ‘ธ๋ฅด๊ฒŒ ํ‘ธ๋ฅด๊ฒŒ ์ด ๋ฌธ๊ตฌ๋Š” ์ด์ œ ๋” ์ด์ƒ ์šฐ๋ฆฌ๋“ค์—๊ฒŒ ๋‚ฏ์„ค์ง€ ์•Š๊ฑฐ๋‹ˆ์™€ ์˜คํžˆ๋ ค ์นœ์ˆ™ํ•œ ๊ตฌ์ ˆ๋กœ ๋‹ค๊ฐ€์˜ค๋Š” ์บ ํŽ˜์ธ (campaign) ๊ตฌํ˜ธ๊ฐ€ ๋˜์—ˆ๋‹ค. ์ด๊ฒƒ์€ ์œ ํ•œํ‚ด๋ฒŒ๋ฆฌ(Yuhan-Kimberly)๊ฐ€ 1984๋…„๋ถ€ํ„ฐ์šฐ๋ฆฌ๊ฐ•์‚ฐ ํ‘ธ๋ฅด๊ฒŒ ํ‘ธ๋ฅด๊ฒŒ๋ผ๋Š” ์ˆฒ ๋ณดํ˜ธ ์šด๋™์œผ๋กœ ๋Œ€์ค‘๋งค์ฒด๋ฅผ ํ†ตํ•ด ์ˆฒ์˜ ์†Œ์ค‘ํ•จ์„ ์•Œ๋ฆฌ๊ณ  ์ˆฒ ๋ณดํ˜ธํ™œ๋™์— ๊ตญ๋ฏผ์  ์ฐธ ์—ฌ๋ฅผ ์ด๋Œ์–ด ๋‚ด๊ธฐ ์œ„ํ•œ ์šด๋™์ด๋‹ค. ์ด ์šด๋™์€ ์ž์—ฐ๊ณผ ์ธ๊ฐ„์ด ์–ด์šฐ๋Ÿฌ์ง€๋Š” ์‚ถ์˜ ๊ณต๋™์ฒด๋ฅผ ๊ตฌํ˜„ํ•˜๋ ค ๋Š” ๋…ธ๋ ฅ์˜ ์ผํ™˜์œผ๋กœ์„œ ๊ธฐ์—…์˜ ์ž์—ฐ๊ณผ ์ธ๊ฐ„์˜ ์ค‘๊ฐ„ ๋งค๊ฐœ์ฒด๋กœ์„œ์˜ ์„ ๋„์ ์ธ ์—ญํ• ์„ ๋ณด์—ฌ ์ค€ ํ•œ ์‚ฌ ๋ก€๋ผ๊ณ  ํ•  ์ˆ˜ ์žˆ๋‹ค. ์œ ํ•œํ‚ด๋ฒŒ๋ฆฌ๋Š” 1970๋…„ ์œ ํ•œ์–‘ํ–‰์™€ ๋ฏธ๊ตญ์˜ ํ‚ด๋ฒŒ๋ฆฌํด๋ฝ์˜ ํ•ฉ์ž‘ํ˜•ํƒœ๋กœ ์ฐฝ๋ฆฝ๋œ ์ด๋ž˜, ์†Œ๋น„์ž๊ฐ€ ์„  ํ˜ธํ•˜๋Š” ์œ ์ตํ•œ ์ œํ’ˆ๊ณผ ์„œ๋น„์Šค๋ฅผ ๊ณต๊ธ‰ํ•˜์—ฌ ์œ„์ƒ๋ฌธํ™” ๋ฐœ์ „์„ ์„ ๋„ํ•˜๊ณ  ๊ฑด๊ฐ•๊ณผ ๋ณต์ง€ ํ–ฅ์ƒ์— ๊ธฐ์—ฌํ•œ ๋‹ค๋Š” ๊ฒƒ์„ ๊ธฐ์—…์˜ ๊ธฐ๋ณธ์‚ฌ๋ช…์œผ๋กœ ํ•˜๊ณ  ์žˆ๋‹ค. ๋˜ํ•œ ์ธ๊ฐ„ ์กด์ค‘, ๊ณ ๊ฐ๋งŒ์กฑ, ์‚ฌํšŒ๊ณตํ—Œ, ๊ฐ€์น˜์ฐฝ์กฐ, ํ˜ ์‹ ์ฃผ๋„์˜ ๊ฒฝ์˜์ด๋…์„ ๊ธฐ๋ฐ˜์œผ๋กœ ๋ฏธ๋ž˜ ์ง€ํ–ฅ์ ์ธ ๊ธฐ์—… ๋ฌธํ™”๋ฅผ ํ‚ค์›Œ ๋‚˜๊ฐ€๊ณ  ์žˆ๋‹ค. 1971๋…„ 1์›” ํฌ๋ฆฌ๋„ฅ ์Šค ํ‹ฐ์Šˆ๋ฅผ ์„ ๋ณด์ธ ์ดํ›„ ๋ฝ€์‚, ํ•˜๊ธฐ์Šค ๋“ฑ ์œ„์ƒ์šฉํ’ˆ์„ ํŒ๋งคํ•˜์—ฌ ์œ„์ƒ๋ฌธํ™”๋ฅผ ์„ ๋„ํ•˜๊ณ , ๊ฑด๊ฐ•๊ณผ ๋ณต์ง€ ํ–ฅ์ƒ์— ๊ธฐ์—ฌํ•˜๋Š” ์‚ฌํšŒ๊ณตํ—Œํ™œ๋™์„ ์‹ค์ฒœํ•ด ์˜ค๊ณ  ์žˆ๋‹ค. 1984๋…„๋ถ€ํ„ฐ ์ˆฒ ๋ณดํ˜ธ ํ™œ๋™์„ ์ „๊ฐœํ•˜๊ธฐ ์‹œ์ž‘ํ•˜ ์—ฌ ์ƒํƒœ๋ณด์ „ํ™œ๋™์˜ ์ „๊ฐœ, ํ™˜๊ฒฝ๊ต์œกํ”„๋กœ๊ทธ๋žจ์˜ ์ง„ํ–‰, ํ™˜๊ฒฝ๊ต์œก์ฑ…์ž ๋ฐœ๊ฐ„, ์ƒํƒœํ™˜๊ฒฝ์—ฐ๊ตฌ ์ง€์› ๋“ฑ ๋‹ค์–‘ํ•œ ์‚ฌํšŒ๋ด‰์‚ฌ ํ™œ๋™์„ ๊ณ„์† ํŽผ์ณ์˜ค๊ณ  ์žˆ๋‹ค. ๋˜ํ•œ ์œ ํ•œํ‚ด๋ฒŒ๋ฆฌ๋Š” ISO 14001 ์ธ์ฆ์„ ๋น„๋กฏํ•˜์—ฌ ํ™˜ ๊ฒฝ๊ฒฝ์˜ ๋ฐ ์œค๋ฆฌ๊ฒฝ์˜์—๋„ ์„ ๋„์ ์ธ ์—ญํ• ์„ ํ•˜๊ณ  ์žˆ๋‹ค..

    A Study on Decision Model of Production System According to Capacity: Non-Differential Case

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    ๋ณธ ๋…ผ๋ฌธ์€ ๊ทธ ์ค‘์šฉ์„ฑ์ด ์ฆ๊ฐ€ํ•˜๊ณ  ์žˆ๋Š” ๊ฒฝ์Ÿ์šฐ์œ„ ์š”์†Œ์ธ ๊ธฐ์—…์˜ ๋ฐ˜์‘์‹œ๊ฐ„์„ ๊ฒฐ์ •ํ•˜๋Š” ์ƒ์‚ฐ์‹œ์Šคํ…œ์˜ ์ฒ˜๋ฆฌ๋Šฅ๋ ฅ์ด ๊ธฐ์—…์˜ ๊ฒฝ์Ÿ์ „๋žต ์„ ํƒ์— ์–ด๋–ค ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š”์ง€, ๊ทธ๋ฆฌ๊ณ  ๊ธฐ์—…์€ ์ƒ์‚ฐ์‹œ์Šคํ…œ์˜ ์ฒ˜๋ฆฌ๋Šฅ๋ ฅ์„ ํ™œ์šฉํ•˜๊ธฐ ์œ„ํ•ด์„œ๋Š” ์–ด๋–ค ๊ฒฝ์Ÿ ์ „๋žต์„ ์„ ํƒํ•ด์•ผ ํ•˜๋Š”์ง€์— ๋Œ€ํ•ด ์‚ดํŽด๋ณด๊ณ ์ž ํ•œ๋‹ค. ์ด๋ฅผ ์œ„ํ•ด ๋ณธ ๋…ผ๋ฌธ์€ ์†Œ๋น„์ž๊ฐ€ ์‹œ๊ฐ„ ๊ฐ€์น˜๋ฅผ ๊ณ ๋ คํ•˜์—ฌ ์ž์‹ ์˜ ํšจ์šฉ ๊ทน๋Œ€ํ™”๋ฅผ ์ถ”๊ตฌํ•˜๋Š” ๊ตฌ๋งค ์˜์‚ฌ ๊ฒฐ์ •๋ชจํ˜•๊ณผ ์†Œ๋น„์ž ์˜์‚ฌ๊ฒฐ์ •์ด ์ฃผ์–ด์ง„ ์ƒํ™ฉ์—์„œ ์ƒ์‚ฐ์‹œ์Šคํ…œ์ด ์ž์‹ ์˜ ์ฒ˜๋ฆฌ๋Šฅ๋ ฅ๊ณผ ๊ฒฝ์Ÿ ์ƒ๋Œ€์˜ ์ฒ˜๋ฆฌ๋Šฅ๋ ฅ์„ ๊ณ ๋ คํ•˜์—ฌ ๊ฒฝ์Ÿ ์ „๋žต์„ ๊ฒฐ์ •ํ•˜๋Š” ๋ชจํ˜•์„ ์ œ์‹œํ•˜์˜€๋‹ค.In this paper, we inquire how the production capacity of a production system affects on a corporations choice of competitive strategies. We suggest a model in which each customer pursues to maximize his utility considering his time value and an production system determine its competitive strategy considering its and other competitors capacity given the customers decision. We show this model with non-differentiated competition has one equilibrium. We also derive that the position of the equilibrium. Finding these conditions of equilibrium, we have conclusions that the capacity of a production system determines the size of market share.๋ณธ ์—ฐ๊ตฌ๋Š” ์„œ์šธ๋Œ€ํ•™๊ต ๊ฒฝ์˜์—ฐ๊ตฌ์†Œ์˜ ์—ฐ๊ตฌ์ง€์›์„ ๋ฐ›์•„ ์ˆ˜ํ–‰๋˜์—ˆ์Šต๋‹ˆ๋‹ค

    Research on the Effects of the Factors Lowering Productivity on Productivity Performance in Construction Industry: Based on the Relationship between Owner and General Contractor

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    ๋ณธ ๋…ผ๋ฌธ์€ ๊ฑด์„ค ์‚ฐ์—…์˜ ํŠน์„ฑ์„ ๊ณ ๋ คํ•˜์—ฌ ์ƒ์‚ฐ์„ฑ ํ–ฅ์ƒ์„ ์ €ํ•˜ํ•˜๋Š” ์š”์ธ์„ ๋„์ถœํ•˜๊ณ  ๊ฑด์„ค ์ƒ์‚ฐ์„ฑ ์„ฑ๊ณผ์— ๋ฏธ์น˜๋Š” ์˜ํ–ฅ์— ๋Œ€ํ•˜์—ฌ ๋ถ„์„ํ•˜์˜€๋‹ค. ์ด๋ฅผ ๋ถ„์„ํ•˜๊ธฐ ์œ„ํ•˜์—ฌ ์ƒ๊ด€๊ด€๊ณ„ ๋ถ„์„ ๋ฐ ํšŒ๊ท€๋ถ„์„๊ณผ ํ•จ๊ป˜ ๋…๋ฆฝํ‘œ๋ณธ t-test๋ฅผ ์‹ค์‹œํ•˜์˜€์œผ๋ฉฐ, ์‹ค์ฆ๋ถ„์„ ๊ฒฐ๊ณผ๋Š” ๋‹ค์Œ๊ณผ ๊ฐ™๋‹ค. ์ฒซ์งธ, ์ƒ๊ด€๊ด€๊ณ„๋ถ„์„ ๊ฒฐ๊ณผ, ๋ฐœ์ฃผ์ž์˜ ๊ฒฝ์šฐ, ๊ฑด์„ค ์ƒ์‚ฐ์„ฑ ์ €ํ•˜์š”์ธ ์ค‘ ๊ณต์‚ฌ ๊ด€๋ฆฌ ๋ฐ ์ž‘์—…๊ณ„ํš ๊ด€๋ จ์š”์ธ, ๊ฑด์„ค๊ณต์‚ฌ ํˆฌ์ž…์ž์› ๊ด€๋ จ์š”์ธ์€ ๊ฑด์„ค ์ƒ์‚ฐ์„ฑ ์„ฑ๊ณผ์š”์ธ์— ๋Œ€ํ•ด ๋ถ€(-)์˜ ์ƒ๊ด€๊ด€๊ณ„ ์žˆ๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ์œผ๋ฉฐ, ์›๋„๊ธ‰์ž๋Š” ๊ฑด์„ค ์ƒ์‚ฐ์„ฑ ์ €ํ•˜์š”์ธ์„ ๊ตฌ์„ฑํ•˜๊ณ  ์žˆ๋Š” ๋ชจ๋“  ์š”์ธ์ด ๊ฑด์„ค ์ƒ์‚ฐ์„ฑ ์„ฑ๊ณผ์š”์ธ์— ๋Œ€ํ•ด ๋ถ€(-)์˜ ์ƒ๊ด€๊ด€๊ณ„๊ฐ€ ์žˆ๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ๋‘˜์งธ, ๋‹ค์ค‘ํšŒ๊ท€๋ถ„์„ ๊ฒฐ๊ณผ, ๋ฐœ์ฃผ์ž ๋ฐ ์›๋„๊ธ‰์ž๋Š” ๊ฑด์„ค ์ƒ์‚ฐ์„ฑ ์ €ํ•˜์š”์ธ์ด ๊ฑด์„ค ์ƒ์‚ฐ์„ฑ ์„ฑ๊ณผ์š”์ธ์— ๋ถ€๋ถ„์ ์œผ๋กœ ๋ถ€(-)์˜ ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š” ๊ฒƒ์„ ์•Œ ์ˆ˜ ์žˆ์—ˆ๋‹ค. ์…‹์งธ, ๋ฐœ์ฃผ์ž์™€ ์›๋„๊ธ‰์ž๋Š” ๊ฑด์„ค ์ƒ์‚ฐ์„ฑ ์„ฑ๊ณผ์š”์ธ์— ๋Œ€ํ•œ ์ธ์‹์˜ ์ฐจ์ด๊ฐ€ ์žˆ๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ์ด๋Ÿฌํ•œ ๊ฒฐ๊ณผ๋Š” ์ƒ์‚ฐ์„ฑ ์ €ํ•˜์š”์ธ์— ๋Œ€ํ•ด์„œ ์ง‘์ค‘์ ์œผ๋กœ ๊ด€๋ฆฌ ๋ฐ ๊ฐœ์„ ํ•ด ๋‚˜๊ฐ์œผ๋กœ์จ ๊ฑด์„ค ์ƒ์‚ฐ์„ฑ์„ ํ–ฅ์ƒ์„ ๊ธฐ๋Œ€ํ•  ์ˆ˜ ์žˆ๋‹ค๋Š” ํ•ด์„์„ ๊ฐ€๋Šฅํ•˜๊ฒŒ ํ•œ๋‹ค.One of the important nature factors in construction business is that almost all contractors never performing their work repeatedly on sites. Therefore, To improve the productivity of construction industry, we are required to search and analyze the dominant factors. In this study, the negative and performance factors are deduced from a literature review, where an inventory of productivity related factors was found and interpolated into a primary productivity evaluation checklist, owner and general contractors for different perspectives are analyzed. In each groups questionnaire and statistical analysis results in following. First, the result of correlation for the negative and performance factors is different between each group. Second, as for the negative factors impact on performance factors, each group has the variant values. Third, It is found that the owners recognition on productivity performance is not keeping with the general contractors one. This conclusion can not be generalized in all construction industry because the samples of the survey are limited to the participants in the constructions which are commissioned by the public institution and public institutions workers

    IMT-2000 ์„œ๋น„์Šค์˜ ์ˆ˜์š”์˜ˆ์ธก ๋ชจํ˜•์— ๊ด€ํ•œ ์—ฐ๊ตฌ

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    ๋ณธ ์—ฐ๊ตฌ๋Š” ์ •๋ณดํ†ต์‹  ์‹œ์žฅ์—์„œ ์ง€์†์ ์œผ๋กœ ์„ฑ์žฅํ•˜๊ณ  ์žˆ๋Š” ์ฐจ์„ธ๋Œ€ ์ด๋™ํ†ต์‹  IMT-2000์— ๋Œ€ํ•œ ์ˆ˜์š”๋ฅผ ์˜ˆ์ธกํ•˜๋Š” ๋ชจํ˜•์„ ๋ถ„์„ํ•ด ๋ณด๊ณ ์ž ํ•œ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” IMT-2000์— ๋Œ€ํ•œ ์‚ฌ์šฉ ์š•๊ตฌ์™€ IMT-2000 ์„œ๋น„์Šค ๊ฐ€๊ฒฉ์— ๋Œ€ํ•œ ์ž๋ฃŒ๋ฅผ ๋ฐ”ํƒ•์œผ๋กœ ์†Œ๋น„์ž์˜ IMT-2000 ์„œ๋น„์Šค ์ˆ˜์š”์˜ˆ์ธก ๋ชจํ˜•์— ๊ด€ํ•œ ์—ฐ๊ตฌ์ด๋‹ค. ์ด๋ฅผ ์œ„ํ•ด Markov ์ „์ด๋ชจํ˜•์—์„œ์‹œ๊ฐ„์ด ํ๋ฅด๋ฉด์„œ ๋ณ€ํ™”ํ•˜๋Š” IMT-2000์˜ ์ „์ด์ˆ˜์š”๋Š” ๊ฐ€์ž…ํ™•๋ฅ ์˜ ๊ธฐ๋Œ“๊ฐ’์œผ๋กœ ํ‘œํ˜„ํ•˜๋Š” ๋ฐ, ๊ฐ€์ž…ํ™•๋ฅ ์˜ ๊ธฐ๋Œ“๊ฐ’์€ ์„ ํƒ๋ชจํ˜•์„ ์ด์šฉํ•˜์—ฌ ๊ตฌํ•˜๊ณ  ์„œ๋น„์Šค์˜ ํ™•์‚ฐ์€ ํ•ธ๋“œํฐ/PCS ๊ฐ€์ž…์ƒํƒœ์— ์žˆ๋Š” ์ž ์žฌ ๊ฐ€์ž…์ž๊ฐ€ ์‹œ๊ฐ„์ด ํ๋ฆ„์— ๋”ฐ๋ผ IMT-2000 ์„œ๋น„์Šค๋กœ ๋Œ€์ฒดํ•  ํ™•๋ฅ ๋กœ๋ถ€ํ„ฐ ๊ตฌํ•œ๋‹ค. ๋˜ํ•œ IMT-2000 ๊ฐ€์ž…ํ™•๋ฅ ์˜ ๊ธฐ๋Œ“๊ฐ’์„ ๊ตฌํ•˜๊ธฐ ์œ„ํ•ด ๋กœ์ง€์Šคํ‹ฑ ํšŒ๊ท€ ๋ชจ๋ธ์˜ ฮฒ๊ฐ’์„ ์ถ”์ •ํ•˜์—ฌ ์‚ฌ์šฉํ•˜๋Š” ๋ฐ, ์ด๋Š” ์„ค๋ฌธ์กฐ์‚ฌ๋ฅผ ํ†ตํ•ด ์œ ์˜ํ•˜๊ฒŒ ๋‚˜์˜จ ์š”์ธ๋“ค์„ ๋ถ„์„ํ•˜์—ฌ ์ถ”์ •ํ•˜๋Š” ๋ฐฉ๋ฒ•์„ ์‚ฌ์šฉํ•œ๋‹ค

    A Study on the Application of EVMS to Nuclear Power Plant Construction Project

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    ๋Œ€ํ˜• ์›์ „๊ฑด์„ค ํ”„๋กœ์ ํŠธ๊ฐ€ ๋™์‹œ์— ์ง„ํ–‰๋˜๊ณ  ์žˆ๋Š” ์ƒํ™ฉ์—์„œ ์ž๊ธˆ ์กฐ๋‹ฌ์˜ ๋ฌธ์ œ์ , ๊ณต์‚ฌ๊ธฐ๊ฐ„์˜ ์ตœ์ ํ™” ๋ฐ ์‚ฌํšŒ์  ํ•ฉ์˜ ๋“ฑ ๊ตญ๋‚ด ์›์ „๊ฑด์„ค์˜ ์‚ฌ์—… ๋ฆฌ์Šคํฌ๊ฐ€ ๊ธ‰๊ฒฉํžˆ ์ฆ๊ฐ€ํ•˜๊ณ  ์žˆ๋‹ค. ๋˜ํ•œ ์†Œ์š”๋˜๋Š” ๋น„์šฉ์ด ์ƒ๋Œ€์ ์œผ๋กœ ํฐ ์ด์œ ๋กœ ์ด๋Ÿฐ ์‚ฌ์—…์˜ ๋ฆฌ์Šคํฌ๋ฅผ ํšจ์œจ์ ์œผ๋กœ ๊ด€๋ฆฌํ•ด ์ตœ์ ์˜ ํ™˜๊ฒฝ์—์„œ ์‚ฌ์—…์„ ์ถ”์ง„ํ•˜๊ธฐ ์œ„ํ•ด์„œ๋Š” ์„ ์ง„ํ™”๋œ ์‚ฌ์—…๊ด€๋ฆฌ ๋ฐฉ์‹์ธ EVMS(Earned Value Management System)์˜ ๋„์ž…์ด ํ•„์š”ํ•˜๋‹ค. EVMS๋Š” ๊ฐ๊ด€์ ์ธ ์„ฑ๊ณผ ์ธก์ •๊ณผ ํšจ์œจ์ ์ธ ๋ฆฌ์Šคํฌ ๊ด€๋ฆฌ ๋ฐ ํ•ฉ๋ฆฌ์ ์ธ ์‚ฌ์—…๋น„ ์˜ˆ์ธก์„ ์œ„ํ•œ ์ผ์ •๊ณผ ๋น„์šฉ์„ ํ†ตํ•ฉ ๊ด€๋ฆฌํ•  ์ˆ˜ ์žˆ๋Š” ์‹œ์Šคํ…œ ์ฒด๊ณ„๋กœ์„œ ์„ฑ๊ณต์  ์ ์šฉ์„ ์œ„ํ•ด ๊ด€๋ จ ์ œ๋„ ๋ฐ ์กฐ์ง์˜ ์ •๋น„์™€ ์šด์˜ ์ ˆ์ฐจ ์ˆ˜๋ฆฝ, ์‹œ์Šคํ…œ ๊ฐœ๋ฐœ ๋ฐ ๊ต์œก ๋“ฑ ์ฒด๊ณ„์ ์ธ ๋„์ž… ์ค€๋น„์™€ ์‹คํ–‰ ๋Šฅ๋ ฅ์„ ๊ฐ–์ถฐ์•ผ ํ•œ๋‹ค. ๋”ฐ๋ผ์„œ ์ด ๋…ผ๋ฌธ์—์„œ๋Š” ๋ฌธํ—Œ์กฐ์‚ฌ๋ฅผ ํ†ตํ•ด EVM ๊ด€๋ฆฌ ๊ธฐ๋ฒ•์— ๊ด€ํ•œ ๊ฐœ๋… ์ดํ•ด์™€ ์ ์šฉ์‚ฌ๋ก€๋ฅผ ๊ฒ€ํ† ํ•˜๊ณ  OPR1000 ๋…ธํ˜• ๊ฑด์„ค ์ค‘์— ์ถ•์ ํ•œ ์‹ค์  ๋ฐ์ดํ„ฐ๋ฅผ ์ด์šฉํ•ด ํ›„์†ํ˜ธ๊ธฐ ์›์ „๊ฑด์„ค ์‚ฌ์—…์— ์ ํ•ฉํ•œEVMS ๋ชจ๋ธ์˜ ๊ฐœ๋ฐœ ๋ฐฉ์•ˆ ์ œ์‹œ์™€ ์‹œ๋ฎฌ๋ ˆ์ด์…˜ ์‹œ์Šคํ…œ์„ ๊ตฌ์ถ•ํ–ˆ์œผ๋ฉฐ ๋ชจ๋ธ ๊ฐœ๋ฐœ์— ๋”ฐ๋ฅธ ์ œ์•ฝ ์‚ฌํ•ญ๊ณผ ํ–ฅํ›„ ์—ฐ๊ตฌ ๋ฐฉํ–ฅ์„ ์ œ์‹œํ–ˆ๋‹ค.Several nuclear power plant construction projects are being executed at the same time in Korea. The business risks such as financing, optimizing completion time, social agreement, and etc. have increased significantly in recent years. As the cost proved excessive, there is a need to proceed business in the optimal environment to manage business risk effectively. To achieve it, the introduction of advanced business management, EVMS (Earned Value Management System) is required. EVMS system integratively manages schedule and cost in order to evaluate objective performance, efficient risk management and rational cost forecast. Therefore, the present study focuses on examining the case on EVM management techniques and understanding the concept of EVM management techniques. This study develops a suitable EVMS model for subsequent nuclear construction projects by using the actual data accumulated during construction of OPR1000 Nohyung construction. Finally, this study builds a simulation system and offers recommendations on future research directions and limitations of model development
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