6 research outputs found

    Study on Strategic CSR and Managerial Innovation Performance

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    ํ•™์œ„๋…ผ๋ฌธ (๋ฐ•์‚ฌ)-- ์„œ์šธ๋Œ€ํ•™๊ต ๋Œ€ํ•™์› ๊ณต๊ณผ๋Œ€ํ•™ ํ˜‘๋™๊ณผ์ • ๊ธฐ์ˆ ๊ฒฝ์˜ยท๊ฒฝ์ œยท์ •์ฑ…์ „๊ณต, 2017. 8. ํ™ฉ์ค€์„.A company should be concerned about social responsibility as well as economic profit for sustainable growth. CSR(Corporate Social Responsibility) has become an issue recently as concepts of strategic CSR or creating shared value(CSV), not only creating social value but also affecting corporate profit, has been important. However, the impact of changed direction of CSR on business strategy management and its various outcomes have not been studied much yet. Thus, this paper aims to suggest a frame for CSR strategy by developing a hypothesis on sustainable corporate growth mechanism and verifying it through empirical analysis. Firstly, the study verifies the relation between main causes of CSR and financial result by using structural equation and factorial analysis. A company chooses R&D and technical commercialization among business management strategies as well as CSR for sustainable growth. Thus, it tries to analyze the impact of main management strategies, such as CSR, R&D capability and technical commercialization capability on corporate management result in multiple perspectives. The correlation among management strategies, CSR and business results are analyzed through factorial analysis and path analysis. It tries to suggest strategic management direction for corporate sustainable growth by grasping positive and negative relations, affecting business results, at the same time, based on the analysis result. According to the result, it is analyzed that traditional CSR might have a negative impact on business results, among various management strategies, and organization learning of R&D capability, technical strategy planning and technical process capability of technical commercialization capability have positive impacts on the result. Furthermore, it is analyzed that internal motivation of CSR, organization learning of R&D capability, technical strategy planning of technical commercialization capability positively affect traditional CSR and R&D concentration and external cause of CSR negatively affect it. In addition, analysis result on strategic CSR shows that R&D concentration of R&D capability and technical strategy planning of technical commercialization and external motivation of CSR of CSR motivation might have positive impacts on business results. This study discusses implication, affecting decision making on CSR, R&D, directivity and impact of technical commercialization and future business results, based on empirical results, for corporate sustainable business. In the second study, the relation between CSR, CSR fitness and business results is analyzed. One of the methods for judging whether CSR is strategically fulfilled is to discuss whether CSR activity is suitable or not. The concept on whether CSR activity is suitable is CSR fitness and, if CSR fitness is high, corporate result would be positively affected. Most studies on CSR and various corporate outcomes have studied relation between CSR and economical result or financial product and few studies have analyzed them synthetically. Through this study, relations among corporate financial result, social outcome, innovative fruit and organization performance are synthetically analyzed. The analyzed result shows that CSR fitness has a positive impact on all of financial result, social outcome, innovative fruit and organizational performance and economical result of CSR also positively affect financial, social, innovative and organizational outcome and philanthropic responsibility and ethical responsibility of CSR has a positive effect on innovative performance. In the third study, we analyzed the R&D and financial performance using the KEJI index, a substitute for CSR activities from 2012 to 2014. First R&D intensity had a positive effect on ROA. Corporate R&D and CSR are very important resources. This resource not only enhances the competitiveness of the firm, but also positively contributes to society. Second, we analyze the impact of CSR and R&D on each industry. Manufacturing firms R&D has had a positive impact on CSR, and non-manufacturing firms R&D has not found any particular impact. In manufacturing firms R&D activities consist of product and manufacturing innovation, and CSR-related activities are affected by these products and services. Third, the impacts on CSR and financial performance were analyzed by dividing the CSR as a whole and individual evaluation items. As a result, although the total value of CSR did not have a meaningful result, soundness and fairness among CSR factors influenced financial performance. Examples of strategic CSR of main companies are analyzed in the third study. The implication of strategic CSR is drawn through Vodafone, foreign carrier, and KT, domestic carrier, which are selected as excellent cases of strategic CSR. This paper suggests followings for corporate management, through three studies. This paper provides a few political and business implications. Firstly, for corporate sustainable business, financial, social, innovative and organizational outcome can be improved through static CSR. For strategic CSR, technical commercialization capability and R&D concentration should be improved. This paper has a great significance of academically suggesting a frame of main factors and outcomes for corporate sustainable growth and helping companies understanding on value of CSR strategy and providing philosophical base.Chapter 1. Introduction 1 1.1 Research Background 1 1.2 Problem Description 5 1.3 Research Objective 6 1.4 Research Model 7 1.5 Thesis outline 8 Chapter 2. Theoretical Background 9 2.1 CSR 9 2.2 Strategic CSR 10 2.3 CSR motivation 14 2.4 Stakeholder Perspectives on CSR 16 2.5 CSR and Performance 17 2.5.1 Financial Performance 18 2.5.2 Social Performance 19 2.5.3 Innovation Performance 19 2.5.4 Organization Performance 20 2.6 CSR Fitness 21 2.7 R&D 22 2.8 Technology commercialization 24 Chapter 3. CSR, R&D and Technology Commercialization on Managerial Performance 26 3.1 Introduction 26 3.2 Research Model and Hypothesis 27 3.2.1 Hypothesis 27 3.2.2 Definition of variable 30 3.2.3 Research data and method of analysis 32 3.3 Empirical Analysis 32 3.3.1 Technical statistics 32 3.3.2 Verification of the validity of variable and reliability 35 3.3.3 Verification of hypothesis 37 3.4 Conclusions 41 Chapter 4. The Impact of CSR and CSR Fitness on Various Business Performances 44 4.1 Introduction 44 4.2 Research design 45 4.2.1 Research model and hypothesis 45 4.2.1 Manipulative definition of variables and measurement parameter 47 4.2.1 Method of data collection and analysis 49 4.3 Empirical result 50 4.3.1 Technical statistic 50 4.3.2 Exploratory factor analysis 51 4.3.3 Confirmatory factor analysis 53 4.3.4 Structural equation model analysis 56 4.3.5 Multiple regression analysis 66 4.4 Conclusion 70 Chapter 5. The effect of R&D on Corporate Social Responsibility 73 5.1 Introduction 73 5.2 Research Design 73 5.2.1 Research model and hypothesis 73 5.2.2 Method of Data Collect 76 5.2.3 Empirical Analysis 78 5.3 Conclusion 82 Chapter 6. Strategic CSR Case Study 84 6.1 Introduction 84 6.2 KT 85 6.2.1 Corporate overview and CSR strategy 85 6.2.2 CSR 86 6.2.3 GiGA Story and IT supporters as Strategic CSR 92 6.3 Vodafone 92 6.3.1 Corporate introduction and promotion direction 92 6.3.2 M-PESA as strategic CSR 94 6.4 Application to strategic CSR principle 97 6.4.1 7 principles of strategic CSR by Peter&Jenna(2008) 97 6.4.2 Performance orientation and industrial relevance 97 6.5 Conclusion 99 Chapter 7. Summary and Discussions 101 7.1 Summary 101 7.2 Discussions 106 Bibliography 108 Appendix 1: 1st Survey 117 Appendix 2: 2nd Survey 123 ์ดˆ ๋ก 129Docto

    The Characteristics of Extreme Lubrication and Engine Dynamic Movement of Lubricant Containing Copper Alloy Nano-powder

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    ๋ณธ ์—ฐ๊ตฌ์—์„œ๋Š” ๋‚˜๋…ธ๊ตฌ๋ฆฌํ•ฉ๊ธˆ ์œคํ™œ์ œ๊ฐ€ ์ฒจ๊ฐ€๋œ ์œคํ™œ์œ ๋ฅผ ๊ณ ์†๋งˆ์ฐฐ๋งˆ๋ชจ์‹œํ—˜๊ธฐ์— ์ฃผ์ž…ํ•˜์—ฌ ์ผ๋ฐ˜์ ์ธ ๊ธฐ๊ณ„์  ์œคํ™œ ํŠน์„ฑ์„ ๋ถ„์„ํ•˜๊ณ , ๋ชจํ„ฐ๋ง์ƒํƒœ์˜ ์‹คํ—˜์žฅ์น˜๊ฐ€ ์„ค์น˜๋œ 4ํ–‰์ • ์—”์ง„์„ ์‚ฌ์šฉํ•˜์—ฌ ์œคํ™œ์œ ์˜ ์œคํ™œํŠน์„ฑ๊ณผ ๊ธฐ๊ด€์— ๋ฏธ์น˜๋Š” ์˜ํ–ฅ์„ ๋ถ„์„ํ•˜๊ณ ์ž ํ•œ๋‹ค. ์—ฐ๊ตฌ๋‚ด์šฉ์€ ํฌ๊ฒŒ 3๊ฐ€์ง€๋กœ ๊ตฌ๋ถ„๋œ๋‹ค. ๋งˆ์ฐฐ๋งˆ๋ชจ์‹œํ—˜๊ธฐ์— ์ผ๋ฐ˜๊ทน์••์ œ์™€ ๋‚˜๋…ธ์œคํ™œ์ œ๋ฅผ ์ ์šฉํ•˜์—ฌ ๋‚˜๋…ธ์œคํ™œํŠน์„ฑ์„ ์ผ๋ฐ˜๊ทน์••ํŠน์„ฑ๊ณผ ๋น„๊ต๋ถ„์„ํ•˜๊ณ , ๋‚˜๋…ธ์œคํ™œ์ฒจ๊ฐ€์ œ์˜ ์ฒด์  ์ฒจ๊ฐ€๋น„์œจ์„ ๋ณ€ํ™”์‹œํ‚ค๋ฉด์„œ ํ•˜์ค‘, ์˜จ๋„ ์กฐ๊ฑด์— ๋Œ€ํ•œ ์œคํ™œํŠน์„ฑ์„ ๋ถ„์„ํ•˜๋ฉฐ, ๋‚˜๋…ธ์œคํ™œ์ฒจ๊ฐ€์ œ๋ฅผ ์‹ค์—”์ง„์— ์ ์šฉ์‹œํ‚ฌ ๊ฒฝ์šฐ์˜ ์œคํ™œ๊ณผ ์ง„๋™ํŠน์„ฑ์„ ๋ถ„์„ํ•œ๋‹ค. ์ฒซ ๋ฒˆ์งธ ์‹คํ—˜์—์„œ๋Š” ํ˜„์žฌ ์‚ฌ์šฉ๋˜๊ณ  ์žˆ๋Š” ์ผ๋ฐ˜๊ทน์••์ œ๋ฅผ ์‹ค์งˆ์ ์œผ๋กœ ์„ฑ๋ถ„ ๋ถ„์„ํ•˜์—ฌ, ์ตœ์ ์˜ ์„ฑ๋ถ„์กฐํ•ฉ์— ์˜ํ•ด ์ƒ˜ํ”Œ์„ ์ œ์กฐํ•˜์—ฌ, ์ƒ˜ํ”Œ๊ณผ ๋‚˜๋…ธ๊ตฌ๋ฆฌํ•ฉ๊ธˆ ๋ถ„๋ง๊ณผ์˜ ์œคํ™œํŠน์„ฑ ๋น„๊ต๋ฅผ ํ•œ๋‹ค. ๋‘ ๋ฒˆ์งธ ์‹คํ—˜์—์„œ๋Š” ๋‚˜๋…ธ์œคํ™œ์ œ์˜ ์ฒด์ ์ฒจ๊ฐ€์œจ์„ 0, 0.0075, 0.015, 0.03, 0.06, 0.12๋กœ ๋ณ€ํ™”์‹œํ‚ค๊ณ , ํ•˜์ค‘๊ณผ ์˜จ๋„ ์กฐ๊ฑด์„ ๋‹ฌ๋ฆฌ ํ•˜๋ฉด์„œ, ์ œ๋ฐ˜ํŠน์„ฑ์„ ๋ถ„์„ํ•œ๋‹ค. ์„ธ ๋ฒˆ์งธ ์‹คํ—˜์—์„œ๋Š” ์‹ค์ œ ๋””์ ค์—”์ง„์—์„œ ํ”ผ์Šคํ†ค์„ ์ œ๊ฑฐํ•˜๊ณ , ๋ฐธ๋ธŒ๊ณ„ํ†ต์˜ ์œคํ™œ์„ฑ์„ ๋‚˜๋…ธ๊ตฌ๋ฆฌ์œคํ™œ์ œ์˜ ์ฒจ๊ฐ€๋น„์œจ์— ๋”ฐ๋ผ ์‹คํ—˜ํ•œ๋‹ค. ์—”์ง„์„ ํšŒ์ „์‹œํ‚ค๋Š” ๋ชจํ„ฐ๋ฅผ ๋กœ๋“œ์…€๋กœ ๊ณ ์ •์‹œ์ผœ ์—”์ง„ํšŒ์ „์— ์†Œ์š”๋˜๋Š” ํ† ํฌ๋ฅผ ์ธก์ •ํ•˜๋ฉฐ, ๊ตฌ๋™์ถ•์— x,y๋ฐฉํ–ฅ์œผ๋กœ ๊ฐญ์„ผ์„œ๋ฅผ ์„ค์น˜ํ•˜์—ฌ ์ถ•์ง„๋™์„ ์ธก์ •ํ•œ๋‹ค. ๋กœ๋“œ์…€์— ์˜ํ•œ ํ† ํฌ ์ธก์ •์— ์˜ํ•ด์„œ ์œคํ™œ์„ฑ๋Šฅ์„, ํฌ๋žญํฌ์ถ•๊ณผ ๊ตฌ๋™๋ชจํ„ฐ์‚ฌ์ด์˜ ์ฃผ์ถ•์—๋‹ค๊ฐ€ ๊ฐญ์„ผ์„œ๋ฅผ ์„ค์น˜ํ•˜์—ฌ, ์ด์— ์˜ํ•œ ๊ฐญ(gap)์„ ์ธก์ •ํ•˜์—ฌ ์ง„๋™ํŠน์„ฑ์„ ๋ถ„์„ํ•œ๋‹ค.Lubricant is the material to reduce the friction between two contacting surfaces, which occurs for a moving machinery. Recently the size of machinery becomes reduced without losing performance in order to satisfy the economic requirement. The friction load per area is extremely increased when the performance is increased and the contact area decreased. The traditional lubricant does not meet the severe condition. But, there are many severe conditions, like high temperature , combustion, impact in engine. So, the new development of the improved lubricant is required. The engine lubrication has to satisfy not only the requirement of the high density of the friction load but also the extreme conditions peculiar to the engine. Many research works for improving a boundary lubrication performance have been studied by using solid lubricants, and have been tried to apply solid lubricants to an engine. However, those general lubricants like MoS2 or PTFE have not been applied on engines due to the extreme conditions such as very high temperature and pressure by combustion process in a cylinder. Now, nano particles with lubricant additives is developing at many country. Especially, nano particle's volume percentage is important as economy and efficiency. The characteristic of a lubricant is important under severe running condition. On diesel engines, the better lubrication performance is required due to the extreme condition such as high temperature and pressure by combustion process in a combustion chamber. Recently, the solid lubricant containing a copper nickel alloy has been introduced and studied. In this thesis, the lubricant containing the alloy particles is applied on a high speed rolling contact wear test machine and a diesel engine. That particle is changed volume percentage. The lubricant is assessed by mechanical characteristic test and by engine performance test. The results by mechanical characteristic test show the decrease of the coefficient of friction and oil temperature. The results by engine test show the decrease of X-axis and Y-axis amplitude which strongly effect on engine vibration and the decrease of torque related strongly to the engine efficiency as well as the improvement of the engine lubrication performance. It is clear that the lubricant containing the copper nickel alloy nano-powder decreases friction and wear, and it is also expected the increase of the sealing effect between a cylinder and piston rings.List of table List of figures Abstract ์ œ1์žฅ. ์„œ ๋ก  = 1 1.1 ์—ฐ๊ตฌ๋ฐฐ๊ฒฝ = 1 1.2 ๋ณธ ๋…ผ๋ฌธ์˜ ์—ฐ๊ตฌ๋ชฉ์  ๋ฐ ๋‚ด์šฉ = 4 ์ œ2์žฅ. ์ด๋ก ์  ๊ณ ์ฐฐ = 5 2.1 ๋งˆ์ฐฐ์˜ ์ข…๋ฅ˜ = 5 2.2 ๊ธฐ๊ด€์œคํ™œ์œ  ์ฒจ๊ฐ€์ œ์˜ ๊ธฐ๋Šฅ๊ณผ ํŠน์„ฑ = 6 2.3 ์œคํ™œ์œ ์˜ ๋ฌผ๋ฆฌ,ํ™”ํ•™์  ์„ฑ์งˆ = 11 2.4 ๊ธฐ๊ด€์˜ ์œคํ™œ์ œ = 13 2.5 ์—”์ง„์œ ์˜ ๋ถ„๋ฅ˜๊ธฐ์ค€ = 15 2.6 ๊ณ ์ฒด์œคํ™œ์ œ = 16 2.7 ๊ทน์••์œคํ™œํŠน์„ฑ = 19 ์ œ3์žฅ. ์‹คํ—˜์žฅ๋น„ ๋ฐ ์‹คํ—˜์กฐ๊ฑด = 21 3.1. ๋‚˜๋…ธ๊ตฌ๋ฆฌํ•ฉ๊ธˆ์œคํ™œ์ œ = 21 3.2 ๋งˆ์ฐฐ๋งˆ๋ชจ์‹œํ—˜๊ธฐ = 23 3.3 ๋ชจํ„ฐ ๊ตฌ๋™ ๋””์ ค๊ธฐ๊ด€ = 27 ์ œ4์žฅ. ์‹คํ—˜๊ฒฐ๊ณผ ๋ฐ ๊ณ ์ฐฐ = 34 4.1 ์ผ๋ฐ˜๊ทน์••์ œ์™€ ๋‚˜๋…ธ์œคํ™œ์ œ = 34 4.2 ๋‚˜๋…ธ์œคํ™œ์ œ์˜ ๊ทน์••ํŠน์„ฑ์‹คํ—˜ = 49 4.3 ๋ฐธ๋ธŒ๊ณ„ ํฌํ•จ ์ถ•๊ณ„ ์ง„๋™ํŠน์„ฑ = 51 ์ œ5์žฅ. ๊ฒฐ ๋ก  = 70 ์ฐธ๊ณ ๋ฌธํ—Œ = 7
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