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    ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์˜ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ๋ฒ•์ƒ ์ทจ๊ธ‰์— ๊ด€ํ•œ ์—ฐ๊ตฌ

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    ํ•™์œ„๋…ผ๋ฌธ (์„์‚ฌ)-- ์„œ์šธ๋Œ€ํ•™๊ต ๋Œ€ํ•™์› : ๋ฒ•๊ณผ๋Œ€ํ•™ ๋ฒ•ํ•™๊ณผ, 2019. 2. ์œค์ง€ํ˜„.๋ณธ ๋…ผ๋ฌธ์—์„œ๋Š” ๋ฒ”์‚ฐ์—…์ ์œผ๋กœ ํ™œ์šฉ๋˜๋Š” ์ƒ์šฉ๊ณ ๊ฐ์šฐ๋Œ€์ œ๋„๋กœ์„œ์˜ ๋งˆ์ผ๋ฆฌ์ง€ ํ”„๋กœ๊ทธ๋žจ ์ค‘ ๊ฑฐ๋ž˜์  ์ ๋ฆฝ ๋ฐ ๊ตฌ๋งค ์œ ํ˜•์œผ๋กœ ํ™œ์šฉ๋˜๋Š” ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์˜ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ๋ฒ•์ƒ ์ทจ๊ธ‰์„ ์‚ดํŽด๋ณธ๋‹ค. ๋‹จ์ผํ•œ ์‚ฌ์—…์ž๊ฐ€ ์šด์˜ํ•˜๋Š” ๊ธฐ๋ณธ์ ์ธ ์œ ํ˜•์˜ ๋งˆ์ผ๋ฆฌ์ง€์™€ ๋‹ค์ˆ˜์˜ ์‚ฌ์—…์ž๊ฐ€ ์šด์˜ํ•˜๋Š” ํ™•์žฅ๋œ ์œ ํ˜•์˜ ๋งˆ์ผ๋ฆฌ์ง€๋ฅผ ๊ฒ€ํ† ํ•œ๋‹ค. ๋จผ์ € ๋ฏผ์‚ฌ๋ฒ•์ ์œผ๋กœ ๋งˆ์ผ๋ฆฌ์ง€์˜ ์ œ๊ณต์„ ๊ตฌํ•˜๋Š” ๋ฏผ์‚ฌ์†Œ์†ก์˜ ์„ฑ๊ฒฉ๊ณผ ๊ตฌ์ฒด์ ์ธ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜ ๊ด€๋ จ ์•ฝ๊ด€์˜ ๋‚ด์šฉ์„ ์‚ดํŽด๋ณด๊ณ , ๋น„๊ต๋ฒ•์ ์œผ๋กœ ์œ ๋Ÿฝ์—ฐํ•ฉ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ ์ง€์นจ, ์˜๊ตญ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ๋ฒ• ๋ฐ ํ˜ธ์ฃผ ๋ฌผํ’ˆ์šฉ์—ญ์„ธ๋ฒ•์˜ ๋งˆ์ผ๋ฆฌ์ง€ ๊ด€๋ จ ๊ทœ์ •๋“ค์„ ์‚ดํŽด๋ณธ๋‹ค. ์†Œ๋น„์˜ ๊ฐ€์น˜ ์ธก์ • ๊ด€์ ์—์„œ ๋ณธ๋‹ค๋ฉด ์†Œ๋น„์ž๊ฐ€ ์ง€์ถœํ•œ ๊ธˆ์•ก์„ ๊ธฐ์ค€์œผ๋กœ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ๊ฐ€ ๋ถ€๊ณผ๋˜์–ด์•ผ ํ•˜๊ณ , ์กฐ์„ธ์ค‘๋ฆฝ์„ฑ์˜ ๊ด€์ ์—์„œ ๋ณธ๋‹ค๋ฉด ๋งˆ์ผ๋ฆฌ์ง€ ์‚ฌ์šฉ๋ถ„์— ๊ด€ํ•˜์—ฌ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ๊ฐ€ ๋ถ€๊ณผ๋˜์ง€ ์•Š์•„์•ผ ์กฐ์„ธ์ค‘๋ฆฝ์„ฑ์ด ์œ ์ง€๋œ๋‹ค. ๊ธฐ๋ณธ์ ์ธ ์œ ํ˜•์˜ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์—์„œ ๋งˆ์ผ๋ฆฌ์ง€ ์‚ฌ์šฉ์€ ํ• ์ธ๋ฐ›์„ ๊ถŒ๋ฆฌ์˜ ํ–‰์‚ฌ์— ๋ถˆ๊ณผํ•˜๊ณ , ๋ณด์ƒ์œผ๋กœ ๊ณต๊ธ‰๋œ ์ƒํ’ˆ์„ ์‚ฌ์—…์ƒ ์ฆ์—ฌ๋กœ ๊ตฌ์„ฑํ•  ์ˆ˜๋„ ์—†๋‹ค. ํ™•์žฅ๋œ ์œ ํ˜•์˜ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์—์„œ ์‚ฌ์—…์ž ๊ฐ„ ์ •์‚ฐ๊ธˆ์„ ์ œ3์ž๊ฐ€ ์ง€๊ธ‰ํ•œ ๋Œ€๊ฐ€๋กœ ๊ตฌ์„ฑํ•˜๋Š” ๊ฒƒ๋„ ํƒ€๋‹นํ•˜์ง€ ์•Š๊ณ , ์‚ฌ์—…์ž ๊ฐ„ ์ •์‚ฐ์„ ๋ณ„๋„์˜ ๋ณด์ƒ ์šฉ์—ญ์œผ๋กœ ๊ตฌ์„ฑํ•˜์—ฌ ์ •์‚ฐ๊ธˆ์˜ ๋งค์ž…์„ธ์•ก ๊ณต์ œ๊ฐ€ ๊ฐ€๋Šฅํ•˜๋„๋ก ๊ตฌ์„ฑํ•˜๋Š” ๊ฒƒ์ด ํƒ€๋‹นํ•˜๋‹ค. ์ž…๋ฒ•์ ์œผ๋กœ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์—์„œ ๋งˆ์ผ๋ฆฌ์ง€๋กœ ๊ฒฐ์ œ๋œ ๋ถ€๋ถ„์€ ์ž๊ธฐ ์ ๋ฆฝ ๋ฐ ์ œ3์ž ์ ๋ฆฝ์„ ๋ถˆ๋ฌธํ•˜๊ณ  ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ ๊ณผ์„ธํ‘œ์ค€์—์„œ ์ œ์™ธํ•  ๊ฒƒ์„ ์ œ์•ˆํ•œ๋‹ค. ํ™•์žฅ๋œ ์œ ํ˜•์˜ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์—์„œ๋Š” ์‚ฌ์—…์ž ๊ฐ„ ์ •์‚ฐ์ด ๋งˆ์ผ๋ฆฌ์ง€ ์ ๋ฆฝ ๊ฑฐ๋ž˜ ์ฆ‰์‹œ ์ผ์–ด๋‚˜๋Š” ๊ฒฝ์šฐ์—๋Š” ๊ทธ ๊ฑฐ๋ž˜์—์„œ ์ •์‚ฐ๊ธˆ๋งŒํผ์„ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ ๊ณผ์„ธํ‘œ์ค€์—์„œ ์ œ์™ธํ•˜๊ณ , ์ •์‚ฐ์ด ๋งˆ์ผ๋ฆฌ์ง€ ์‚ฌ์šฉ ๊ฑฐ๋ž˜ ์‹œ์ ์—์„œ ์ผ์–ด๋‚˜๋Š” ๊ฒฝ์šฐ์—๋Š” ์‚ฌํ›„์ ์ธ ์กฐ์ •์ด ๊ฐ€๋Šฅํ•˜๋„๋ก ์ œ๋„๋ฅผ ์ •๋น„ํ•  ๊ฒƒ์„ ์ œ์•ˆํ•œ๋‹ค.This article reviews the mileage program where points are accumulated by prior transactions and used for purchasing following products. This article reviews two types of mileage programbasic type operated by one entrepreneur and expanded type operated by more than two entrepreneurs. First, this article reviews the characteristics of civil litigation claiming for providing mileage and sample terms and conditions of mileage provision contracts. Second, this article reviews provisions related to mileage program from EU VAT directives, UK VAT Act, and Australia's GST Law. In terms of measuring the value of consumption, VAT should be imposed based on the amount consumers had paid. In terms of tax neutrality, the amount of mileage used for purchasing products should not be subject to VAT. In basic type of mileage program, using accumulated mileage is merely using rights for discount, and redeemed products cannot be treated as donation which is subject to VAT. In expanded type of mileage program, payment between entrepreneurs cannot be the 3rd party consideration for the redeemed products. Rather, payment between entrepreneurs should be the independent redemption service and the payment should be deducted for input VAT. For Korean VAT law, the article suggests the amount of mileage used for redemption not be subject to VAT no matter by whom the amount was accumulated. For expanded type of mileage program, if the payment between entrepreneurs takes place when the transaction accumulating mileage occurs, the payment amount should be excluded from taxable amount of that transaction. If the payment between entrepreneurs takes place when the redemption occurs, there should be a procedural process to adjust the amount of VAT paid.์ œ 1 ์žฅ ์„œ ๋ก  1 ์ œ 2 ์žฅ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์˜ ์˜์˜์™€ ์œ ํ˜• 3 ์ œ 1 ์ ˆ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์˜ ๊ฐœ๋…๊ณผ ์—ฐํ˜ 3 I. ์‚ฐ์—…์  ์ฐจ์›์—์„œ ๋ณธ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์˜ ๊ฐœ๋…๊ณผ ์—ฐํ˜ 3 II. ๋ฒ•์  ๊ฐœ๋…์œผ๋กœ์„œ์˜ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜ 5 ์ œ 2 ์ ˆ ๋งˆ์ผ๋ฆฌ์ง€์˜ ๊ตฌ๋ณ„ ๊ฐœ๋… 9 I. ์šฐ๋ฆฌ๋‚˜๋ผ ๋ฒ•์ƒ ๋งˆ์ผ๋ฆฌ์ง€์˜ ๊ตฌ๋ณ„ ๊ฐœ๋…์œผ๋กœ์„œ์˜ ์ƒํ’ˆ๊ถŒ 9 II. ํ•ด์™ธ์—์„œ์˜ ์ƒํ’ˆ๊ถŒ ๊ฐœ๋…๊ณผ ๋งˆ์ผ๋ฆฌ์ง€ 13 ์ œ 3 ์ ˆ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์˜ ์œ ํ˜• 14 I. ์ˆ˜๋Ÿ‰ํ™” ๋ฐฉ๋ฒ•์— ๋”ฐ๋ฅธ ๋งˆ์ผ๋ฆฌ์ง€์˜ ์œ ํ˜• 14 II. ์ ๋ฆฝ ๋ฐฉ๋ฒ•์— ๋”ฐ๋ฅธ ๋งˆ์ผ๋ฆฌ์ง€์˜ ์œ ํ˜• 16 III. ์‚ฌ์šฉ ๋ฐฉ๋ฒ•์— ๋”ฐ๋ฅธ ๋งˆ์ผ๋ฆฌ์ง€์˜ ์œ ํ˜• ๋ถ„๋ฅ˜ 20 IV. ๋ณธ ๋…ผ๋ฌธ์—์„œ ๋…ผ์˜ํ•˜๋Š” ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์˜ ๋ฒ”์œ„ 25 ์ œ 3 ์žฅ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜ ๊ด€๋ จ ๋ฏผ์‚ฌํŒ๊ฒฐ ๋ฐ ์•ฝ๊ด€ ๊ฒ€ํ†  26 ์ œ 1 ์ ˆ ๋ฌธ์ œ์˜ ์†Œ์žฌ 26 I. ๋ฏผ์‚ฌ๋ฒ•์  ๋ถ„์„์˜ ํ•„์š”์„ฑ 26 II. ์˜์‚ฌํ‘œ์‹œ์˜ ํ•ด์„๊ธฐ์ค€ 26 ์ œ 2 ์ ˆ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์— ๊ด€ํ•œ ๋ฏผ์‚ฌํŒ๊ฒฐ์˜ ๋ถ„์„ 27 I. ๋งˆ์ผ๋ฆฌ์ง€์— ๊ด€ํ•œ ๋ฏผ์‚ฌ ํŒ๊ฒฐ์˜ ์˜ˆ 27 II. ๋งˆ์ผ๋ฆฌ์ง€ ์ œ๊ณต์„ ๊ตฌํ•˜๋Š” ๋ฏผ์‚ฌ ์†Œ์†ก์˜ ์„ฑ๊ฒฉ 29 III. ๋งˆ์ผ๋ฆฌ์ง€์˜ ๋ฏผ์‚ฌ๋ฒ•์  ์˜๋ฏธ 31 ์ œ 3 ์ ˆ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์— ๊ด€ํ•œ ์•ฝ๊ด€์˜ ๋ถ„์„ 32 I. ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜ ์•ฝ๊ด€์˜ ์ถ”์ถœ ๋ฐ ๊ฒ€ํ† ์˜ ํ•œ๊ณ„ 32 II. ๊ตฌ์ฒด์  ์•ฝ๊ด€์˜ ๋ถ„์„ 33 ์ œ 4 ์žฅ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜ ๊ด€๋ จ ์ž…๋ฒ•๋ก€์˜ ๋น„๊ต๋ฒ•์  ๋ถ„์„ 43 ์ œ 1 ์ ˆ ์œ ๋Ÿฝ์—ฐํ•ฉ(EU) ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ ์ง€์นจ์˜ ๊ทœ์ • 43 I. EU ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ ์ง€์นจ์˜ ๊ณผ์„ธํ‘œ์ค€์— ๊ด€ํ•œ ๊ทœ์ • 43 II. EU ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ ์ง€์นจ์˜ ๋ฐ”์šฐ์ฒ˜(Vouchers)์— ๊ด€ํ•œ ๊ทœ์ • 45 ์ œ 2 ์ ˆ ์˜๊ตญ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ๋ฒ• ๋ฐ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ ๊ณ ์‹œ ๊ทœ์ • 64 I. 1994๋…„ ์˜๊ตญ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ๋ฒ•์ƒ ๋ฐ”์šฐ์ฒ˜์— ๊ด€ํ•œ ๊ทœ์ • 64 II. ์˜๊ตญ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ ๊ณ ์‹œ(Notice) 700์˜ ๊ทœ์ • 66 III. ์‚ฌ์—… ํŒ์ด‰์— ๊ด€ํ•œ ์˜๊ตญ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ ๊ณ ์‹œ 700/7์˜ ๊ทœ์ • 69 ์ œ 3 ์ ˆ ํ˜ธ์ฃผ์˜ ๋ฌผํ’ˆ์šฉ์—ญ์„ธ๋ฒ• ๊ทœ์ • ๊ฒ€ํ†  75 I. ํ˜ธ์ฃผ ๋ฌผํ’ˆ์šฉ์—ญ์„ธ๋ฒ• ๊ทœ์ • ์ค‘ ๊ณผ์„ธ๋Œ€์ƒ ๊ฑฐ๋ž˜์— ๊ด€ํ•œ ๊ทœ์ • 75 II. ๊ณ ๊ฐ์ถฉ์„ฑ์ œ๋„์— ๊ด€ํ•œ ํ˜ธ์ฃผ์˜ ๋ฌผํ’ˆ์šฉ์—ญ์„ธ ๊ทœ์ • 75 ์ œ 5 ์žฅ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์˜ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ๋ฒ•์ƒ ์Ÿ์ ๊ณผ ๊ฐœ์„ ๋ฐฉํ–ฅ 86 ์ œ 1 ์ ˆ ๊ธฐ๋ณธ์ ์ธ ์œ ํ˜•์˜ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์— ๊ด€ํ•œ ๊ฒ€ํ†  86 I. ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ ๊ณผ์„ธํ‘œ์ค€ ์‚ฐ์ •์˜ ๊ธฐ๋ณธ์›๋ฆฌ ๋ฐ ์š”์†Œ 86 II. ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ ๊ธฐ๋ณธ์›๋ฆฌ์— ๋น„์ถ”์–ด ๋ณธ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์˜ ๊ณผ์„ธํ‘œ์ค€ 94 III. ๊ณต๊ธ‰๊ฐ€์•ก ๊ฐœ๋…์— ๋น„์ถ”์–ด ๋ณธ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์˜ ๋ถ€๊ฐ€๊ฐ€์น˜์„ธ ๊ณผ์„ธํ‘œ์ค€ 99 ์ œ 2 ์ ˆ ํ™•์žฅ๋œ ์œ ํ˜•์˜ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์— ๊ด€ํ•œ ๊ฒ€ํ†  107 I. ํ™•์žฅ๋œ ์œ ํ˜•์˜ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜์—์„œ์˜ ๋ฒ•๋ฅ ๊ด€๊ณ„ 107 II. ์ œ3์ž ์ง€๊ธ‰ ๋Œ€๊ฐ€์™€ ํ™•์žฅ๋œ ์œ ํ˜•์˜ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜ 120 III. ํ™•์žฅ๋œ ์œ ํ˜•์˜ ๋งˆ์ผ๋ฆฌ์ง€ ๊ฑฐ๋ž˜ ๊ด€๋ จ ํ˜„ํ–‰ ๊ทœ์ •์˜ ๋ฌธ์ œ์  123 ์ œ 6 ์žฅ ๊ฒฐ๋ก  129 ๋ถ€ ๋ก 131 ์ฐธ๊ณ ๋ฌธํ—Œ 141 Abstract 150Maste

    ํ•œ๊ตญ๊ณผ ์ผ๋ณธ๊ธฐ์—…์˜ ๊ณต์œ ๊ฐ€์น˜์ฐฝ์ถœ ์ „๋žต ๋ถ„์„

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    ํ•™์œ„๋…ผ๋ฌธ (์„์‚ฌ)-- ์„œ์šธ๋Œ€ํ•™๊ต ๊ตญ์ œ๋Œ€ํ•™์› : ๊ตญ์ œํ•™๊ณผ(๊ตญ์ œ์ง€์—ญํ•™์ „๊ณต), 2013. 2. ๋ฌธํœ˜์ฐฝ.With rising discontentment on capitalism, society is demanding greater responsibility and a changed role for business, mainly forlarge corporations. Under efforts to resolve the economic ambivalence, the proper role of ethics or social responsibility has been suggested by many great thinkers throughconcepts such as creative capitalism, Bottom of the Pyramid (BoP), Corporate Social Responsibility (CSR), or Creating Shared Value (CSV). Before applying these concepts to business practices, this paper will first highlight the related concepts and provide the integral message embedded in all concepts by introducing the framework constructed as the extended model to CSV.The later part of the paper will analyze the top electronics and automobile corporations in Korea and Japan. The ultimate purpose of this paper is to assess whether business operations of the selected corporations have been smart, not only good.1. INTRODUCTION 2. LITERATURE REVIEW 2.1 Background 2.2 Fortune at the Bottom of the Pyramid 2.3 Creative Capitalism 2.4 Creating Shared Value 2.5 Extension of Creating Shared Value 3. CREATING SHARED VALUE IN THE BoP MARKET 3.1 The Significance of the BoP Market 3.2 Overview of Japan 3.3 Overview of Korea 3.4 Evaluating the CSV Strategies in the BoP Market 4. EVALUATION OF JAPANESE FIRMS IN THE BoP MARKET 4.1 The Electronics Company: Sony, Sharp, Toshiba 4.2 The Automobile Company: Honda, Nissan, Toyota 5. EVALUATION OF KOREAN FIRMS IN THE BoP MARKET 5.1 The Electronics Company: LG, Samsung 5.2 The Automobile Company: Hyundai-KIA 6. CONCLUSION 6.1 Comparative Analysis of Korean and JapaneseCompanies 6.2 ImplicationsMaste

    ์ธํ”„๋ผ ์›์กฐ์™€ ์ˆ˜์›๊ตญ ํ•„์š” ๊ฐ„์˜ ๊ด€๊ณ„์— ๋Œ€ํ•œ ์—ฐ๊ตฌ

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    ํ•™์œ„๋…ผ๋ฌธ (์„์‚ฌ)-- ์„œ์šธ๋Œ€ํ•™๊ต ๊ตญ์ œ๋Œ€ํ•™์› : ๊ตญ์ œํ•™๊ณผ(๊ตญ์ œํ˜‘๋ ฅ์ „๊ณต), 2014. 2. ์ด๊ทผ.This study examines whether infrastructure aid responds to needs specific to the infrastructure sector. Since both supply and demand of infrastructure are related with growth, this study identifies needs in supply and demand. These include infrastructure quantity and quality, geographical concerns, and ethnic fractionalization at the supply sideand governance and macroeconomic stability at the demand side. Controlling for donor interests, infrastructure aid, by sector and donor, is regressed on the needs using the Tobit model. The findings of this study show that while infrastructure aid, in general, was responsive to infrastructure quantity, ethnic fractionalization, and macroeconomic stability, it was less so in infrastructure quality, geographical considerations, and governance. When divided into specific sectors, the need responsiveness becomes substantially weaker, and aid is responsive to either none or the wrong side of needs. Analyzing differences in donors, this study supports previous research on disaggregate aid allocation that multilateral aid was not any more responsive to need, but in fact less so. Good performers with respect to need include Japan, Germany, Ireland, Korea, Luxembourg, Spain, Sweden, and the U.K., while France, Netherlands, Norway, Denmark, Greece, Italy, and Switzerland performed poorly.I. Introduction II. Literature Review i. Definition of Infrastructure ii. Infrastructure Aid iii. Aid Allocation III. Theoretical Background i. Needs for Infrastructure Supply ii. Needs for Infrastructure Demand iii. Sector and Donor Differences IV. Data and Method V. Analysis i. Total Infrastructure Aid ii. Infrastructure Aid by Sector iii. Infrastructure Aid by Donor VI. Conclusion VII. ReferencesMaste

    Cooperation-based Sustainable Competitiveness: Convergence Strategy in Firms Value Chain Activities

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    ์ด ๋…ผ๋ฌธ์€ ์ €์ž์˜ ๋ฐ•์‚ฌ๋…ผ๋ฌธ ์ง€์†๊ฐ€๋Šฅํ•œ ๊ฒฝ์Ÿ๋ ฅ ์ „๋žต: ๋ฌธํ™” ์‚ฐ์—…์˜ ๊ธ€๋กœ๋ฒŒ ๊ธฐ์—…์— ๋Œ€ํ•œ ์ด๋ก ์  ํ™•์žฅ ๋ฐ ์ ์šฉ์˜ ์ผ๋ถ€๋ถ„ ๋‚ด์šฉ์„ ๋ฐœ์ทŒ ๋ฐ ๋ฐœ์ „์‹œํ‚จ ๊ฒƒ์ž„.๊ธฐ์ˆ ์˜ ์œตํ•ฉ๊ณผ ์„ธ๋ถ„ํ™”๋กœ ์ธํ•ด ๋ถˆ๋ถ„๋ช…ํ•ด์ง€๋Š” ์‚ฐ์—…์˜ ๊ฒฝ๊ณ„๋กœ ์ธํ•ด ๊ธฐ์—…์˜ ํ˜‘๋ ฅ์€ ๋”์šฑ ์ค‘์š”ํ•ด์ง€๊ณ  ์žˆ์Œ์—๋„ ๋ถˆ๊ตฌํ•˜๊ณ  ํ•œ๊ตญ์„ ํฌํ•จํ•œ ๋งŽ์€ ๊ตญ๊ฐ€๋“ค์˜ ์ •์ฑ…๊ธฐ์กฐ๋Š” ๋Œ€๊ธฐ์—…์„ ์ง€์–‘ํ•˜๋ฉฐ ์ค‘์†Œ๊ธฐ์—…๊ณผ ๋Œ€๊ธฐ์—…๊ฐ„์˜ ํ˜‘๋ ฅ์˜ ๊ฐ€์น˜๋ฅผ ๊ฐ„๊ณผํ•˜๊ณ  ์žˆ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ๊ธฐ์—…๋“ค์€ ๊ฐ๊ธฐ ๋‹ค๋ฅธ ์—ญํ•  ๋ฐ ์—ญ๋Ÿ‰์„ ๋ณด์œ ํ•˜๊ณ  ์žˆ์œผ๋ฉฐ ๊ธฐ์—…์œ ํ˜•๋ณ„ ๊ฐ•์ ์„ ์˜ฌ๋ฐ”๋ฅด๊ฒŒ ๋ถ„์„ํ•˜์—ฌ ๊ธฐ์—…์ „๋žต์„ ํ˜‘๋ ฅ์˜ ๊ด€์ ์—์„œ ๋…ผํ•  ๊ฒƒ์„ ์‹œ์‚ฌํ•œ๋‹ค. ์ด๋ฅผ์œ„ํ•ด ๊ธฐ์—…์˜ ์ง€์†๊ฐ€๋Šฅํ•œ ๊ฒฝ์Ÿ๋ ฅ์„ ํ–ฅ์ƒ์‹œํ‚ค๋Š” ์ „๋žต์œผ๋กœ์„œ ๋ฌธํœ˜์ฐฝ ๊ต์ˆ˜(Moon, 2016)๊ฐ€ ๊ฐœ๋ฐœํ•œ ABCD๋ชจ๋ธ ์ค‘ C์— ํ•ด๋‹นํ•˜๋Š” ์œตํ•ฉ์ „๋žต(convergence)์„ ์ด๋ก ์ ์œผ๋กœ ๋ฐœ์ „์‹œํ‚ค๊ณ ์ž ๊ธฐ์—… ๊ฐ„์˜ ํ˜‘๋ ฅ์  ์ธก๋ฉด์œผ๋กœ ๋น„์ฆˆ๋‹ˆ์Šค ์ƒํƒœ๊ณ„ ๊ฐœ๋…์„ ๋„์ž…์‹œ์ผฐ๋‹ค. ๊ณผ๊ฑฐ ๊ธฐ์—…์˜ ๊ฒฝ์Ÿ๋ ฅ์€ ์‹œ์žฅ์„ ์  ํ˜น์€ ๊ฒฝ์Ÿ์šฐ์œ„ ๋“ฑ ๊ฒฝ์Ÿ๊ตฌ๋„๋ฅผ ์ค‘์‹ฌ์œผ๋กœ ๋…ผ์˜๋˜์—ˆ๋‹ค๋ฉด, ๋ณธ ์—ฐ๊ตฌ๋Š” ๋Œ€๊ธฐ์—…์˜ ๊ฐ€์น˜์‚ฌ์Šฌํ™œ๋™์„ ํƒ€๊ธฐ์—…๋“ค๊ณผ ์—ฐ๊ฒฐํ•˜๋Š” ํ˜‘๋ ฅ์˜ ์ ‘ํ•ฉ์ ์ด์ž ํ”Œ๋žซํผ์œผ๋กœ์„œ ์ ‘๊ทผํ•œ๋‹ค. ๋น„์ฆˆ๋‹ˆ์Šค ์ƒํƒœ๊ณ„๋ฅผ ํ˜•์„ฑํ•œ ์ด๋“ค์€ ์œตํ•ฉ์ „๋žต์„ ํ†ตํ•ด ๊ณต์กด(co-existence), ๊ณต๋™์ƒ์‚ฐ(co-creation), ๊ณต๋™์ง„ํ™”(co-evolution)๋ฅผ ํ†ตํ•ด ์ง€์†๊ฐ€๋Šฅํ•œ ๊ฒฝ์Ÿ๋ ฅ์„ ๋†’์ด๊ณ  ์žˆ์Œ์„ ์„ค๋ช…ํ•œ๋‹ค. ํŠนํžˆ, ๊ธฐ์—…์˜ ํ˜‘๋ ฅ์€ ์„ฑ์žฅ์„ ๋ชฉํ‘œ๋กœ ๋‹ค๊ฐํ™”๋ฅผ ํ†ตํ•ด ๊ธฐ์—…์˜ ๊ทœ๋ชจ์™€ ์ˆ˜์ต์„ ๋†’์ด๋Š” ๊ณผ์ •์—์„œ ๋” ์ค‘์š”ํ•ด์ง€๋Š”๋ฐ, ๋ณธ ๋…ผ๋ฌธ์€ ์œตํ•ฉ์ „๋žต์— ๋Œ€ํ•œ ์ด๋ก ์  ํ™•์žฅ์„ ํ† ๋Œ€๋กœ ์„ฑ๊ณต์ ์œผ๋กœ ๋‹ค๊ฐํ™”ํ•œ ๋””์ฆˆ๋‹ˆ์˜ ๊ธฐ์—…์ „๋žต ์‚ฌ๋ก€๋ฅผ ๋ถ„์„ํ•˜์—ฌ ๊ธฐ์—… ๊ฐ„ ํ˜‘๋ ฅ์ด ๊ฐ€์น˜์‚ฌ์Šฌ ํ™œ๋™ ๊ฐ„์˜ ์œตํ•ฉ์„ ํ†ตํ•ด ๋” ๋†’์€ ์‹œ๋„ˆ์ง€๋ฅผ ๋‚ด๊ณ  ์žˆ์Œ์„ ์ž…์ฆํ•˜์˜€๋‹ค.Many governments around the world are encouraging the growth of smalland- medium-size enterprises (SMEs) while neglecting the role of large enterprises (LE). Studies show large enterprieses still remain active and competitive in the global market. In fact, LEs play a crucial role in creating sustainable competitiveness. One of the reasons is because the value chain activities of LEs serve as the platform for other firms to network in which they ultimately create a business ecosystem for all participating firms and organizations. This paper provides a new perspective to sustainable competitiveness by focusing on the cooperation among firms. Cooperation is becoming more important as industry boundaries are blurring due to government deregulation, digitalization, and technology convergence and segmentation. Therefore, this research shows how firms, regardless of firm size, can cooperate to increase synergy by co-existence, co-creation, and co-evolution when they network by converging their value chain activities. To extend earlier approaches on sustainable competitiveness, this study adopts and focuses on the convergence strategy of the ABCD model to show how firms diversify and enhance synergy. As a case study, Walt Disney Company is analyzed to prove how a firm establishes a cooperation-based sustainable competitiveness with other firms while strengthening and expanding its competitive advantage from single to multicompetence

    ์„ฑ๋„์˜ ํ•ด๋ถ€ํ•™์  ๋ณ€ํ˜•์— ๋”ฐ๋ฅธ ์Œ์„ฑ ๋ณ€ํ™”์˜ ์Œํ–ฅํ•™์  ํŠน์ง•

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    ์˜๊ณผ๋Œ€ํ•™/์„์‚ฌ์„ค์•”, Ludwig angina, ํŽธ๋„์—ผ, ํŽธ๋„์•”, ํŽธ๋„๋น„๋Œ€, ํ›„๋‘๊ฐœ ๋‚ญ, ํ›„๋‘์•”(์„ฑ๋ฌธ ์ƒ๋ถ€์•”)๊ณผ ๊ฐ™์ด ์„ฑ๋„์˜ ํ•ด๋ถ€ํ•™์  ๋ณ€ํ˜•์„ ์ผ์œผํ‚ค๋Š” ์งˆํ™˜์€ ์ฆ์„ธ๊ฐ€ ์•…ํ™”๋จ์— ๋”ฐ๋ผ ํ˜ธํก ์žฅ์•  ๋ฐ ์—ฐํ•˜ ์žฅ์• ์™€ ๊ฐ™์€ ์‹ฌ๊ฐํ•œ ์ƒํ™ฉ์„ ์ดˆ๋ž˜ํ•  ์ˆ˜ ์žˆ๋‹ค. ๋˜ํ•œ ์„ฑ๋„์˜ ํ•ด๋ถ€ํ•™์  ๋ณ€ํ˜•์€ ํฌ๋จผํŠธ์˜ ํŠน์„ฑ, ์ฆ‰ ์Œ์„ฑ์˜ ์Œํ–ฅํ•™์  ํŠน์ง•์˜ ๋ณ€ํ™”๋ฅผ ๊ฐ€์ ธ์˜ฌ ์ˆ˜ ์žˆ๊ธฐ ๋•Œ๋ฌธ์— ์„ฑ๋„ ๋ณ€ํ˜•์œผ๋กœ ์ธํ•ด ๋ฐœ์ƒํ•  ์ˆ˜ ์žˆ๋Š” ๋ฌธ์ œ๋ฅผ ์˜ˆ์ธกํ•˜๋Š”๋ฐ ์žˆ์–ด์„œ ์Œํ–ฅํ•™์  ํ‰๊ฐ€๊ฐ€ ํฐ ๋„์›€์„ ์ค„ ์ˆ˜ ์žˆ๋‹ค. ์ด์— ๋ณธ ์—ฐ๊ตฌ๋Š” ์„ฑ๋„์˜ ํ•ด๋ถ€ํ•™์  ๋ณ€ํ˜•์— ๋”ฐ๋ผ ์Œํ–ฅํ•™์  ํŠน์ง•์˜ ๋ณ€ํ™”๊ฐ€ ๋‚˜ํƒ€๋‚˜๋Š”์ง€ ์•Œ์•„๋ณด๊ณ , ๊ทธ๋Ÿฌํ•œ ์ฐจ์ด๊ฐ€ ์„ฑ๋„ ๋ณ€ํ˜•์„ ์ผ์œผํ‚ค๋Š” ์š”์ธ(mass effect)์œผ๋กœ ์ธํ•œ ๊ฒƒ์ธ์ง€ ํ˜น์€ ์ด๋Ÿฌํ•œ ์š”์ธ์— ์˜ํ•œ ์„ฑ๋„ ๊ธฐ๊ด€์˜ ์›€์ง์ž„(mobility)๋ณ€ํ™”๋กœ ์ธํ•œ ๊ฒƒ์ธ์ง€๋ฅผ ์„ฑ๋„์˜ ์ขํž˜์  ์ด๋ก ๊ณผ ๊ด€๋ จ์ง€์–ด ์„ค๋ช…ํ•˜๊ณ ์ž ํ•˜์˜€๋‹ค. ๋จผ์ € ๊ตฌ๊ฐ• ๋ณ€ํ˜•์— ๋”ฐ๋ฅธ ์Œํ–ฅํ•™์  ํŠน์ง•์˜ ๋ณ€ํ™”๋ฅผ ๋ถ„์„ํ•˜๊ธฐ ์œ„ํ•ด ์ •์ƒ ๋‚จ์„ฑ 14๋ช…์„ ๋Œ€์ƒ์œผ๋กœ ํ•˜์—ฌ ๊ตฌ๊ฐ• ๋ณ€ํ˜•์„ ์ผ์œผํ‚ค๋Š” ๋ฌผ์ฒด๊ฐ€ ๊ตฌ๊ฐ• ๋‚ด์— ์žˆ์„ ๋•Œ์™€ ์—†์„ ๋•Œ๋กœ ๋‚˜๋ˆ„์–ด ๋ชจ์Œ /a/, /e/, /i/, /o/, /u/์˜ ์ œ 1, 2 ํฌ๋จผํŠธ, ๊ทธ๋ฆฌ๊ณ  jitter, shimmer, NHR์„ ๋น„๊ต ๋ถ„์„ํ•˜์˜€๋‹ค. ์ธ๋‘๊ฐ• ๋ณ€ํ˜•์— ์Œํ–ฅํ•™์  ํŠน์ง•์˜ ๋ณ€ํ™”๋ฅผ ๋ถ„์„ํ•˜๊ธฐ ์œ„ํ•ด ํ›„๋‘๊ฐœ ๋‚ญ ํ™˜์ž 7๋ช…, ๊ทธ๋ฆฌ๊ณ  ํ›„๋‘๊ฐœ ๋‚ญ ํ™˜์ž์™€ ์„ฑ๋ณ„ ๋ฐ ์—ฐ๋ น์ด ์ผ์น˜๋œ ์ •์ƒ ๋‚จ์„ฑ 14๋ช…์„ ๋Œ€์ƒ์œผ๋กœ ํ•˜์—ฌ ์ง‘๋‹จ ๊ฐ„ ๋ชจ์Œ /a/, /e/, /i/, /o/, /u/์˜ ์ œ 1, 2 ํฌ๋จผํŠธ, ๊ทธ๋ฆฌ๊ณ  jitter, shimmer, NHR์„ ๋น„๊ต ๋ถ„์„ํ•˜์˜€๋‹ค. ๊ฒฐ๊ณผ๋Š” ๋‹ค์Œ๊ณผ ๊ฐ™๋‹ค. ๊ตฌ๊ฐ• ๋ณ€ํ˜•์ด ์ผ์–ด๋‚œ ๊ฒฝ์šฐ์—๋Š” ์ผ์–ด๋‚˜์ง€ ์•Š์€ ๊ฒฝ์šฐ์— ๋น„ํ•ด ๋ชจ์Œ /i/, /e/์˜ ์ œ 2 ํฌ๋จผํŠธ๊ฐ€ ์œ ์˜๋ฏธํ•˜๊ฒŒ ๋‚ฎ์€ ๋ฐ˜๋ฉด ๋ชจ์Œ /i/์˜ ์ œ 1 ํฌ๋จผํŠธ๋Š” ๋†’์€ ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ํ›„๋‘๊ฐœ ๋‚ญ ํ™˜์ž๊ตฐ์€ ์ •์ƒ๊ตฐ์— ๋น„ํ•ด ๋ชจ์Œ /a/, /e/์˜ ์ œ 1 ํฌ๋จผํŠธ๊ฐ€ ์œ ์˜๋ฏธํ•˜๊ฒŒ ๋‚ฎ์€ ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ๊ตฌ๊ฐ• ๋ฐ ์ธ๋‘๊ฐ• ๋ณ€ํ˜•์— ๋”ฐ๋ผ jitter, shimmer, NHR์€ ์œ ์˜๋ฏธํ•œ ์ฐจ์ด๊ฐ€ ๋‚˜ํƒ€๋‚˜์ง€ ์•Š์•˜๋‹ค. ๋ณธ ์—ฐ๊ตฌ์˜ ๊ฒฐ๊ณผ๋Š” ์„ฑ๋„์˜ ํ•ด๋ถ€ํ•™์  ๋ณ€ํ˜•์ด ํ˜€์˜ ์›€์ง์ž„(mobility)์— ์˜ํ–ฅ์„ ์ฃผ์–ด ๊ณต๋ช…์˜ ๋ณ€ํ™”๋ฅผ ๊ฐ€์ ธ์˜จ๋‹ค๋Š” ๊ฒƒ์„ ๋ณด์—ฌ์ค€๋‹ค. Jitter, shimmer, NHR์€ ๊ตฌ๊ฐ• ๋ฐ ์ธ๋‘๊ฐ•์˜ ๋ณ€ํ˜•์— ๋”ฐ๋ผ ์œ ์˜๋ฏธํ•œ ์ฐจ์ด๊ฐ€ ๋‚˜ํƒ€๋‚˜์ง€ ์•Š์•˜์ง€๋งŒ ์Œ์„ฑ์— ์˜ํ–ฅ์„ ๋ฏธ์น  ์ˆ˜ ์žˆ๋Š” ๋ณ€์ˆ˜๋“ค์ด ๋‹ค์–‘ํ•˜๊ธฐ ๋•Œ๋ฌธ์— ์Œ์„ฑ ํ‰๊ฐ€๋Š” ๋ฐ˜๋“œ์‹œ ๋‹ค์ฐจ์›์ ์œผ๋กœ ์ด๋ฃจ์–ด์ ธ์•ผ ํ•œ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ์„ฑ๋„ ์งˆํ™˜์˜ ์ง„๋‹จ ๋ฐ ์น˜๋ฃŒ ๊ฒฝ๊ณผ ๋ถ„์„์— ์Œํ–ฅํ•™์  ํ‰๊ฐ€์˜ ํ•„์š”์„ฑ ๋ฐ ์œ ์šฉ์„ฑ์„ ์–ธ๊ธ‰ํ•˜๊ณ , ์ดํ›„ ๋‹ค์–‘ํ•œ ์„ฑ๋„ ์งˆํ™˜์œผ๋กœ ์ธํ•œ ์Œํ–ฅํ•™์  ํŠน์ง•์˜ ๋ณ€ํ™”๋ฅผ ์—ฐ๊ตฌํ•˜๋Š” ๋ฐ์— ๊ธฐ์ดˆ ์ž๋ฃŒ๋กœ ํ™œ์šฉ๋  ์ˆ˜ ์žˆ์„ ๊ฒƒ์ด๋ผ ๊ธฐ๋Œ€๋œ๋‹ค.ope

    A study on the linkage between government reform and e-government based on a function-driven model

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    ๋ณธ ์—ฐ๊ตฌ๋Š” ๊ธฐ์กด์˜ ๊ธฐ์ˆ ๊ฒฐ์ •๋ก ์ ์ธ ์ •๋ถ€ํ˜์‹ ๊ณผ ์ „์ž์ •๋ถ€๊ฐ„ ์—ฐ๊ณ„ ๋…ผ์˜์— ๋Œ€ํ•œ ๋Œ€์•ˆ์œผ๋กœ์„œ ์ •๋ถ€๊ธฐ๋Šฅ์ค‘์‹ฌ์˜ ์ ‘๊ทผ๋ชจ๋ธ์„ ์ œ์‹œํ•˜๋Š” ๋ฐ ๋ชฉ์ ์ด ์žˆ๋‹ค. ์ •๋ถ€ํ˜์‹ ๊ณผ ์ „์ž์ •๋ถ€ ์—ฐ๊ณ„์— ๊ด€๋ จ๋œ ๊ธฐ์กด ๋…ผ์˜๋Š” ์ •๋ณด์‹œ์Šคํ…œ ๋„์ž…์— ๋”ฐ๋ผ ์ž๋™์ ์œผ๋กœ ์ •๋ถ€ํ˜์‹ ์ด ๋‹ฌ์„ฑ๋  ๊ฒƒ์œผ๋กœ ๊ฐ€์ •ํ•˜๋Š” ๊ธฐ์ˆ  ๊ฒฐ์ •๋ก ์  ์‹œ๊ฐ์ด ๋‚ด์žฌ๋˜์–ด ์žˆ์œผ๋ฉฐ, ์ด๋Š” ๊ทธ๊ฐ„์— ์ œ๊ธฐ๋˜์–ด ์˜จ ์ „์ž์ •๋ถ€ ์ถ”์ง„ ๋ฐ ์„ฑ๊ณผ์™€ ๊ด€๋ จ๋œ ์ด๋ก ์ , ์‹ค์ฒœ์  ๋ฌธ์ œ์ ์— ๋Œ€ํ•œ ์›์ธ ์ค‘ ํ•˜๋‚˜์ธ ๊ฒƒ์œผ๋กœ ๋ณด์ธ๋‹ค. ๋ณธ ์—ฐ๊ตฌ์—์„œ๋Š” ์‚ฌํšŒ๊ฒฐ์ •๋ก ๊ณผ ๊ณผ์ •๋ก ์  ์‹œ๊ฐ์—์„œ ์ •๋ถ€๊ธฐ๋Šฅ ๋ฐ ์„œ๋น„์Šค ์ค‘์‹ฌ์˜ ์ •๋ถ€๊ธฐ๋Šฅ์—ฐ๊ณ„๋ชจ๋ธ์„ ํ†ตํ•ด ์ •๋ถ€ ํ˜์‹ ๊ณผ ์ „์ž์ •๋ถ€๋ฅผ ์—ฐ๊ณ„ํ•˜๊ณ ์ž ํ•˜์˜€๋‹ค. ์ •๋ถ€๊ธฐ๋Šฅ์—ฐ๊ณ„๋ชจ๋ธ์€ ์ •์ฑ…๋ถ„์•ผ, ์ •์ฑ…์˜์—ญ, ๋Œ€ยท์ค‘ยท์†Œ๊ธฐ๋Šฅ์˜ ๋ถ„๋ฅ˜์ฒด๊ณ„์™€ ์ˆ˜ํ–‰์ฃผ์ฒด, ์ดํ•ด๊ด€๊ณ„์ž, ์ˆ˜ํ–‰๋ฐฉ์‹, ์ˆ˜ํ–‰์ ˆ์ฐจ ๋“ฑ์˜ ์†์„ฑ์œผ๋กœ ๊ตฌ์„ฑ๋˜์—ˆ๋‹ค. ๋˜ํ•œ ๊ฐ ๊ธฐ๋Šฅ ๋ฐ ์„œ๋น„์Šค์™€ ๊ด€๋ จ๋œ ์กฐ์ง, ์ธ์‚ฌ, ์žฌ์ •, ๋ฒ•ยท์ œ๋„ ๋“ฑ์˜ ์šด์˜์ •๋ณด๊ฐ€ ์—ฐ๊ณ„๋œ๋‹ค. ์ด๋Ÿฌํ•œ ์ •๋ถ€๊ธฐ๋Šฅ์—ฐ๊ณ„๋ชจ๋ธ์˜ ํƒ€๋‹น์„ฑ๊ณผ ํšจ๊ณผ์„ฑ์„ ๊ฒ€์ฆํ•˜๊ธฐ ์œ„ํ•ด ์ˆ˜์ถœ์ž… ๋ฌผ๋ฅ˜๋ถ„์•ผ์— ์ ์šฉํ•˜์˜€๋‹ค. A technology-driven approach to linking government reform and e-government assumes that the government autonomously reinvents itself when information technology is applied to its businesses and services. In the course of developing and operating e-government using a technology-driven approach, problems in terms of government reinvention have appeared. Therefore, as an alternative approach, a function and service-driven model is proposed, so called the "Business Reference Model" (BRM), which describes both businesses and services of the Korean government, independent of the agencies that perform them. This model consists of many components such as lines of business, methods of service delivery, business processes, public officers, laws and regulations, budgets and information systems that are linked to each business and service. This model can be applied to improving cross-agency cooperation and can also become a standard for describing the most effective method for information technology investment. The model proposed here, has been applied to export-import logistics businesses and policy implications from the model has been used as a guide linking government business process reinventing and information technology. As a result, the model can be extended to different business and service areas within the government
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