71 research outputs found

    ๅญธๆ ก้ธๆ“‡่ซ–์˜ ๏งค่ซ–ๆง‹้€ ์— ๊ด€ํ•œ ๅˆ†ๆž็š„ ็ก็ฉถ

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    ํ•™์œ„๋…ผ๋ฌธ(์„์‚ฌ)--์„œ์šธๅคงๅญธๆ ก ๅคงๅญธ้™ข :ๆ•Ž่‚ฒๅญธ็ง‘ ๆ•Ž่‚ฒ่กŒๆ”ฟๅฐˆๆ”ป,1995.Maste

    An Exploratory Study of National Human Resource Development and Management Model and Policy Suggestions

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    ๋ณธ ์—ฐ๊ตฌ๋Š” ๊ตญ๊ฐ€์ธ์ ์ž์›๊ฐœ๋ฐœ์— ๊ด€ํ•œ ๊ฐœ๋…์ , ์ด๋ก ์  ๋…ผ์˜๋ฅผ ๋ฐ”ํƒ•์œผ๋กœ ๊ตญ๊ฐ€์ธ์ ์ž์›๊ฐœ๋ฐœ๊ด€๋ฆฌ ๋ชจ๋ธ์„ ์ œ์‹œํ•˜๊ณ , ์šฐ๋ฆฌ ๋‚˜๋ผ์˜ ๋ฌธ์ œ์ ์„ ์‚ดํŽด๋ณธ ํ›„, ํ–ฅํ›„ ์ •์ฑ…๋ฐฉํ–ฅ์„ ์ œ์‹œํ•˜๋Š” ๊ฒƒ์„ ๋ชฉ์ ์œผ๋กœ ํ•œ๋‹ค. ๊ตญ๊ฐ€์ธ์ ์ž์›๊ฐœ๋ฐœ๊ด€๋ฆฌ ๋ชจ๋ธ์€ ํ˜•์„ฑ๊ณผ ์„ ๋ฐœ์„ ํ†ตํ•œ ๊ฐœ๋ฐœ, ๋ฐฐ๋ถ„๊ณผ ๊ต๋ฅ˜๋ฅผ ํ†ตํ•œ ์œ ํ†ต, ๋ฐ ์ตœ์ข… ๋‹จ๊ณ„์˜ ํ™œ์šฉ์„ ๊ทธ ๊ตฌ์„ฑ์š”์†Œ๋กœ ํ•˜๋ฉฐ, ์ด๋“ค ์š”์†Œ๊ฐ„์˜ ์œ ๊ธฐ์  ์ƒํ˜ธ์ž‘์šฉ๊ณผ ํ™˜๋ฅ˜๋ฅผ ์ „์ œ๋กœ ํ•œ๋‹ค. ์ด๋Ÿฌํ•œ ๋ชจ๋ธ์„ ๋ฐ”ํƒ•์œผ๋กœ ๋ถ„์„๋œ ์šฐ๋ฆฌ ๋‚˜๋ผ ์ธ์ ์ž์›๊ฐœ๋ฐœ๊ด€๋ฆฌ์˜ ๋ฌธ์ œ์ ์€ ์—ฐ๋ น๋ณ„, ํ•™๋ ฅ๋ณ„ ๋ถˆ๊ท ํ˜• ๊ฐœ๋ฐœ, ์„ ๋ฐœ์‹œ์Šคํ…œ์˜ ๋ฌธ์ œ, ์ค‘์žฅ๊ธฐ ์ธ๋ ฅ์ˆ˜๊ธ‰์ •์ฑ…์˜ ๋ฏธํก, ์ธ์ ์ž์› ๋ฐฐ๋ถ„์˜ ํŽธ์ค‘, ์ง„์ž…์ง€์ฒด, ๋ฐ ๊ต๋ฅ˜์˜ ๊ฒฝ์ง์„ฑ, ์ฒญ๋…„์ธต์˜ ๊ฒฝ์ œํ™œ๋™ ์ฐธ์—ฌ์œจ ์ €์กฐ, ๊ณ„์—ด๋ณ„, ์ „๊ณต๋ณ„ ์ทจ์—…๋ฅ  ๋ถˆ๊ท ํ˜•, ์—ฌ์„ฑ์ธ์ ์ž์› ํ™œ์šฉ๋„ ์ €์กฐ, ๊ทธ๋ฆฌ๊ณ  ์ธ์ ์ž์›๊ฐœ๋ฐœ์ฒด์ œ์˜ ์ „๋žต์  ์ •๋ ฌ ๋ฏธํก ๋“ฑ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. The purpose of this study is to develop a conceptual model of national human resource development and management (NHRD&M) based on the review on the concepts and theories related to national human resource development, to identify problems in NHRD&M based on the model, and to provide human resource policy suggestions. This NHRD&M model is composed of three elements : (1) development by formation and selection of human resource, (2) circulation by distribution and exchange, and (3) utilization. This model assumes systemic interaction and feedback between development, circulation, and utilization. Based on this model, problems in NHRD&M are identified as unbalanced development by age, academic background, problems in selection systems, lack of mid- and long-term plan of manpower demand and supply, a biased distribution of human resource, delay of job market entry, lack of human resource exchange, low participation rate of youth in economic activities, unbalanced employment rate by academic track and major, low rate of female resource utilization, and lack of strategic alignment in NHRD&M. To solve these problems in NHRD&M, human resource development by continuous educational reform and national life long learning system improvement, human resource circulation by school-to-work system management, career paths management, information management system development of education and labor market, and employment based on performance and ability, and human resource utilization by linkage system development between education and labor market, mid- and long-term manpower planning, and demand side management of human resource were suggested. Finally, strategic alignment between ministries and educational administrative agencies should be established

    A Study on Problem Finding Process of Professor

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    ๋ณธ ์—ฐ๊ตฌ์˜ ๋ชฉ์ ์€ ๋Œ€ํ•™๊ต์ˆ˜๋“ค์˜ ๋ฌธ์ œ๋ฐœ๊ฒฌ ๊ณผ์ •์„ ์‚ดํŽด๋ด„์œผ๋กœ์จ ํŠน์ • ๋ถ„์•ผ์—์„œ ์ง€์‹, ๊ธฐ์ˆ , ๊ฒฝํ—˜์„ ๊ฐ–์ถ˜ ์ „๋ฌธ๊ฐ€์˜ ๋ฌธ์ œ๋ฐœ๊ฒฌ ๊ณผ์ •์„ ๊ทœ๋ช…ํ•˜๋Š” ๊ฒƒ์ด๋‹ค. ์ด๋ฅผ ์œ„ํ•ด ์ž์—ฐ๊ณผํ•™ ๋ถ„์•ผ์™€ ์ธ๋ฌธํ•™ ๋ถ„์•ผ์—์„œ ์ฃผ๋ชฉํ•  ๋งŒํ•œ ์„ฑ๊ณผ๋ฅผ ์ฐฝ์ถœํ•œ ๋Œ€ํ•™๊ต์ˆ˜ 10๋ช…์„ ๋Œ€์ƒ์œผ๋กœ ์‹ฌ์ธต๋ฉด๋‹ด์„ ์‹ค์‹œํ•˜์—ฌ ๋ฌธ์ œ๋ฐœ๊ฒฌ์— ๊ด€ํ•œ ๊ฒฝํ—˜์„ ์ˆ˜์ง‘ํ•˜๊ณ  ๋ฌธ์ œ๋ฐœ๊ฒฌ ๊ณผ์ •๊ณผ ํŠน์ง•์„ ๋ถ„์„ํ•˜์˜€๋‹ค. ์—ฐ๊ตฌ ๊ฒฐ๊ณผ, ๋Œ€ํ•™๊ต์ˆ˜๋“ค์˜ ๋ฌธ์ œ๋ฐœ๊ฒฌ ๊ณผ์ •์€ ์ƒ์œ„๋ฌธ์ œ๋ฐœ๊ฒฌ๊ณผ ํ•˜์œ„๋ฌธ์ œ๋ฐœ๊ฒฌ์˜ ๋‘ ๋‹จ๊ณ„๋กœ ๊ตฌ๋ถ„๋˜์—ˆ๋‹ค. ์ƒ์œ„๋ฌธ์ œ ๋ฐœ๊ฒฌ ๊ณผ์ •์€ ํ•™๋ฌธ ๊ณต๋™์ฒด์˜ ๋ชฉํ‘œ๋ฅผ ๋‹ด๊ณ  ์žˆ๋Š” ๊ณต์œ ๋œ ๋ฌธ์ œ๋กœ์„œ์˜ ์ƒ์œ„๋ฌธ์ œ๋ฅผ ๋ฐœ๊ฒฌํ•˜๋Š” ๊ฒƒ์œผ๋กœ, ์ƒ์œ„๋ฌธ์ œ ์•ˆ๋ชฉ๊ณผ ์ž์•„๊ฐ€ ํ†ตํ•ฉ๋˜๋Š” ๊ณผ์ •์„ ํ†ตํ•ด ๋ฐœ์ƒํ•˜์˜€๋‹ค. ํ•˜์œ„๋ฌธ์ œ๋ฐœ๊ฒฌ ๊ณผ์ •์€ ์ƒ์œ„๋ฌธ์ œ๋ฅผ ํ•ด๊ฒฐํ•˜๊ธฐ ์œ„ํ•œ ๋‹จ์œ„๋ฌธ์ œ๋กœ์„œ์˜ ํ•˜์œ„ ๋ฌธ์ œ๋ฅผ ๋ฐœ๊ฒฌํ•˜๋Š” ๊ฒƒ์œผ๋กœ, ์ƒ์œ„๋ฌธ์ œ์™€ ์ƒ์œ„๋ฌธ์ œ ์•ˆ๋ชฉ์„ ํ†ตํ•˜์—ฌ ์ƒˆ๋กœ์šด ํ˜„์ƒ, ์ง€์‹, ์ปค๋ฎค๋‹ˆ์ผ€์ด์…˜, ์šฐ์—ฐ์  ์˜๊ฐ๊ณผ ๊ฐ™์€ ์ž๊ทน์„ ํฌ์ฐฉํ•˜๊ณ  ์—ฐํ•ฉํ•˜๋Š” ๊ณผ์ •์—์„œ ์ผ์–ด๋‚ฌ๋‹ค. ์ด๋Ÿฌํ•œ ๋Œ€ํ•™๊ต์ˆ˜๋“ค์˜ ๋ฌธ์ œ๋ฐœ๊ฒฌ ๊ณผ์ •์€ ์„ธ ๊ฐ€์ง€ ํŠน์ง•์œผ๋กœ ์„ค๋ช…๋  ์ˆ˜ ์žˆ๋‹ค. ์ฒซ์งธ, ๋Œ€ํ•™๊ต์ˆ˜๋“ค์ด ๋ฐœ๊ฒฌํ•˜๋Š” ๋ฌธ์ œ๋Š” ๊ทธ๋“ค ๊ฐœ์ธ์˜ ์‚ถ๊ณผ ๊ฒฝํ—˜์„ ๋ฐ˜์˜ํ•˜๋Š” ์—ญ์‚ฌ์  ํŠน์„ฑ์„ ์ง€๋‹ˆ๊ณ  ์žˆ์—ˆ๋‹ค. ๋‘˜์งธ, ํ•˜์œ„๋ฌธ์ œ๋ฐœ๊ฒฌ์€ ์ƒ์œ„๋ฌธ์ œ๋ฐœ๊ฒฌ์ด ์„ ํ–‰๋จ์œผ๋กœ์จ ๊ฐ€๋Šฅํ•œ ์œ„๊ณ„์  ํŠน์„ฑ์ด ์žˆ์—ˆ๋‹ค. ์…‹์งธ, ๋ฌธ์ œํ•ด๊ฒฐ์€ ์ƒˆ๋กœ์šด ๋ฌธ์ œ๋ฐœ๊ฒฌ์œผ๋กœ ์ด์–ด์ง€๋Š” ์ˆœํ™˜์  ํŠน์„ฑ์„ ๋ณด์˜€๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ์ž์‹ ์˜ ๋ถ„์•ผ์—์„œ ์ „๋ฌธ์„ฑ์„ ๊ฐ–์ถ˜ ์ „๋ฌธ๊ฐ€์ธ ๋Œ€ํ•™๊ต์ˆ˜์˜ ์‹ค์ œ ๋ฌธ์ œ๋ฐœ๊ฒฌ ๊ฒฝํ—˜์„ ๋ถ„์„ํ•˜์˜€๋‹ค๋Š” ์ ์—์„œ ์˜์˜๊ฐ€ ์žˆ๋‹ค. ์ด๋ฅผ ํ†ตํ•ด ์ „๋ฌธ๊ฐ€์˜ ๋ฌธ์ œ๋ฐœ๊ฒฌ ๊ณผ์ •์— ๋Œ€ํ•œ ์ดํ•ด๋ฅผ ํ™•์žฅ์‹œํ‚ฌ ์ˆ˜ ์žˆ๋Š” ์ด๋ก ์  ์‹œ์‚ฌ์  ๋ฐ ํ•™๋ฌธ ํ›„์†์„ธ๋Œ€์˜ ํ•™์Šต์„ ์ง€์›ํ•  ์ˆ˜ ์žˆ๋Š” ์‹ค์ฒœ์  ์‹œ์‚ฌ์ ์„ ์ œ๊ณตํ•  ์ˆ˜ ์žˆ์„ ๊ฒƒ์ด๋‹ค.The purpose of this study is to enlarge the understandings of the problem finding process of professors. In order to achieve this, in-depth interviews were conducted with ten professors of high expertise in fields of natural science and humanities. The results of this study were as follows. First, professors problem finding processes were classified into top problem finding process and sub problem finding process. Top problem finding process is to find the top problem that is shared and collective problem in the scholastic community. These top problem emerged at the point where the ego and top problem perspective. The sub problem finding process is professors process of discovering detailed problems to achieve the objectives of top problem. Sub problems are those unshared, individual, and created ones. Sub problem finding was accomplished while top problem and its perspective detected and united cues. These cues included new phenomenon, knowledge, communication, and accidental inspiration. Based on these results, this study found that professors problem finding process had three characteristics. First one is the historicity of problem finding that problems discovered by professors reflect life and experience of individuals. Second one is the hierarchy of problem finding, meaning that top problem finding always occurs before sub problems finding. Last one is the circulation of problem finding. This study has significances as follows. First, it is meaningful that process of problem finding was rather closely examined by conducting study on examples in which actual problem finding took place. Second, this study suggests theoretical implications to the problem finding process of expert. Third, this study could influence on the academic future generations to support their learning

    Learning agility: Issues and Challenges

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    ์ด ์—ฐ๊ตฌ๋Š” ํ•™์Šต๋ฏผ์ฒฉ์„ฑ ์—ฐ๊ตฌ์˜ ์Ÿ์ ์„ ์ธ์ ์ž์›๊ฐœ๋ฐœ์˜ ๊ด€์ ์—์„œ ์‚ดํŽด๋ด„์œผ๋กœ์จ, ํ–ฅํ›„ ์—ฐ๊ตฌ ๋ฐฉํ–ฅ๊ณผ ๊ณผ์ œ๋ฅผ ์ƒˆ๋กญ๊ฒŒ ์ •๋ฆฝํ•ด ๋ณด๊ณ ์ž ์ˆ˜ํ–‰๋˜์—ˆ๋‹ค. ๊ณ ์ž ์žฌ๋ ฅ ์ธ์žฌ์˜ ์กฐ๊ธฐ ์„ ๋ฐœ์ด๋ผ๋Š” ์‹ค์ฒœ์  ๋ชฉ์ ์—์„œ ๋น„๋กฏ๋œ ํ•™์Šต๋ฏผ์ฒฉ์„ฑ ์—ฐ๊ตฌ๋Š” ๊ฐœ์ธ ๊ฐ„ ํŠน์„ฑ ์ฐจ์ด๋ฅผ ๋ฐํžˆ๋Š” ๋ฐ ์ดˆ์ ์„ ๋‘์—ˆ๋˜ ํƒ“์— ๋ฏผ์ฒฉํ•œ ํ•™์Šต์— ๋Œ€ํ•œ ๊ณผ์ •์  ์ดํ•ด์™€ ํ•™์Šต๋ฏผ์ฒฉ์„ฑ์˜ ๊ฐœ๋ฐœ์  ์š”์†Œ์— ๋Œ€ํ•œ ๊ด€์‹ฌ์€ ๋ถ€์กฑํ•˜์˜€๋‹ค. ์ด ์—ฐ๊ตฌ์—์„œ๋Š” ํ•™์Šต๋ฏผ์ฒฉ์„ฑ์˜ ๊ฐœ๋…ํ™”, ์ธก์ • ๋ฐ ํ‰๊ฐ€, ๊ฐœ๋ฐœ๊ณผ ๊ด€๋ จํ•œ ์Ÿ์ ์„ ์ธ์ ์ž์›๊ฐœ๋ฐœ ๊ด€์ ์—์„œ ๋…ผ์˜ํ•˜๊ณ , ์ด๋ฅผ ํ† ๋Œ€๋กœ ํ•™์Šต๋ฏผ์ฒฉ์„ฑ ์—ฐ๊ตฌ๊ฐ€ ์ง๋ฉดํ•œ ๋„์ „๊ณผ ์ƒˆ๋กœ์šด ๊ธฐํšŒ๋ฅผ ์ œ์‹œํ•˜์˜€๋‹ค. ์ฒซ์งธ, ๊ฒฝํ—˜ํ•™์Šต์˜ ๋งฅ๋ฝ๊ณผ ๊ณผ์ •์— ๋Œ€ํ•œ ๊ตฌ์ฒด์  ์ดํ•ด๋ฅผ ํ† ๋Œ€๋กœ ํ•™์Šต๋ฏผ์ฒฉ์„ฑ์˜ ๊ฐœ๋…์„ ์ •๋ฆฝํ•˜๊ณ  ์ •์˜ํ•˜๋ ค๋Š” ๋…ธ๋ ฅ์ด ํ•„์š”ํ•˜๋‹ค. ๋‘˜์งธ, ํ•™์Šต๋ฏผ์ฒฉ์„ฑ์˜ ๋‹ค์ฐจ์›์„ฑ์„ ๋’ท๋ฐ›์นจํ•˜๋Š” ์ด๋ก ์  ๊ตฌ์กฐ์˜ ๊ทœ๋ช…๊ณผ ๋ฏผ์ฒฉํ•œ ํ•™์Šต์ž์˜ ํ–‰๋™ ํŠน์„ฑ์— ๊ธฐ์ดˆํ•œ ์ธก์ •๋„๊ตฌ ๊ฐœ๋ฐœ์ด ํ•„์š”ํ•˜๋‹ค. ๋งˆ์ง€๋ง‰์œผ๋กœ, ํ•™์Šต๋ฏผ์ฒฉ์„ฑ์˜ ๊ฐœ๋ฐœ ๊ฐ€๋Šฅ์„ฑ์„ ๋†’์ด๊ธฐ ์œ„ํ•ด์„œ๋Š” ๊ฒฝํ—˜ํ•™์Šต์˜ ๊ฐ ๋‹จ๊ณ„์—์„œ ์†๋„์™€ ์œ ์—ฐ์„ฑ์„ ๋†’์ด๋Š” ๋ฐ ํšจ๊ณผ์ ์œผ๋กœ ํ™œ์šฉ๋  ์ˆ˜ ์žˆ๋Š” ๊ฐœ์ธ ์ฐจ์›์˜ ๊ธฐ์ˆ , ์ ‘๊ทผ, ์ „๋žต์„ ๊ทœ๋ช…ํ•จ๊ณผ ๋™์‹œ์—, ๋ฏผ์ฒฉํ•œ ํ•™์Šต์„ ์ด‰์ง„ํ•˜๋Š” ์ƒํ™ฉ์ ยทํ™˜๊ฒฝ์  ํŠน์„ฑ์„ ๋ฐํž ํ•„์š”๊ฐ€ ์žˆ๋‹ค. The purpose of this paper is to examine the issues of research on learning agility and to suggest a new direction for future research direction from the perspective of human resource development. The research on learning agility, which originated from the purpose of selecting high potentials, has focused on identifying individual characteristics. Few researcher has taken account of the process of agile learning and the developmental factors of learning agility. This paper discussed the issues pertinent to defining, measuring and developing learning agility in the perspective of human resource development and suggested thereby the opportunities and challenges of research on learning agility. First, it is necessary to develop and define the concept of learning agility grounded on the solid understanding of both experiential learning process and work experience as a learning context. Second, the multidimensionality of learning agility construct should be supported by theories, and the measurement of learning agility need to base on the behavioral characteristics of the agile learner. Last but not least, to enhance the developability of learning agility, personal skills, approaches, and strategies those are effectively related to the speed and flexibility of learning in each stage of experiential learning process should be explained. Along with this, it is required to display the contextual and environmental factors moderating the agile learning of organizational members for the integrative approach.N

    Lessons from Experience of Entrepreneurs

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    ๋ณธ ์—ฐ๊ตฌ์—์„œ๋Š” ์ฐฝ์—…๊ฐ€๊ฐ€ ์ฐฝ์—… ์ดํ›„ ๊ฒช๋Š” ๋‹ค์–‘ํ•œ ๊ฒฝํ—˜์„ ํ†ตํ•˜์—ฌ ๋ฌด์—‡์„ ๋ฐฐ์šฐ๋Š”๊ฐ€์— ์ฃผ๋ชฉํ•˜๊ณ , ๊ทธ ๋‚ด์šฉ ๋ฐ ํŠน์ง•์— ๊ด€ํ•˜์—ฌ ํƒ๊ตฌํ•˜์˜€๋‹ค. ์ด๋ฅผ ์œ„ํ•ด ์ฐฝ์—…ํ•œ ์ง€ 3๋…„ ์ด์ƒ ๋œ ์ฐฝ์—…๊ฐ€ 16๋ช…์„ ๋Œ€์ƒ์œผ๋กœ ์‹ฌ์ธต๋ฉด๋‹ด์„ ์ˆ˜ํ–‰ํ•˜๊ณ , ๊ตฌ์ˆ  ์ž๋ฃŒ๋ฅผ ๋ฐ”ํƒ•์œผ๋กœ ์งˆ์  ์—ฐ๊ตฌ๋ฅผ ์‹ค์‹œํ•˜์˜€๋‹ค. ์—ฐ๊ตฌ์˜ ๊ฒฐ๊ณผ๋Š” ๋‹ค์Œ๊ณผ ๊ฐ™๋‹ค. ์ฒซ์งธ, ์ฐฝ์—…๊ฐ€๋Š” ์‚ฌ์—… ๋ชฉํ‘œ์™€ ๊ด€๋ จํ•˜์—ฌ ์ด์œค๊ณผ ๊ฐ€์น˜์˜ ์ค‘์š”์„ฑ, ์ž์•„์— ๊ด€ํ•˜์—ฌ ๊ฐ€๋Šฅ์„ฑ๊ณผ ํ•œ๊ณ„ ์ธ์‹์˜ ๊ณต์กด, ์ธ๊ฐ„ ๊ด€๊ณ„์— ๊ด€ํ•˜์—ฌ ์นœ๋ฐ€๊ฐ๊ณผ ์ ์ ˆํ•œ ๊ฑฐ๋ฆฌ๋‘๊ธฐ, ๊ทธ๋ฆฌ๊ณ  ๊ฒฝ์˜๊ณผ ๊ด€๋ จํ•˜์—ฌ ์ง๊ด€๊ณผ ์ „๋ฌธ์ง€์‹์„ ๋™์‹œ์— ํ™œ์šฉํ•œ ์˜์‚ฌ๊ฒฐ์ •์˜ ๊ธฐ์ˆ ์„ ์Šต๋“ํ•œ๋‹ค. ๋‘˜์งธ, ์ฐฝ์—…๊ฐ€๋“ค์€ ์ž์•„, ์‚ฌ์—…, ๊ด€๊ณ„, ๊ฒฝ์˜์˜ ์˜์—ญ์—์„œ ๊ฐ๊ฐ ๋ชจ์ˆœ๋œ ๊ฒƒ์ฒ˜๋Ÿผ ๋ณด์ด๋Š” ๊ฐ€์น˜๋ฅผ ํ•œ๊บผ๋ฒˆ์— ์ข‡๋Š”๋‹ค๋Š” ํŠน์ง•์„ ๋ณด์ธ๋‹ค. ์ด๊ฒƒ์€ ์ผ๊ฒฌ ์ž๊ฐ€๋‹น์ฐฉ์ฒ˜๋Ÿผ ๋ณด์ด๋‚˜, ์กฐํ™”์™€ ๊ท ํ˜•์„ ํ†ตํ•˜์—ฌ ๋ถˆ์ผ์น˜๋ฅผ ํ•ด๊ฒฐํ•˜๊ณ  ์žˆ๋‹ค. ๋ณธ ์—ฐ๊ตฌ์—์„œ๋Š” ์ด๋Ÿฌํ•œ ํŠน์ง•์„ ์–‘๊ฐ€์„ฑ์œผ๋กœ ์„ค๋ช…ํ•˜์˜€๋‹ค. ์…‹์งธ, ์ด๋Ÿฌํ•œ ์ฐฝ์—…๊ฐ€์˜ ํ•™์Šต์„ ๊ด€ํ†ตํ•˜๋Š” ์›๋ฆฌ๋กœ ๊ด€๊ณ„์— ์˜ํ•œ, ๊ด€๊ณ„๋ฅผ ํ†ตํ•œ ์„ฑ์žฅ์„ ์ œ์‹œํ•˜์˜€๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ๋‹ค์Œ๊ณผ ๊ฐ™์€ ์˜์˜๋ฅผ ๊ฐ™๋Š”๋‹ค. ์ฒซ์งธ, ์ฐฝ์—…๊ฐ€๊ฐ€ ๊ฒฝํ—˜์„ ํ†ตํ•ด ํ•™์Šตํ•˜๋Š” ๋‚ด์šฉ์€ ์ง€์‹์ด๋‚˜ ๊ธฐ์ˆ ์˜ ์ถ•์ ๋ณด๋‹ค๋Š” ๊ธฐ์กด ์˜๋ฏธ๊ตฌ์กฐ์˜ ํ•ด์ฒด์™€ ์žฌ๊ตฌ์„ฑ์„ ๋œปํ•˜๋Š” ๊ณ ์ˆ˜์ค€ ํ•™์Šต์˜ ์„ฑ๊ฒฉ์„ ๊ฐ–๋Š”๋‹ค๋Š” ์ ์„ ๋ฐํ˜€๋ƒˆ๋‹ค. ๋‘˜์งธ, ํ˜์‹ ๊ฐ€์˜ ์ด๋ฏธ์ง€๊ฐ€ ๊ฐ•์กฐ๋˜๋Š” ์ฐฝ์—…๊ฐ€์ •์‹  ๋‹ด๋ก ์—์„œ ํ˜„์‹ค์ ์ธ ๋น„์ฆˆ๋‹ˆ์Šค๋งจ์œผ๋กœ์„œ์˜ ํŠน์ง•์— ์ฃผ๋ชฉํ•  ๊ฒƒ์„ ์ œ์‹œํ•˜์˜€๋‹ค. ์…‹์งธ, ์ฐฝ์—…๊ฐ€๊ต์œก์—์„œ ์„ ๋ฐฐ ์ฐฝ์—…๊ฐ€ ๋ฐ ์˜ˆ๋น„์ฐฝ์—…์ž ์‚ฌ์ด์˜ ๊ด€๊ณ„ ํ˜•์„ฑ์„ ํ†ตํ•œ ํ•™์Šต์„ ์ œ์•ˆํ•˜์˜€๋‹ค. The purpose of this research study is to investigate the lessons from entrepreneurial experience that lead to entrepreneurs personal development as well as to the development of their organization. The topic was explored by conducting in-depth interviews with 16 entrepreneurs who have more than 3 years of experience in working in their own enterprise. The findings of this study are summarized as follows. First, entrepreneurs learn lessons on the various aspects of business, the self, human network, and management. More specifically, in each category, they receive messages that seem contradictory at first glance: they learn about the importance of both profit and value in business, about their own limitations and possibilities, about intimacy versus keeping distance in networking, and about intuition and expert knowledge in management. Second, despite the ambivalence and paradoxicality inherent in these lessons, the entrepreneurs integrate them through harmonizing and balancing. Third, human relationships play a key role in entrepreneurs learning and growth. Establishing and managing relationships is such a significant activity for entrepreneurs that it is, either directly or indirectly, connected to all types of growth experience. Furthermore, entrepreneurs learn about business, the self, network, and management through socializing with other people. This studys contribution is threefold. First, entrepreneurs learning from experience is a kind of higher-level learning, a transformation of ones meaning structure. Second, it is suggested that entrepreneurs profit-seeking image as a businessman need to be emphasized in relation to entrepreneurship. Third, learning through relationships with more experienced entrepreneurs or peers is important in entrepreneur education.N

    Interdisciplinary Researchers: How Did They Cross the Boundaries and Do Interdisciplinary Research?

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    ๋ณธ ์—ฐ๊ตฌ์˜ ๋ชฉ์ ์€ ๊ณผํ•™๊ธฐ์ˆ  ๋ถ„์•ผ์˜ ์—ฐ๊ตฌ์ž๋“ค์ด ์–ด๋–ป๊ฒŒ ์œตํ•ฉ์—ฐ๊ตฌ์— ์ž…๋ฌธํ•˜๋ฉฐ ์–ด๋–ค ๊ณผ์ •์„ ๊ฑฐ์ณ ์œตํ•ฉ์—ฐ๊ตฌ๋ฅผ ์ˆ˜ํ–‰ํ•˜๋Š”์ง€๋ฅผ ์‹ฌ์ธต์ ์œผ๋กœ ๋ถ„์„ํ•จ์œผ๋กœ์จ, ์œตํ•ฉ์ธ์žฌ์˜ ์„ฑ์žฅ์„ ๋ณด๋‹ค ๊ตฌ์ฒด์ ์œผ๋กœ ์ดํ•ดํ•˜๊ณ  ์ด๋“ค์˜ ์„ฑ์žฅ์„ ์ด‰์ง„ํ•˜๊ธฐ ์œ„ํ•œ ์ง€์› ๋ฐฉํ–ฅ์„ ๋ชจ์ƒ‰ํ•˜๋Š” ๊ฒƒ์ด๋‹ค. ์ด๋ฅผ ์œ„ํ•ด ์œตํ•ฉ์—ฐ๊ตฌ๋ฅผ ํ†ตํ•ด ์„ฑ๊ณผ๋ฅผ ์ด๋ฃฌ ๊ณผํ•™๊ธฐ์ˆ  ๋ถ„์•ผ์˜ ์œตํ•ฉ์—ฐ๊ตฌ์ž 20๋ช… ์„ ๋Œ€์ƒ์œผ๋กœ ์งˆ์  ์‚ฌ๋ก€์—ฐ๊ตฌ๋ฅผ ์ˆ˜ํ–‰ํ•˜์˜€๋‹ค. ์—ฐ๊ตฌ ๊ฒฐ๊ณผ, ๊ณผํ•™๊ณ„์˜ ์ƒˆ๋กœ์šด ์กฐ๋ฅ˜, ์—ฐ๊ตฌ์ž๊ฐ€ ์†Œ์†๋œ ๋ถ„์•ผ์˜ ๊ฐœ๋ฐฉ์„ฑ, ๋Œ€ํ•™์˜ ์ •์ฑ…์  ์ง€์›๊ณผ ๊ต์ˆ˜ํ‰๊ฐ€ ๋ฐฉ์‹์˜ ๋ณ€ํ™”๊ฐ€ ์œตํ•ฉ์—ฐ๊ตฌ ์ž…๋ฌธ์˜ ๊ณ„๊ธฐ๊ฐ€ ๋œ ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ์—ฐ๊ตฌ์ž๋“ค์ด ์œตํ•ฉ ์—ฐ๊ตฌ์— ์ž…๋ฌธํ•˜๋Š” ์–‘์ƒ์€ ๋‹ค์–‘ํ•˜๊ฒŒ ๋‚˜ํƒ€๋‚ฌ๋Š”๋ฐ, ๋ณธ ์—ฐ๊ตฌ์—์„œ๋Š” ์ด๋ฅผ ์ ์ง„์  ์ง„ํ™”ํ˜•, ๋…ธ๋งˆ๋“œํ˜•, ๋„์•ฝํ˜•์œผ๋กœ ์œ  ํ˜•ํ™”ํ•˜์˜€๋‹ค. ์—ฐ๊ตฌ์ž๋“ค์ด ์œตํ•ฉ์—ฐ๊ตฌ๋ฅผ ์ง„ํ–‰ํ•˜๋Š” ๊ณผ์ •์€, ํƒ€ ๋ถ„์•ผ ์กฐ์šฐ, ํƒ€ ๋ถ„์•ผ ์ดํ•ด, ์œตํ•ฉ๊ฐ€๋Šฅ์„ฑ์˜ ๋ฐœ๊ฒฌ๊ณผ ์‹ค ํ–‰, ์œตํ•ฉ์—ฐ๊ตฌ์˜ ๊ฒฐ์‹ค์˜ ๋„ค ๊ตญ๋ฉด์œผ๋กœ ์ด๋ฃจ์–ด์ง€๊ณ  ์žˆ์œผ๋ฉฐ, ์„ฑ๊ณผ๋„์ถœ ์ง€์—ฐ ๋ฐ ์‹คํŒจ๋ฅผ ๊ฒฝํ—˜ํ•˜๊ธฐ๋„ ํ•˜๋Š” ๊ฒƒ์œผ๋กœ ๋“œ๋Ÿฌ๋‚ฌ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ์—ฐ๊ตฌ์ž๋“ค์˜ ์œตํ•ฉ์—ฐ๊ตฌ ์ž…๋ฌธ์—๋Š” ๊ณผํ•™๊ณ„์˜ ์กฐ๋ฅ˜์™€ ํ™˜๊ฒฝ์š”์ธ์ด ํฐ ์˜ํ–ฅ์„ ๋ฏธ์ณค๋‹ค๋Š” ์ ๊ณผ ์œตํ•ฉ ์—ฐ๊ตฌ ๊ณผ์ •์—์„œ ๊ณต๋™์—ฐ๊ตฌ๋ฅผ ์œ„ํ•œ ํ˜‘๋ ฅ๋งŒํผ์ด๋‚˜ ์—ฐ๊ตฌ์ž ๊ฐœ์ธ์ด ํƒ€ ๋ถ„์•ผ๋ฅผ ์ดํ•ดํ•˜๊ณ  ๋‚ด์ ์œผ๋กœ ์ˆ˜์šฉํ•ด ๋‚ด๋Š” ๊ณผ์ •์ด ์ค‘์š”ํ•˜๋‹ค๋Š” ์‚ฌ์‹ค์„ ๋ฐœ๊ฒฌํ•˜์˜€๋‹ค๋Š” ์ , ์œตํ•ฉ์ธ์žฌ์˜ ์„ฑ์žฅ์„ ์ง€์›ํ•˜๊ธฐ ์œ„ํ•œ ํ•œ๊ตญํ˜• ์ •์ฑ…๊ณผ ํ”„๋กœ๊ทธ๋žจ์˜ ๊ตฌ์ƒ์— ๋ณด๋‹ค ์ ํ•ฉํ•œ ์ž๋ฃŒ๋ฅผ ์ œ๊ณตํ•˜์˜€๋‹ค๋Š” ์ ์—์„œ ์˜์˜๊ฐ€ ์žˆ๋‹ค. This study was conducted to understand the development of interdisciplinary researcher and find the proper way to support interdisciplinary researchers development. To fulfill the research purpose, 20 scientists who achieve interdisciplinary research performance were interviewed in-depth. Megatrend of scientific research, the characteristics of the fields, the universities' policy to support the interdisciplinary research, and professor evaluation criteria were major background factors to make researchers to begin interdisciplinary researches. The ways to begin interdisciplinary research were categorized into three type: gradual evolution, nomad, and leaping. The process of interdisciplinary research were composed of encountering and understanding heterogeneous field, discovering interdisciplinary research opportunity, and bearing fruits of interdisciplinary research. But some researchers experienced the delay and failure of interdisciplinary research. This study contributes to our understanding interdisciplinary research as it reveals the fact that researchers internal understanding and accepting heterogeneous field is important for interdisciplinary collaborative research as well as cooperation. And it also promotes our understanding scientists development as it reveals that the environment surrounding scientific research can affect not only rise and fall of research but choice of theme and directions of researches.์ด ์—ฐ๊ตฌ๋Š” 2011๋…„๋„ ์ •๋ถ€์žฌ์›(๊ต์œก๊ณผํ•™๊ธฐ์ˆ ๋ถ€ ์‚ฌํšŒ๊ณผํ•™์—ฐ๊ตฌ์ง€์›์‚ฌ์—…)์œผ๋กœ ํ•œ๊ตญ์—ฐ๊ตฌ์žฌ๋‹จ์˜ ์ง€์›์„ ๋ฐ›์•„ ์ˆ˜ํ–‰๋˜์—ˆ์Œ(NRF-2011-330-B00218)

    A Study of the Interchanging Experiences at the Trading Zone : Focusing on the Case of Interdisciplinary Researchers

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    ๋ณธ ์—ฐ๊ตฌ์˜ ๋ชฉ์ ์€ ์œตํ•ฉ์—ฐ๊ตฌ๋ฅผ ์ˆ˜ํ–‰ํ•œ ๊ณผํ•™์ž์˜ ๊ต์—ญ์ง€๋Œ€ ๊ต๋ฅ˜๊ฒฝํ—˜์„ ๊ทœ๋ช…ํ•˜๋Š” ๊ฒƒ์ด๋‹ค. ์ด๋ฅผ ์œ„ํ•ด ์œตํ•ฉ์—ฐ๊ตฌ๋ฅผ ์ˆ˜ํ–‰ํ•œ ๊ณผํ•™์ž 18๋ช…์„ ์‹ฌ์ธต๋ฉด๋‹ดํ•˜์—ฌ ๊ต์—ญ์ง€๋Œ€์—์„œ์˜ ๊ต๋ฅ˜ํ™œ๋™๊ณผ ๊ฐˆ๋“ฑ์–‘์ƒ, ๊ต์—ญ์ง€๋Œ€ ๊ต๋ฅ˜๊ฒฝํ—˜์˜ ์˜๋ฏธ๋ฅผ ๋ถ„์„ํ•˜์˜€๋‹ค. ์œตํ•ฉ์—ฐ๊ตฌ์ž๋“ค์˜ ๊ต์—ญ์ง€๋Œ€ ๊ต๋ฅ˜ํ™œ๋™์€ ๊ด€๊ณ„ํ˜•์„ฑ, ํ•ฉ์˜๋„์ถœ, ์ „๋ฌธ์„ฑ๊ตํ™˜์œผ๋กœ ๋ถ„์„๋˜์—ˆ๋‹ค. ๊ด€๊ณ„ํ˜•์„ฑ๊ตญ๋ฉด์—์„œ ์œตํ•ฉ์—ฐ๊ตฌ์ž๋“ค์€ ์ง€์ ๋งŒ๋‚จ๊ณผ ํ˜‘๋ ฅ๊ด€๊ณ„๋ฅผ ํ˜•์„ฑํ•˜๋ฉฐ ์˜์‚ฌ๊ฒฐ์ •์˜ ํšจ์œจ์„ฑ๊ณผ ์ „๋ฌธ์„ฑ์˜ ํ™•์žฅ์„ ์œ„ํ•œ ์‚ฌ์ „ ๊ทœ์น™์„ ์„ค์ •ํ•˜์—ฌ ์ƒํ˜ธ๊ฐ„ ์ „๋ฌธ์„ฑ ๊ต๋ฅ˜๋ฅผ ์œ„ํ•œ ๊ต์ˆ˜/ํ•™์Šต ๊ด€๊ณ„๋ฅผ ๋งบ๋Š”๋‹ค. ์ด๋Ÿฌํ•œ ๊ด€๊ณ„ํ˜•์„ฑ์—์„œ ํ•ฉ์˜๊ฐ€ ๋„์ถœ๋˜๊ณ  ๊ถ๊ทน์ ์œผ๋กœ ์ „๋ฌธ์„ฑ์˜ ๊ตํ™˜์ด ์ผ์–ด๋‚˜ ์ด๋“ค๊ฐ„์˜ ๊ต๋ฅ˜๊ฒฝํ—˜์€ ๊ฐœ๋ณ„ ์—ฐ๊ตฌ์ž์˜ ์„ฑ์žฅ์„ ์ด‰์ง„ํ•˜๋Š” ๊ฒฐ์ •๊ฒฝํ—˜์œผ๋กœ ์ž‘๋™ํ•œ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ์œตํ•ฉ์—ฐ๊ตฌ์ž๊ฐ„์˜ ๊ต์—ญ์ง€๋Œ€ ๊ฒฝํ—˜๊ณผ์ •๊ณผ ๊ทธ ์˜๋ฏธ๋ฅผ ๋ถ„์„ํ•จ์œผ๋กœ์จ ๋ถ„๊ณผํ™” ๋œ ํ•™๋ฌธ ํ’ํ† ์—์„œ ์œตํ•ฉ์—ฐ๊ตฌ๋ฅผ ์ด‰์ง„ํ•˜๋Š” ๋ฉ”์นด๋‹ˆ์ฆ˜์ด ๋ฌด์—‡์ด๋ฉฐ ์œตํ•ฉ์—ฐ๊ตฌ๋ฅผ ์ด‰์ง„ํ•˜๋Š” ๋ฐ ํ•„์š”ํ•œ ๋ฐฉ์•ˆ์„ ํƒ์ƒ‰ํ•˜๋Š” ๋ฐ ์‹œ์‚ฌ์ ์„ ์ œ๊ณตํ•œ๋‹ค.The purpose of this study is to understand the process of interdisciplinary research by examining the trading experience in the trading zone and to make suggestion on creating a successful trading zone. Trading zone is known to location in which communities with a deep problem of communication manage to communicate. Accordingly, interviews were conducted with 18 scientists and scientific technicians who had experiences of interdisciplinary research. Interchanging activities in the trading zone ware proven to be Engaging, Drawing agreements, Exchanging their expertise for decision making of research and expansion of researchers expertise. Also, the meaning of interchanging experience of researchers in the trading zone are turning point of research and rethinking about research abilities oneself that was shown as crystallizing and meaningful experiences. The contributions of this study is the understanding of interdisciplinary research and the trading zone by exploratory approach. In addition, the study helped the discovery of new possibilities of constituting expertise which are present in the trading zone and development researchers who work in science and technology

    A Study on the Scholarly Passion Formation Process of Professor: Focused on Professor in Science and Engineering

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    ๋ณธ ์—ฐ๊ตฌ์˜ ๋ชฉ์ ์€ ๋Œ€ํ•™๊ต์ˆ˜์˜ ํ•™๋ฌธ์—ด์ • ํ˜•์„ฑ๊ณผ์ •์„ ์‚ดํŽด๋ด„์œผ๋กœ์จ ํ•™๋ฌธ ๋ถ„์•ผ์—์„œ์˜ ์ „๋ฌธ์„ฑ ๊ฐœ๋ฐœ ์›๋™๋ ฅ์„ ๊ทœ๋ช…ํ•˜๋Š” ๊ฒƒ์ด๋‹ค. ์ด๋ฅผ ์œ„ํ•ด ํ•™๋ฌธ์—ด์ •์ด ๋†’๋‹ค๊ณ  ์ธ์ •๋˜๋Š” ๊ตญ๋‚ด ๋Œ€ํ•™๊ต์ˆ˜ 17๋ช…์„ ๋Œ€์ƒ์œผ๋กœ ์‹ฌ์ธต๋ฉด๋‹ด์„ ์‹ค์‹œํ•˜์—ฌ ๋Œ€ํ•™๊ต์ˆ˜์˜ ํ•™๋ฌธ์—ด์ •๊ณผ ํ˜•์„ฑ๊ณผ์ •, ๊ทธ๋ฆฌ๊ณ  ํ˜•์„ฑ๊ณผ์ •์˜ ํŠน์ง•์„ ๊ณ ์ฐฐํ•˜์˜€๋‹ค. ์—ฐ๊ตฌ๊ฒฐ๊ณผ, ๋Œ€ํ•™๊ต์ˆ˜์˜ ํ•™๋ฌธ์—ด์ •์€ ์ƒ์กด ์—ด์ •๊ณผ ์‹คํ˜„ ์—ด์ •์œผ๋กœ ๊ตฌ๋ถ„๋˜์—ˆ๋‹ค. ์ƒ์กด ์—ด์ •์€ ๊ต์ˆ˜ ์ดˆ์ž„๊ธฐ ํ•™๊ณ„์—์„œ ๋…๋ฆฝ๋œ ์—ฐ๊ตฌ์ž๋กœ์„œ ์ƒ์กดํ•˜๊ธฐ ์œ„ํ•ด ๊ฐœ์ธ ์—ฐ๊ตฌ์— ๋ชจ๋“  ์‹œ๊ฐ„๊ณผ ์—๋„ˆ์ง€๋ฅผ ์ง‘์ค‘ํ•˜๋ฉฐ, ํ˜„์žฌ ์ง„ํ–‰ ์ค‘์ธ ์—ฐ๊ตฌ ๊ณผ์ •์—์„œ์˜ ์žฌ๋ฏธ์™€ ๊ธฐ์จ์„ ๋งŒ๋ฝํ•˜๋Š” ํŠน์ง•์„ ๋ณด์˜€๋‹ค. ๋ฐ˜๋ฉด, ์‹คํ˜„ ์—ด์ •์€ ํ•™๊ณ„ ์„ ๊ตฌ์ž๋กœ ํ‰์ƒ์˜ ๊ฟˆ์„ ์‹คํ˜„ํ•˜๊ธฐ ์œ„ํ•ด ๋Š์ž„์—†์ด ํ•™์Šตํ•˜๋ฉฐ, ๋†’์•„์ง„ ์˜ํ–ฅ๋ ฅ๊ณผ ๋ช…์„ฑ์œผ๋กœ ์ฑ…์ž„๊ฐ๊ณผ ๋‘๋ ค์›€์„ ๋Š๋ผ๋Š” ํŠน์ง•์„ ๋ณด์˜€๋‹ค. ๋‹ค์Œ์œผ๋กœ, ํ•™๋ฌธ์—ด์ •์€ ํฌ๊ฒŒ ์„ธ ๊ฐ€์ง€ ๊ณผ์ •์— ์˜ํ•ด ํ˜•์„ฑ๋˜์—ˆ๋‹ค. ์ฒซ์งธ, ์ง€์  ํ˜ธ๊ธฐ์‹ฌ์„ ํ•ด๊ฒฐํ•˜๊ณ , ํ•™๋ฌธ์  ์˜ํ–ฅ๋ ฅ์„ ๋ฐœํœ˜ํ•˜๋ฉฐ, ํ•™๊ณ„๋กœ๋ถ€ํ„ฐ ์ธ์ •๋ฐ›๊ณ ์ž ํ•˜๋Š” ํ•™๋ฌธ์  ์š•๊ตฌ๋ฅผ ์ถฉ์กฑํ•˜๊ณ ์ž ํ•˜๋Š” ๊ณผ์ •์—์„œ ํ˜•์„ฑ๋˜์—ˆ๋‹ค. ๋‘˜์งธ, ํ•™๋ฌธํ™œ๋™์˜ ์˜๋ฏธ๋ฅผ ์ง€์†์ ์œผ๋กœ ํ˜•์„ฑํ•˜๋Š” ์ •๋‹นํ™” ๊ณผ์ •์—์„œ ํ˜•์„ฑ๋˜์—ˆ๋‹ค. ์…‹์งธ, ์—ฐ๊ตฌ์ž๋ผ๋Š” ๋‹จ์ผํ•œ ์—ญํ•  ์ •์ฒด์„ฑ์—์„œ ์—ฐ๊ตฌ์ž์™€ ๊ต์œก์ž์˜ ์—ญํ•  ์ •์ฒด์„ฑ์œผ๋กœ ์žฌ๊ตฌ์„ฑํ•˜๋Š” ๊ณผ์ •์—์„œ ํ˜•์„ฑ๋˜์—ˆ๋‹ค. ๋งˆ์ง€๋ง‰์œผ๋กœ, ๋Œ€ํ•™๊ต์ˆ˜๋“ค์˜ ํ•™๋ฌธ์—ด์ •์€ ์ƒ์กด ์—ด์ •์—์„œ ์‹คํ˜„ ์—ด์ •์œผ๋กœ ์งˆ์ ์œผ๋กœ ๋ณ€ํ™”ํ•˜๋ฉฐ, ์ฃผ๋„์ ์œผ๋กœ ํ˜•์„ฑ๋œ๋‹ค๋Š” ํŠน์ง•์ด ์žˆ์—ˆ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ํ•™๊ณ„ ์ตœ๊ณ  ์ „๋ฌธ๊ฐ€์ธ ๋Œ€ํ•™๊ต์ˆ˜์˜ ํ•™๋ฌธ์—ด์ • ํ˜•์„ฑ๊ณผ์ •์„ ๊ทธ๋“ค์˜ ์‹ค์ œ ๊ฒฝํ—˜์„ ๋ถ„์„ํ•˜์—ฌ ์งˆ์ ์œผ๋กœ ๊ทœ๋ช…ํ•˜์˜€ ๋‹ค๋Š” ์ ์—์„œ ์˜์˜๊ฐ€ ์žˆ๋‹ค. ์ด๋ฅผ ํ†ตํ•ด ์ „๋ฌธ์„ฑ ๊ฐœ๋ฐœ ์›๋™๋ ฅ์œผ๋กœ์„œ ์—ด์ •์˜ ํ˜•์„ฑ๊ณผ์ •์— ๋Œ€ํ•œ ์ดํ•ด๋ฅผ ํ™•์žฅํ•  ์ˆ˜ ์žˆ๋Š” ์ด๋ก ์  ์‹œ์‚ฌ์  ๋ฐ ํ•™๊ณ„ ๊ตฌ์„ฑ์›์˜ ํ•™๋ฌธ์—ด์ •์„ ๊ณ ์ทจํ•  ์ˆ˜ ์žˆ๋Š” ์‹ค์ฒœ์  ์‹œ์‚ฌ์ ์„ ์ œ๊ณตํ•  ์ˆ˜ ์žˆ์„ ๊ฒƒ์ด๋‹ค

    Study on the process of individual expertise expansion from technical domain to managerial domain

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    ์ด ์—ฐ๊ตฌ๋Š” ๊ธฐ์ˆ  ์˜์—ญ์—์„œ ๊ฒฝ์˜ ์˜์—ญ์œผ๋กœ ์ „๋ฌธ์„ฑ์„ ํ™•์žฅํ•˜๋Š” ๋ฐ ์„ฑ๊ณตํ•œ ๊ธฐ์ˆ ๊ฒฝ์˜ ์ธ์žฌ๋ฅผ ๋Œ€์ƒ์œผ๋กœ ์ „๋ฌธ์„ฑ ํ™•์žฅ ๊ณผ์ •์ด ์–ด๋–ป๊ฒŒ ์ด๋ฃจ์–ด์ง€๋ฉฐ, ์ด ๊ณผ์ •์ด ์ถ”๋™๋˜๋Š” ์›๋ฆฌ๋Š” ๋ฌด์—‡์ธ์ง€์— ๊ด€ํ•ด ํƒ๊ตฌํ•˜์˜€๋‹ค. ์ด๋ฅผ ์œ„ํ•ด 16์ธ์˜ ๊ธฐ์ˆ ๊ฒฝ์˜ ์ธ์žฌ๋ฅผ ๋Œ€์ƒ์œผ๋กœ ๋ฉด๋‹ด์„ ์ง„ํ–‰ํ•˜์˜€์œผ๋ฉฐ, ๊ตฌ์„ฑ์ฃผ์˜์  ๊ทผ๊ฑฐ์ด๋ก  ์ ‘๊ทผ์„ ํ†ตํ•ด ์ž๋ฃŒ๋ฅผ ์ˆ˜์ง‘ํ•˜๊ณ  ๋ถ„์„ํ•˜์˜€๋‹ค. ์—ฐ๊ตฌ ๊ฒฐ๊ณผ, ๊ธฐ์ˆ ๊ณผ ๊ฒฝ์˜ ๋‘ ์˜์—ญ ๊ฐ„ ์ฐจ์ด๋กœ ์ธํ•œ ๊ด€์ ์˜ ์ถฉ๋Œ๊ณผ ์ด๋Ÿฌํ•œ ์ถฉ๋Œ์„ ๊ทน๋ณตํ•จ์œผ๋กœ์จ ๋‚˜ํƒ€๋‚œ ๊ด€์ ์˜ ํ™•์žฅ์ด ์ „๋ฌธ์„ฑ ํ™•์žฅ ๊ณผ์ •์˜ ํ•ต์‹ฌ์ ์ธ ํ˜„์ƒ์œผ๋กœ ๋“œ๋Ÿฌ๋‚ฌ๋‹ค. ์ฆ‰, ๊ธฐ์ˆ ๊ฒฝ์˜ ์ธ์žฌ์˜ ์ „๋ฌธ์„ฑ ํ™•์žฅ ๊ณผ์ •์€ ๋‹จ์ผ ์ „๋ฌธ์„ฑ ๋‹จ๊ณ„์— ํ˜•์„ฑ๋œ ๊ธฐ์ˆ ์ž์  ๊ด€์ ์ด ๊ณผ๋„๊ธฐ์  ์ „๋ฌธ์„ฑ ๋‹จ๊ณ„์—์„œ ๊ฒฝ์˜ ์˜์—ญ์˜ ๊ด€์ ๋“ค๊ณผ ์ถฉ๋Œํ•˜๋ฉฐ ์ƒˆ๋กœ์šด ์˜์—ญ์— ๋Œ€ํ•œ ํƒ์ƒ‰์  ํ•™์Šต์„ ์ผ์œผํ‚ด์œผ๋กœ์จ, ์ด์ค‘ ์ „๋ฌธ์„ฑ ๋‹จ๊ณ„์— ์ด๋ฅด๋Ÿฌ ํ™•์žฅ๋œ ๊ด€์ ์— ๋„๋‹ฌํ•˜๋Š” ๊ณผ์ •์œผ๋กœ ์„ค๋ช…๋˜์—ˆ๋‹ค. ํ•œํŽธ, ์ด ์—ฐ๊ตฌ์—์„œ๋Š” ์ „๋ฌธ์„ฑ ํ™•์žฅ์ด ๋นจ๋ฆฌ ์ผ์–ด๋‚˜๋„๋ก ๋„์šด ๊ฐ€์† ์š”์ธ๊ณผ ์ „๋ฌธ์„ฑ ํ™•์žฅ ๊ณผ์ •์„ ์ง€์†ํ•  ์ˆ˜ ์žˆ๋„๋ก ๋„์šด ์ง€์† ์š”์ธ์„ ๋ฐํž˜์œผ๋กœ์จ, ์ „๋ฌธ์„ฑ ํ™•์žฅ์ด ์–ด๋–ป๊ฒŒ ์ถ”๋™๋˜์—ˆ๋Š”์ง€ ์„ค๋ช…ํ•˜์˜€๋‹ค. ์ด์™€ ๊ฐ™์€ ์—ฐ๊ตฌ๊ฒฐ๊ณผ๋Š” ๊ธฐ์ˆ ๊ฒฝ์˜ ์ธ์žฌ์˜ ์ „๋ฌธ์„ฑ์ด ์˜์—ญ ๊ฐ„ ๊ฒฝ๊ณ„๋ฅผ ๋„˜์–ด ํ™•์žฅ๋˜๋Š” ์—ญ๋™์ ์ธ ๊ณผ์ •์„ ํฌ๊ด„์ ์œผ๋กœ ์„ค๋ช…ํ•ด ์ฃผ๋Š” ์ด๋ก ์  ๋ชจํ˜•๊ณผ ํ•จ๊ป˜ ๊ธฐ์ˆ ๊ฒฝ์˜ ์ธ์žฌ ์œก์„ฑ์„ ์œ„ํ•œ ์‹ค์ฒœ์  ์‹œ์‚ฌ์ ์„ ์ œ๊ณตํ•ด ์ฃผ์—ˆ๋‹ค. This study explored the process of individual expertise expansion from technical domain to managerial domain through the life experiences of 16 successful leaders in technology & management. Data was collected by retrospective interview and analysed in concurrent and iterative way using a constructivist approach to grounded theory. As a result, perspective conflictand expanded perspectivewere identified as main themes across the three stages of expertise expansion from technical domain to managerial domain. In the stage of single expertise, participants were trained as skilled technicians and gained a technicianlike perspective. However, moving into managerial domain in the stage of transitional expertise, participants experienced perspective conflict due to the differences between the two domains. These experiences made them to perceive the limitation of the technicianlike perspective and they exerted themselves to overcome it through exploratory learningon management. Finally, in the stage of dual expertise, participants represented expanded perspective based on the well established understanding of management. Also, this process of expertise expansion was driven by accelerating factors such as experience of Miniworld, agile learning capability, the guide of helper with different speciality and sustaining factors such as high tolerance for challenges and Sucheojackju mind.N

    Research Issues and Role of Experience in Expertise Development

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    ๊ฒฝํ—˜์€ ์ „๋ฌธ์„ฑ ๋ฐœ๋‹ฌ์— ์žˆ์–ด์„œ ํ•ต์‹ฌ์ ์ธ ์š”์†Œ๋กœ ์ธ์‹๋˜์–ด ์™”์œผ๋‚˜ ์ „๋ฌธ์„ฑ ๋ฐœ๋‹ฌ๊ณผ ๊ฒฝํ—˜์˜ ๊ด€๊ณ„์— ๊ด€ํ•œ ์‹ค์ฆ ์—ฐ๊ตฌ๋“ค์€ ์ผ๊ด€์„ฑ ์žˆ๋Š” ๊ฒฐ๋ก ์„ ๋‚ด๋ฆฌ์ง€ ๋ชปํ•˜๊ณ  ์žˆ๋‹ค. ์ด์— ๋ณธ ์—ฐ๊ตฌ๋Š” ์ „๋ฌธ์„ฑ ๋ฐœ๋‹ฌ ๊ณผ์ •์—์„œ ๊ฒฝํ—˜์ด ์–ด๋–ค ์—ญํ• ์„ ํ•˜๋Š”์ง€๋ฅผ ์‚ดํŽด๋ณด๊ณ  ๊ด€๋ จ ์Ÿ์ ์„ ๋ถ„์„ํ•˜์˜€๋‹ค. ์ „๋ฌธ์„ฑ์˜ ๋ฐœ๋‹ฌ์—์„œ ๊ฒฝํ—˜์˜ ์—ญํ• ์„ ๊ฒฝํ—˜์  ์ง€์‹, ์ง€์‹์˜ ๋งฅ๋ฝ์  ํ™œ์šฉ ๋Šฅ๋ ฅ, ์•”๋ฌต์ง€, ์ž๋™์„ฑ ํš๋“์˜ ๋„ค ๊ฐ€์ง€ ์ธก๋ฉด์œผ๋กœ ๋‚˜๋ˆ„์–ด ์‚ดํŽด๋ณด์•˜๋‹ค. ์ „๋ฌธ์„ฑ๊ณผ ๊ฒฝํ—˜์˜ ๊ด€๊ณ„์— ๊ด€ํ•œ ์Ÿ์ ์€ ํฌ๊ฒŒ ์„ธ ๊ฐ€์ง€๋กœ ์ฒซ์งธ, ๊ฒฝํ—˜๊ณผ ์ง€์‹์˜ ๊ด€๊ณ„, ๋‘˜์งธ, ๊ฒฝํ—˜๊ณผ ํ•™์Šต์˜ ๊ด€๊ณ„, ์…‹์งธ, ๊ฒฝํ—˜์˜ ๊นŠ์ด์™€ ํญ์— ๊ด€ํ•œ ๊ฒƒ์ด๋‹ค. ์Ÿ์ ์˜ ๋ถ„์„ ๊ฒฐ๊ณผ ์ „๋ฌธ์„ฑ์˜ ๋ฐœ๋‹ฌ์—์„œ ๊ฒฝํ—˜์€ ๋ถ„์„์  ์ง€์‹๊ณผ ์„œ์ˆ ์  ์ง€์‹ ๋ณด๋‹ค๋Š” ์ ˆ์ฐจ์  ์ง€์‹์— ์˜ํ–ฅ์„ ๋ฏธ์น˜๊ณ , ๊ฒฝํ—˜์ด ํ•™์Šต์œผ๋กœ ์—ฐ๊ณ„๋˜๋Š” ๋ฐ๋Š” ํŠน์ • ์กฐ๊ฑด์ด ํ•„์š”ํ•˜๋ฉฐ, ๋น„๊ตฌ์กฐํ™”๋œ ๋ฌธ์ œ์ƒํ™ฉ์—์„œ๋Š” ๊ฒฝํ—˜์ด ๊นŠ์ด์™€ ํ•จ๊ป˜ ํญ์ด ์ค‘์š”ํ•˜๋‹ค๋Š” ์ ์ด ํ™•์ธ๋˜์—ˆ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ์ „๋ฌธ์„ฑ๊ณผ ๊ฒฝํ—˜์— ๊ด€ํ•œ ์ด๋ก ์ , ์‹ค์ฒœ์  ์‹œ์‚ฌ์ ์„ ์ œ๊ณตํ•ด์ค€๋‹ค๋Š” ์ , ํŠนํžˆ ์ตœ๊ทผ ์ „๋ฌธ์„ฑ ์—ฐ๊ตฌ์—์„œ ์ฃผ๋ชฉ๋˜๊ณ  ์žˆ๋Š” ์ ์‘์  ์ „๋ฌธ์„ฑ ์—ฐ๊ตฌ์—์„œ ๊ณ ๋ คํ•ด์•ผ ํ•˜๋Š” ์‹œ์‚ฌ์ ์„ ์ œ์‹œํ•œ๋‹ค๋Š” ์ ์—์„œ ์˜์˜๊ฐ€ ์žˆ๋‹ค. The purpose of this study was to review research issues about a role of experience in expertise development. The experience has been recognized as a key factor in expertise development. However, many empirical studies about the relationship between the experience and expertise were not consistent. Therefore this study reviewed prior studies about the relationship between the experience and expertise, and analyzed the related issues. In this study, the role of experience in expertise development was divided four aspects acquisition of automaticity, ability of knowledge contextual utilization, acquisition of tacit knowledge, and construction of experiential knowledge. The issues on experience and expertise was the relationship between experience and knowledge, the relationship between experience and learning, and the breath and depth of experience. Through this issue, I described that experience affects the procedural knowledge, rather than analytical knowledge and procedural knowledge in the development of expertise, there are certain conditions required to be linked experience to the learning, and experienced with not only the breath and but depth may be important at ill-structured problem situation. These issues have implications on theories and practice of expertise, especially adaptive expertise research
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