• Journal of Environmental Policy
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• v.9 no.2
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• pp.3-19
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• 2010

Anyang-cheon(stream) runs through southern metropolitan area of Seoul to Han-river in Korea. Due to fast growth of Seoul, the water quality and quantity problems in Anyang-cheon have occurred. To cope with the problems, the Integrated Watershed Management program for Anyang-cheon was adopted and a KRW 26.1 billion (USD 21.8 million) pilot project (construction of 4 facilities such as reservoir) is suggested for 4 sub-watersheds of Anyang-cheon, which cost will be shared by the 12 local governments (LG). Three cost division schemes are compared. By Scheme 1, if the cost is borne by the LG in a watershed where the facilities are constructed (no cost division scheme), the LG in I is to bear 0.58% of the total construction cost, LG in watershed II 29.54%, LG in IV 0%, LG in V 69.88%. In particular, LG in IV in this scheme bears no cost because no facility is constructed, even though watershed IV is the major beneficiary of the facility construction. Scheme 2 is to share the cost by length of streams in each sub-watershed and the suggested cost share for each sub-watershed is 13.76% by I, 7.34% by II, 45.87% by IV, and 33.03% by V. However, this cost division scheme is fair only under the false assumption that the bargaining powers of group of LGs are identical. To suggest a better and fair division rule, Shapley Value, a cooperative game solution, is used to suggest Scheme 3. In Scheme 3, Shapley Value measures the summation of average marginal contribution of each player in all possible coalitions as cost division scheme and is known to provide a fair division considering bargaining power. In the context of Anyang-cheon, LGs in upper stream have superior bargaining position. The result suggests the cost division is fair under Scheme 3, when the cost shares are 0.29% by I, 14.77% by II, 50% by IV, and 34.94% by V, respectively.

• Journal of the Korea Institute of Information and Communication Engineering
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• v.21 no.7
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• pp.1299-1305
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• 2017

In this paper, we consider a beamforming game between the transmitters in a two-user multiple-input single-output interference channel using limited feedback and investigate how each transmitter is able to find a modified strategy from the quantized channel state information (CSI). In the beamforming game, each of the transmitters (i.e., a player) tries to maximize the achievable rate (i.e., a payoff function) via a proper beamforming strategy. In our case, each transmitter's beamforming strategy is represented by a linear combining factor between the maximum ratio transmission (MRT) and the zero forcing (ZF) beamforming vectors, which is the Pareto optimal achieving strategy. With the quantized CSI, the transmitters' strategies may not be valid because of the quantization errors. We propose a modified solution, which takes into account the effects of the quantization errors.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.19
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• pp.33-66
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• 2003

This is a comparative and analytical study which comprises of the analysis of the rules of the buyer's remedies where the seller delivers defective goods of four legal systems; Directive, CISG, English law and Korean law. In light of threefold main purposes of this study, it firstly attempts to describe and analyze the remedy provisions of Directive in a comparative way in order to provide legal advice to the sellers who plans to enter into English consumer markets. It shows that the two tier remedial system under Directive is not much different from the other jurisdictions, except where the right of rescission under Directive is absolute in a sense that it does not require a certain degree of seriousness of defect. Secondly, the study compares the rules of one jurisdiction with those of other jurisdictions and evaluates the rules in light of the discipline of comparative law the basic question of which is whether a solution from one jurisdiction may facilitate the systematic development and reform of another jurisdiction. It proves the followings; (1) the reluctance and uncertainty in English law of ordering specific performance based on the discretionary power does not reflect the parties' preference because the order is either uncertain or rather negative where the purchase of substitute goods elsewhere is not a satisfactory solution in many cases; (2) the position in Korean law which has no limitation on the right to require substitute goods is likely unfair in commercial sales, but justified in consumer sales; (3) the right of termination or reduction under Directive which is subject to the applicability of the right to require repair or substitute goods seems to be contrary to the consumer's preference where the defective delivery destroys the basis of trust in the quality of the seller's performance; (4) the absolute right of termination under Directive and English law seems crucial in consumer sales because they are often inferior to commercial sellers in terms of information and bargaining power; (5) the right of reduction as a self-help remedy which is absent in English law emphasizes its usefulness. Thirdly, it finds that, where CISG is deemed to fail to unify different rules on the right to require specific performance between Civil and Common law, it is attempted once again in Directive and notwithstanding their hostility to awarding the right to require specific performance in English law, Regulations 2002 expressively stipulates such right.

• Korean Journal of Labor Studies
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• v.19 no.1
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• pp.105-137
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• 2013

This paper proposes to examine the relationship between the two trade unions of Hyundai Motor Company (HMC) - those of the regular workers and of the in-house subcontract workers - around the issue of converting irregular workers to regular ones, which has been a social issue for a long time, and, furthermore, to find a desirable solution. The politics of the in-house subcontracting rotate around three axes: the conflictive collusion between the company and the regular workers'union regarding the internal labor market; the exclusion and resistance between the company and the subcontract workers'union; and the solidaristic conflict relationship between the two unions. After the final decree by the supreme court in 2012 the conflict and collusion/solidarity relationship of the three social actors have been amplified in scale - the continuous limping of the special bargaining between the company and the unions, the intensified conflict between the company and the subcontract workers'union, and the crisis of the collusion between the branches of the two unions are all evidence of this. A clue to the solution to the issues of in-house subcontracting in HMC can be found through reestablishment of the relationship among the three actors. In order to solve the in-house subcontracting issues in HMC, phased and lawful switching from irregular to regular positions, improvement of working conditions for the irregular workers, integration of the two unions (realization of 'one company one union'), and negotiated flexibility in the internal labor market will be required. Also to be considered are installation of a special committee for the issue, and utilization of external consultants. The result would be the possibility for the corporate labor market of HMC to be composed of regular workers, legal contract workers and directly-employed contract workers, which could be realized through bilateral relations of 'the labor and management conflict partnership'.

• Management & Information Systems Review
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• v.30 no.4
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• pp.253-292
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• 2011

This study is significant of groping for the autonomous perspective of a medication system for the establishment of harmonious regional labor-management relationship and investigating a plan to minimize previously labor disputes through both analyzing mediation cases and finding out any core issue from the labor-management relationship, with matters experienced in the mediation field when I had served as a mediator. Specially, this study has also objectives to prevent previously any labor dispute through analyzing and minimizing the issue of the labor dispute by case and to establish harmonious labor-management relationship thereby. Further since it is necessary to understand the organization and roles of the regional labor relations commission in order to understand the concrete matters in respect of the labor dispute mediation, this study shall be to explore in detail the matters relating hereto and to acquire general knowledge of mediation through case analysis. Additionally, there is little studies exploring alternative research for the establishment of reasonable labor-management relationship with core issues referred a mediation to the labor relations commission through both the position heightening of the labor relations commission and the analysis of core issues until now. Thus, this study may provide a theoretical base for raising a technique to enhance negotiation skill through acquiring the previous training or full knowledge on the approaching manner to be taken by the labor and management in the collective bargaining or wage bargaining on the basis of items analyzed by core issue. The heightening perspectives to be acquired through the analysis of 50 or more mediation cases are as follows. First, it deems to be important what position each mediation party takes. Second, the information acquired by an investigator in the preliminary investigation before holding the mediation is very importantly utilized in the mediation. Third, the gumption of mediators in charge of the mediation is very helpful for the resolution of a case. Fourth, it shall be preceding to understand dispute issues. After reviewing fully the investigation report of an investigator, if separate review is required, it is tried to hold a separate meeting and then reduce the number of issues asserted by the labor & management and, if the number of such issues is reduced, the mediation may approach to be concluded. Fifth, it shall be kept in mind that any matter other than the scope of the law be based on not the judgement of mediator but the legal interpretation. Sixth, it is necessary for both labor and management parties to take a positive approach so as to make the healthy labor & management relationship anchored. Seventh, notwithstanding the mediators are part-time and take a service attitude, it shall be encouraged to abstain from slandering or inveighing against the mediators because the mediation is taken against oneself. Eighth, it is necessary to convert the management's recognition about a labor union. Ninth, it is necessary to not raise any issue on the matters, such as time-off system and multiple labor union, etc., which are legally enforced. Tenth, it is confirmed that the regional labor relations commission plays a bridge role of narrowing down the issue difference between the labor and management.