• (The) Research of the performance art and culture
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• no.38
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• pp.71-109
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• 2019

In this study, succession aspects of direction structure and dancing were reviewed in Moondoong drum dance succeeded by Yong Bae Cho of Goseong Ogwangdae. Sung Rak Hong who succeeded to Moondoong drum dance before Yong Bae Cho directed only 'drum dance' mainly with Goodguri rhythm. While Sung Rak Hong succeeded, the drum of Moondoong Gwangdae became smaller, which was changed from drum before 1965, to semi-drum in 1966 and tabor in 1967 and thereafter. Yong Bae Cho succeeded to Moondoong drum dance since 1970, adding 'Moondoong dance' directing tabor at the floor together with 'drum dance' before August 1972 and directing Dutbaegi rhythm. From the first succession of Goseong Ogwangdae since the winter in 1974, obscene movements were disappeared, and the setting with Yangban and contents to sublimate resentment were added in Moondoong drum dance. These changes seemed to be affected by succession format of Tongyoung Ogwangdae Moondoong drum dance and Ok Jin Gong's idiot dance. There are succession patterns when reviewing Moondoong drum dance directed by Yong Bae Cho. In case of 'Moondoong' dance, repeated forms were succeeded including 'fixed dance'->'impromptu dance'->'jump' in center of three fixed dances. In case of 'drum dance,' repeated forms were succeeded including 'fixed dance'->'rolling tabor'->'concluding' -> 'impromptu dance'->'jump' in center of four fixed dances. In 'drum dance' by Yong Bae Cho, many parts of succeeded dance by Sung Rak Hong who was a prior successor were remained. After Yong Bae Cho's death, Jong Bok Heo summarized the dance with more completed order focusing on the structure of Moondoong drum dance succeeded by Yong Bae Cho. Since then, multiple scenes were added continuously including hobbled appearance by Jong Won Heo, happy scene eating barley and scene to catch tabor stick difficultly, by Chang Ryol Heo. Yong Bae Cho added 'Moondoong dance' to the prior works only with 'drum dance' and started adding the story with resentment. The direction structure summarized by Yong Bae Cho became the basic framework in which the following directors added the scenes very easily. Like this, Yong Bae Cho was an excellent director of Goseong Ogwangdae who inherited Moondoong drum dance from the previous generation to establish and develop to hand over the next generations.

• Journal of Popular Narrative
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• v.25 no.4
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• pp.159-190
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• 2019

This paper aims to examine to the political unconsciousness of social movies that have caused social repercussions in the 2010s, and to study the social imagination of Korean films at that time. Korean Movies such as (2013), <1987>(2017) and (2017) reflect the ethos of civil society based on common sense and justice. The epic structure was the same as that of ordinary citizens, who move toward a public space (court, square) after awakening their political correctness. More than anything else, the fact that such films were based on "a historical fact" could have been a strategy to avoid censorship in the era of the blacklist. In these social films, courts and squares have become places for democracy. The conservative government of the time was tired of anti-government resistance and the politics of the square. Thus, films from directors and producers blacklisted were difficult to produce. That's why the court in the movie during this period could become a symbolic proxy for the "legitimate" reenactment of the politics of the square, which was subject to censorship and avoidance by the regime of the time. Meanwhile, the square has gradually become the main venue for political films that advocate "historic true stories." The square of the 1980s, which appeared in the movies, will be connected to the Gwanghwamun candlelight square that audiences experienced in 2017. Furthermore, it was able to reach the concept of an abstract square as an "open space for democracy." At the foundation of these works is a psychological framework that equates the trauma of the failed democratic movement of the 1980s to the trauma of the failed progressive movement of the 2010s. Through this study, we were able to see that social political films in the 2010s were quite successful, emphasizing "political correctness" and constitutional common sense. But they also had limitations as "de-political popular films" that failed to show imagination beyond the censorship of the blacklist era.

• Journal of Korea Port Economic Association
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• v.39 no.2
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• pp.15-23
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• 2023

In a situation where the necessity and importance of ESG management is increasing recently, it is judged that selecting important ESG-related variables for container terminals, which are the bases of export and import logistics, among various variables of ESG evaluation agencies will help to establish ESG management strategies for container terminals which led us to proceed with this study. The results of word network analysis are summarized as follows. The weighed degree, that is, the AWD of Environmental management(E) variables, is obtained in the order of Environmental Protection Investment(54), Environmental Awareness Education(45), Work Team Structure(31), Environmental certification(32). Page Ranks, the order of centrality and connectivity index is Environmental Awareness Education(0.0765), Employee Engagement(0.0765), Environmental Protection Investment(0.0761), Work Team Composition(0.0761), and Environmental certification(0.0761). The AWD(Average Weighed Degree) of the Social Responsibility Management(S) variables, followed by Protecting workers' human rights and contributing to local communities(68), Safety Education(63), Safety certification(59), and Responding to infectious diseases(40). Orders by Page Ranks, centrality and connectivity Index, are Protecting workers' human rights and contributing to local communities(0.165), Safety Education(0.153), Safety Certification(0.144) and Responding to infectious diseases(0.102). The AWD of Governance and Ethical management(G) variables, followed by Anti-corruption(27), Transparent management(24), Mutual cooperation between stakeholders(19), and Sustainability reporting(9). Page Ranks, the order of centrality and connectivity index is the Anti Corruption(0.241), Transparent management(0.216), Mutual cooperation between stakeholders(0.174), Directors' roles and responsibilities(0.105), Shareholder protection(0.097) and Sustainability Report(0.096).

• KDI Journal of Economic Policy
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• v.31 no.1
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• pp.71-103
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• 2009

Considering the expenditure size of public institutions centering on public enterprises, about 28% of Korea's GDP in 2007, public institutions have significant influence on the Korean economy. However, still in the new government, there are voices of criticism about the need of constant reform on public enterprises due to their irresponsible management impeding national competitiveness. Especially, political controversy over appointment of executives such as CEOs of public enterprises has caused the distrust of the people. As one of various reform measures for public enterprises, this study analyzes the effect of internal governance structure of public enterprises on their managerial performance, since, regardless of privatization of public enterprises, improving the governance structure of public enterprises is a matter of great importance. There are only a few prior researches focusing on the governance structure and managerial performance of public enterprises compared to those of private enterprises. Most of prior researches studied the relationship between parachuting employment of CEO and managerial performance, and concluded that parachuting produces negative effect on managerial performance. However, different from the results of such researches, recent studies suggest that there is no relationship between employment type of CEOs and managerial performance in public enterprises. This study is distinguished from prior researches in view of following. First, prior researches focused on the relationship between employment type of public enterprises' CEOs and managerial performance. However, in addition to this, this study analyzes the relationship of internal auditors and managerial performance. Second, unlike prior researches studying the relationship between employment type of public corporations' CEOs and managerial performance with an emphasis on parachuting employment, this study researches impact of employment type as well as expertise of CEOs and internal auditors on managerial performance. Third, prior researchers mainly used non-financial indicators from various samples. However, this study eliminated subjectivity of researchers by analyzing public enterprises designated by the government and their financial statements, which were externally audited and inspected. In this study, regression analysis is applied in analyzing the relationship of independence and expertise of public enterprises' CEOs and internal auditors and managerial performance in the same year. Financial information from 2003 to 2007 of 24 public enterprises, which are designated by the government, and their personnel information from the board of directors are used as samples. Independence of CEOs is identified by dividing CEOs into persons from the same public enterprise and persons from other organization, and independence of internal auditors is determined by classifying them into two groups, people from academic field, economic world, and civic groups, and people from political community, government ministries, and military. Also, expertise of CEOs and internal auditors is divided into business expertise and financial expertise. As control variables, this study applied foundation year, asset size, government subsidies as a proportion to corporate earnings, and dummy variables by year. Analysis showed that there is significantly positive relationship between independence and financial expertise of internal auditors and managerial performance. In addition, although business expertise and financial expertise of CEOs were not statistically significant, they have positive relationship with managerial performance. However, unlike a general idea, independence of CEOs is not statistically significant, but it is negatively related to managerial performance. Contrary to general concerns, it seems that the impact of independence of public enterprises' CEOs on managerial performance has slightly decreased. Instead, it explains that expertise of public enterprises' CEOs and internal auditors plays more important role in managerial performance rather than their independence. Meanwhile, there are limitations in this study as follows. First, in contrast to private enterprises, public enterprises simultaneously pursue publicness and entrepreneurship. However, this study focuses on entrepreneurship, excluding considerations on publicness of public enterprises. Second, public enterprises in this study are limited to those in the central government. Accordingly, it should be carefully considered when the result of this study is applied to public enterprises in local governments. Finally, this study excludes factors related to transparency and democracy issues which are raised in appointment process of executives of public enterprises, as it may cause the issue of subjectivity of researchers.