• Korean Journal of Heritage: History & Science
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• v.49 no.3
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• pp.12-31
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• 2016

Gangwon Provincial Office, which is Historical Landmark No. 439, existed from 1395 to 1895. It played a significant role of provincial administration. Gangwon Provincial Office was rebuilt in the $17^{th}$ Century when governors' additional job system began. It had 50 buildings and 670 sections. During the Japanese colonial era and the Korean War, most of the buildings were demolished, and in 2005 partially restored. Currently, after the old Wonju City Post Office was demolished, the back garden facilities of the Provincial Office are being restored. The back garden of Gangwon Provincial Office was completely destroyed when the Japanese army base at Wonju made it a playing field during the Japanese colonial era. After demolishing the old post office in the back garden, excavation and investigation were made. A pond and building relics were found, but they were too damaged to be restored. However, this thesis found that there were Bongraekak, Yeongjusa(Kwanpungkak), Cheyako, Joojeong Rainbow Bridge after studying literature and paintings. There were also Hwansunjeong and Bangjangdae outside the pond. The names of the back garden and how they were made are related to hsien. In the pond, they made 3 islands signifying Mt. Samshin(immortal world) in the legend and built pavilions on that. The pavilions of the back garden were named Bongrae, Yeongju, and Bangjang, and the titles of other pavilions also had the names of hsien. The back garden of Gangwon Provincial Office was made like an immortal world, befitting its role of governing Mt. Bongrae(Mt. Geumgang.) The governors of Gangwon Province often went to the back garden and enjoyed becoming a hsien. They regarded themselves as the owners of Bongrae, i.e., the immortal world. Gangwon Provincial Office has a unique historical significance because it implemented an immortal world, making use of the characteristic of Gangwon Province.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.3
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• pp.61-79
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• 2023

This study is a case study of overseas banana farms as a global agricultural startup that has hardly been attempted so far in terms of paradigm shift in the industry, beyond regional limitations. It was researched for the purpose of revealing the success factors of 'global agricultural startup' in terms of business process, entrepreneurship, and management dimensions learned through direct participation and observation at the local level. In order to study global agricultural startups, this study also conducted a comparative analysis of global startups (global startups) and global agricultural startups(global agricultural startups). In fact, the analysis consists of 'definition', 'components', and 'success factors', and we want to confirm the difference between the two concepts that can be distinguished. The case analysis tried to maximize the advantages of 'participatory action research' by directly observing and experiencing banana farms. In the case of banana farm cases, by dividing them into preparation process for farm development and farm development and management process, various variables considered in farm management were explained through the whole process of farm management. Through the process of overcoming and responding to specific failure cases, we tried to secure the reliability and validity of the research, and the case studies related to entrepreneurship, management, and organization analyzed by applying them by subdividing them into theoretical areas belonging to components and management that were theorized in existing preceding studies. This study is almost the first study on the process of creating a local entry business by directly moving the head office overseas rather than entering overseas agriculture as a subsidiary, joint venture or overseas corporation. In particular, it is a unique case that corresponds to agriculture in terms of region(Africa), scale(startup), and industry that have not been introduced so far as a global agricultural startup. In terms of entrepreneurship, it also concretely exemplified how entrepreneurship components such as innovativeness, risk-taking propensity, proactiveness, vision sharing, social contribution, leadership, etc., which have not been attempted so far in agricultural cases, are manifested and effective. The management and cultural aspects also went beyond the argument that only cultural aspects are important in overseas business, and also confirmed individual failure cases and their responses in recruitment, job, wage, retirement, development, organizational structure management, etc. As a result, there is significance and implications of this study in that it provides theoretical confirmation as well as practical and responsive basis for 'entrepreneurship', 'farming management', and 'management' aspects in overseas agricultural startup business operation.