• Environmental and Resource Economics Review
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• v.32 no.4
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• pp.217-238
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• 2023

Currently, automobile tax in Korea is imposed by multiplying the vehicle's engine displacement by a certain tax rate. However, the need for revision is being raised as it is pointed out that the current system does not reflect the immediate task of reducing greenhouse gas emissions. Accordingly, this study focuses on the positive relationship between engine displacement and CO₂ emissions, and seeks to calculate an appropriate automobile tax rate considering average CO₂ emissions. To this end, first, we estimated the average annual CO₂ emissions (kg/vehicle) for each engine displacement using the average CO₂ emissions for each vehicle displacement as of 2020. Next, multiple scenarios were analyzed considering the standard tax rate at $75 per ton of CO₂ emissions proposed by the IMF (2019). In particular, we compared the case of imposing a uniform carbon tax of $75 and the case of imposing a progressive tax based on CO₂ emissions by displacement. According to the results, it was confirmed that the uniform tax rate proposed by the IMF is difficult to apply to Korea as it is due to the impact of a decrease in tax revenue, and a tax scheme needs to be designed appropriately considering maintenance of tax revenue according to the current automobile tax, greenhouse gas reduction effect, and automobile tax reform trends in developed countries. For example, in the case of the K3 (1,598cc) of Kia Motors, a representative compact car sold in Korea, if we compare the tax burdens for each tax scenario, the tax burden will be about 220,000 KRW under the current system, about 79,000 KRW under the uniform tax rate, about 83,000 KRW under the progressive tax rate, and about 240,000 KRW under the progressive tax rate similar to the UK tax system, respectively. In this way, this study identified the current statuses of automobile registration and tax in Korea, and automobile tax reform trends in major developed countries, and analyzed the impact of automobile tax reform considering engine displacement and CO₂ emissions, focusing on the tax burden of the people.

• Journal of the Korean Geographical Society
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• v.38 no.2
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• pp.312-323
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• 2003

This writer absolutely agrees with the government that regional disequilibrium is severe enough to consider moving the administrative capital. Pursuing this course solely to establish a balanced development, however, is not a convincing enough reason. The capital city is directly related to not only the social and economic situation but, much more importantly, to the domestic political situation as well. In the mid-1970s, the proposal by the Third Republic to move the capital city temporarily was based completely on security reasons. At e time, the then opposition leader Kim, Dae-jung said that establishing a safe distance from the demilitarized zone(DMZ) reflected a typically military decision. His view was that retaining the capital city close to the DMZ would show more consideration for the will of the people to defend their own country. In fact, independent Pakistan moved its capital city from Karachi to Islamabad, situated dose to Kashmir the subject of hot territorial dispute with India. It is regrettable that no consideration has been given to the urgent political situation in the Korean peninsula, which is presently enveloped in a dense nuclear fog. As a person requires health to pursue his/her dream, a country must have security to implement a balanced territorial development. According to current urban theories, the fate of a country depends on its major cities. A negligently guarded capital city runs the risk of becoming hostage and bringing ruin to the whole country. In this vein, North Koreas undoubted main target of attack in the armed communist reunification of Korea is Seoul. For the preservation of our state, therefore, it is only right that Seoul must be shielded to prevent becoming hostage to North Korea. The location of the US Armed Forces to the north of the capital city is based on the judgment that defense of Seoul is of absolute importance. At the same time, regardless of their different standpoints, South and North Korea agree that division of the Korean people into two separate countries is abnormal. Reunification, which so far has defied all predictions, may be realized earlier than anyone expects. The day of reunification seems to be the best day for the relocation of the capital city. Building a proper capital city would take at least twenty years, and a capital city cannot be dragged from one place to another. On the day of a free and democratic reunification, a national agreement will be reached naturally to find a nationally symbolic city as in Brazil or Australia. Even if security does not pose a problem, the governments way of thinking would not greatly contribute to the balanced development of the country. The Chungcheon region, which is earmarked as the new location of the capital city, has been the greatest beneficiary of its proximity to the capital region. Not being a disadvantaged region, locating the capital city there would not help alleviate regional disparity. If it is absolutely necessary to find a candidate region at present, considering security, balanced regional development and post-reunification scenario of the future, Cheolwon area located in the middle of the Korean peninsula may be a plausible choice. Even if the transfer of capital is delayed in consideration of the present political conflict between the South and the North Koreas, there is a definite shortcut to realizing a balanced regional development. It can be found not in the geographical dispersal of the central government, but in the decentralization of power to the provinces. If the government has surplus money to build a new symbolic capital city, it is only right that it should improve, for instance, the quality of drinking water which now everyone eschews, and to help the regional subway authority whose chronic deficit state resoled in a recent disastrous accident. And it is proper to time the transfer of capital city to coincide with that of the reunification of Korea whenever Providence intends.

• Atmosphere
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• v.24 no.3
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• pp.303-315
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• 2014

Terrestrial ecosystem plays the important role as carbon sink in the global carbon cycle. Understanding of interactions of terrestrial carbon cycle with climate is important for better prediction of future climate change. In this paper, terrestrial carbon cycle is investigated by Hadley Centre Global Environmental Model, version 2, Carbon Cycle (HadGEM2-CC) that considers vegetation dynamics and an interactive carbon cycle with climate. The simulation for future projection is based on the three (8.5/4.5/2.6) representative concentration pathways (RCPs) from 2006 to 2100 and compared with historical land carbon uptake from 1979 to 2005. Projected changes in ecological features such as production, respiration, net ecosystem exchange and climate condition show similar pattern in three RCPs, while the response amplitude in each RCPs are different. For all RCP scenarios, temperature and precipitation increase with rising of the atmospheric $CO_2$. Such climate conditions are favorable for vegetation growth and extension, causing future increase of terrestrial carbon uptakes in all RCPs. At the end of 21st century, the global average of gross and net primary productions and respiration increase in all RCPs and terrestrial ecosystem remains as carbon sink. This enhancement of land $CO_2$ uptake is attributed by the vegetated area expansion, increasing LAI, and early onset of growing season. After mid-21st century, temperature rising leads to excessive increase of soil respiration than net primary production and thus the terrestrial carbon uptake begins to fall since that time. Regionally the NEE average value of East-Asia ($90^{\circ}E-140^{\circ}E$, $20^{\circ}N{\sim}60^{\circ}N$) area is bigger than that of the same latitude band. In the end-$21^{st}$ the NEE mean values in East-Asia area are $-2.09PgC\;yr^{-1}$, $-1.12PgC\;yr^{-1}$, $-0.47PgC\;yr^{-1}$ and zonal mean NEEs of the same latitude region are $-1.12PgC\;yr^{-1}$, $-0.55PgC\;yr^{-1}$, $-0.17PgC\;yr^{-1}$ for RCP 8.5, 4.5, 2.6.

• Journal of Global Scholars of Marketing Science
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• v.20 no.3
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• pp.239-248
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• 2010

This paper describes a collaborative project between academia and industry which focused on improving the marketing and product development strategies for two private label apparel brands of a large regional department store chain in the southeastern United States. The goal of the project was to revitalize product lines of the two brands by incorporating student ideas for new solutions, thereby giving the students practical experience with a real-life industry situation. There were a number of key players involved in the project. A privately-owned department store chain based in the southeastern United States which was seeking an academic partner had recognized a need to update two existing private label brands. They targeted middle-aged consumers looking for casual, moderately priced merchandise. The company was seeking to change direction with both packaging and presentation, and possibly product design. The branding and product development divisions of the company contacted professors in an academic department of a large southeastern state university. Two of the professors agreed that the task would be a good fit for their classes - one was a junior-level Intermediate Brand Management class; the other was a senior-level Fashion Product Development class. The professors felt that by working collaboratively on the project, students would be exposed to a real world scenario, within the security of an academic learning environment. Collaboration within an interdisciplinary team has the advantage of providing experiences and resources beyond the capabilities of a single student and adds "brainpower" to problem-solving processes (Lowman 2000). This goal of improving the capabilities of students directed the instructors in each class to form interdisciplinary teams between the Branding and Product Development classes. In addition, many universities are employing industry partnerships in research and teaching, where collaboration within temporal (semester) and physical (classroom/lab) constraints help to increase students' knowledge and experience of a real-world situation. At the University of Tennessee, the Center of Industrial Services and UT-Knoxville's College of Engineering worked with a company to develop design improvements in its U.S. operations. In this study, Because should be lower case b with a private label retail brand, Wickett, Gaskill and Damhorst's (1999) revised Retail Apparel Product Development Model was used by the product development and brand management teams. This framework was chosen because it addresses apparel product development from the concept to the retail stage. Two classes were involved in this project: a junior level Brand Management class and a senior level Fashion Product Development class. Seven teams were formed which included four students from Brand Management and two students from Product Development. The classes were taught the same semester, but not at the same time. At the beginning of the semester, each class was introduced to the industry partner and given the problem. Half the teams were assigned to the men's brand and half to the women's brand. The teams were responsible for devising approaches to the problem, formulating a timeline for their work, staying in touch with industry representatives and making sure that each member of the team contributed in a positive way. The objective for the teams was to plan, develop, and present a product line using merchandising processes (following the Wickett, Gaskill and Damhorst model) and develop new branding strategies for the proposed lines. The teams performed trend, color, fabrication and target market research; developed sketches for a line; edited the sketches and presented their line plans; wrote specifications; fitted prototypes on fit models, and developed final production samples for presentation to industry. The branding students developed a SWOT analysis, a Brand Measurement report, a mind-map for the brands and a fully integrated Marketing Report which was presented alongside the ideas for the new lines. In future if the opportunity arises to work in this collaborative way with an existing company who wishes to look both at branding and product development strategies, classes will be scheduled at the same time so that students have more time to meet and discuss timelines and assigned tasks. As it was, student groups had to meet outside of each class time and this proved to be a challenging though not uncommon part of teamwork (Pfaff and Huddleston, 2003). Although the logistics of this exercise were time-consuming to set up and administer, professors felt that the benefits to students were multiple. The most important benefit, according to student feedback from both classes, was the opportunity to work with industry professionals, follow their process, and see the results of their work evaluated by the people who made the decisions at the company level. Faculty members were grateful to have a "real-world" case to work with in the classroom to provide focus. Creative ideas and strategies were traded as plans were made, extending and strengthening the departmental links be tween the branding and product development areas. By working not only with students coming from a different knowledge base, but also having to keep in contact with the industry partner and follow the framework and timeline of industry practice, student teams were challenged to produce excellent and innovative work under new circumstances. Working on the product development and branding for "real-life" brands that are struggling gave students an opportunity to see how closely their coursework ties in with the real-world and how creativity, collaboration and flexibility are necessary components of both the design and business aspects of company operations. Industry personnel were impressed by (a) the level and depth of knowledge and execution in the student projects, and (b) the creativity of new ideas for the brands.