• Journal of the Korean Society of Clothing and Textiles
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• v.32 no.8
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• pp.1286-1298
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• 2008

This study was attempted to examine the indigo dyeing technique in the latter Joseon Dynasty, and to find diachronic specifics in the indigo dyeing method from 17C to 19C. The results are as follows: First, There were 2 kinds of indigo species-Yoram(Polygonum tinctorium Lour.) and Sungram(Isatis tinctoria L.)-in the latter Joseon Dynasty. Dangram was preferred in particular among Yoram species because of its high dyeing efficiency. Sungram was mainly used for making Jeon(indigo sediment). Second, Yoram cultivation took the following order: Sowing in April${\rightarrow}$planting out in June${\rightarrow}$harvesting leaves in August${\rightarrow}$collecting seeds in September. Sungram had more harvesting times and wider harvesting period than Yoram. Third, all indigo dyeing methods were grouped into two categories, one was temporary dyeing method, the other was permanent dyeing method. Mixture dyeing of the boiled and the raw, raw leaves dyeing, and fermentation dyeing belonged to the temporary dyeing. Jeon dyeing and Gaeogi dyeing belonged to the permanent dyeing. Finally, diachronic specifics from 17C to 19C were as follows: Decline in the mixture dyeing of the boiled and the raw, development in the raw leaves dyeing, continuance of the fermentation dyeing, and naturalization of Jeon dyeing technique.

• (The) Research of the performance art and culture
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• no.43
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• pp.357-380
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• 2021

Akjang yoram 『樂章要覽』 is a book that summarizes only the important contents from the Akjang 樂章. Akjang 樂章 is arranged in the first half, and score 樂譜 is arranged in the second half. It seems that Akjang yoram 『樂章要覽』 passed through a total of four stages through the time when the handwriting and the lyrics were written. The presence of various handwriting and traces of modifications means that it has been passed through by several people, so it is not unrelated to the fact that several traces remain on the back of the cover of Akjang yoram 『樂章要覽』. The first part of the Akjang 樂章 is a method of presenting the name and lyrics of the accompanying music based on the ritual procedure, and in particular, the lyrics are written in Chinese characters and Hangeul sounds to improve readability. The score in the second half complies with the ritual procedures, but boldly omits overlapping melodies, and is composed based on the music, and various symbols are used to capture the expression of court music. This structure is a reflection of the direction we practiced to harmonize with the music after prior ritual procedures and diction. This was a device to increase the efficiency of music education and music practice for the court musician. The characteristics of the musical pieces are that they consist of essential musical pieces that must be mastered as musicians. In addition, the name Kim Hyung-sik 金亨植 is noted on the back cover of Akjang yoram 『樂章要覽』, and he was a court musician who was active in the age of King Sunjo 純祖. In other words, the musical pieces included in Akjang yoram 『樂章要覽』 are the core repertoire played by court musicians like Kim Hyung-sik 金亨植. Akjang yoram 『樂章要覽』 is a 'music practice booklet' containing the daily life of court musicians. Akjang yoram 『樂章要覽』 is a booklet designed for the purpose of teaching the court musicians to sing while correctly pronouncing the lyrics in major ceremonies. It is even more noteworthy in that Kim Hyung-sik 金亨植 was an owner. In addition to the fact that Kim Hyung-sik's name remains, and in the practicality of being used by various court musicians reflecting and modifying the changes of the times, it is meaningful in that it contains the path of court musicians who spent a lot of time and time to transmit court music.

• Journal of the Economic Geographical Society of Korea
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• v.12 no.2
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• pp.195-214
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• 2009

The Mangi yoram("萬機要覽"), a guidebook of state affairs, was published by royal command in the late Joseon period. Its chapters on financial affairs(財用篇) are particularly remarkable, as they explain on all aspects of the national finance of the late Joseon period in a clear manner. The financial part of the Mangi yoram includes metallic mineral resources, such as the location of gold, silver, copper, lead deposits and the prosperity and decline of the mines, and the various uses of each of the minerals. These are still regarded as valuable resources. Its contents on agricultural geography comprise not only the total yearly output of grains, paddyfields and dryfields, their taxation and standards of taxation, but also ginseng which was famous in the outside world in the pre-modern era. The book also clearly explains distribution of agricultural dikes for irrigation and their functions. The book also contains information on forestry geography, e.g. the varieties of pine trees and their distribution and mountain containment policies. Contents related to commercial geography consist of material on different types of markets such as the yukuijeon(六矣廛), sijeon(市廛), peongsisuh(平市署), nanjeon(亂廛), and the distribution, size and prosperity and decline of the border markets of the northern frontier such as the hoeryungkaesi(會寧開市) and geongwonkaesi(慶源開市). Contents related to transport geography are the distribution and functions of government granaries etc. Obviously, this book contains detailed information on various aspects of Korean geography. If we try to understand the contents of this book from the framework of modern geographical classification schemes, the geographic information contained in the book assumes even greater significance. In sum one may conclude that this book, which the king kept by his side, contained useful geography related knowledge and necessary information, and was directly relevant to the administration of the country. It exerted immense influence on the contemporary intellectual world of Joseon Korea, and was regarded as an invaluable resource.

• Journal of the East Asian Society of Dietary Life
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• v.2 no.1
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• pp.35-56
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• 1992

This paper has made a close examination of Shingan Goohwang Chowalyo(1660), Cheesaeng yoram(1691), Sallim Gyungjae(1715) and Imwon simyook Jee(1827), to grasp what kinds of famine relief foods have been analyzed in terms of nutrition elements and cooking methods. And also this paper has surveyed the changes of these famine relief foods according to the times. Three hundred forty one famine relief foods are recorded in the above mentioned books, Among them, ten foods are recorded in common in these four books: pine needles, elm tree skin, soybeans, wax, jujubes, black beans, glutinous millet, turnip seeds white pine-mushroons and Chool-Atractylodes japonica. The methods of cooking and processing are most varied in the order of pine needles, black beans and elm tree skin, Pine needles are rich in protein and fat, and so may be regarded as the first of famine relief foods. Elm tree skin is of more than 50% carbohydrate and may be used in plate of cereals. I addition to these, Hwangui-milk vetch, Choonsu-cedrela Sinensis, Tacksa-Alisma Orientale Juzep and some other foods contain starch, glucose, fatty acids, and amino acids. So they may be used for replacing cereals and relieving famine. Before these famine relief foods are cooked or processed, according to their ingredients they should be soaked in water for a time in some cases the water should be changed several times. In Shingan Goohwang Chowalyo and Cheesaeng Yoram, measuring units are rarely recorded, while in sallim Gyungjae, they are explicitly shown. Imwon Simyook Jee clearly shows the use of oriental medicine materials. And the fur above mentioned books show no record of famine relief animal foods. To these days, vegetables have been boiled, squeezed and seasoned with salt and oil, but the better the economic conditions become, the less other famine relief foods are used. Nevertheless it is expected that these natural foods can be made favorite dishes with the best use of their good flavors and tastes.

• Journal of Global Scholars of Marketing Science
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• v.20 no.2
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• pp.110-122
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• 2010

The emergence of the field of organizational buying behavior in the mid-1960’s with the publication of Industrial Buying and Creative Marketing (1967) set the stage for a new paradigm of thinking about how business was conducted in markets other than those serving ultimate consumers. Whether it is "industrial marketing" or "business-to-business marketing" (B-to-B), organizational buying behavior remains the core differentiating characteristic of this domain of marketing. This paper explores the impact of several dynamic factors that have influenced how organizations relate to one another in a rapidly increasing interdependence, which in turn can impact organizational buying behavior. The paper also raises the question of whether or not the major conceptual models of organizational buying behavior in an interdependent world are still relevant to guide research and managerial thinking, in this dynamic business environment. The paper is structured to explore three questions related to organizational interdependencies: 1. What are the factors and trends driving the emergence of organizational interdependencies? 2. Will the major conceptual models of organizational buying behavior that have developed over the past half century be applicable in a world of interdependent organizations? 3. What are the implications of organizational interdependencies on the research and practice of organizational buying behavior? Consideration of the factors and trends driving organizational interdependencies revealed five critical drivers in the relationships among organizations that can impact their purchasing behavior: Accelerating Globalization, Flattening Networks of Organizations, Disrupting Value Chains, Intensifying Government Involvement, and Continuously Fragmenting Customer Needs. These five interlinked drivers of interdependency and their underlying technological advances can alter the relationships within and among organizations that buy products and services to remain competitive in their markets. Viewed in the context of a customer driven marketing strategy, these forces affect three levels of strategy development: (1) evolving customer needs, (2) the resulting product/service/solution offerings to meet these needs, and (3) the organization competencies and processes required to develop and implement the offerings to meet needs. The five drivers of interdependency among organizations do not necessarily operate independently in their impact on how organizations buy. They can interact with each other and become even more potent in their impact on organizational buying behavior. For example, accelerating globalization may influence the emergence of additional networks that further disrupt traditional value chain relationships, thereby changing how organizations purchase products and services. Increased government involvement in business operations in one country may increase costs of doing business and therefore drive firms to seek low cost sources in emerging markets in other countries. This can reduce employment opportunitiesn one country and increase them in another, further accelerating the pace of globalization. The second major question in the paper is what impact these drivers of interdependencies have had on the core conceptual models of organizational buying behavior. Consider the three enduring conceptual models developed in the Industrial Buying and Creative Marketing and Organizational Buying Behavior books: the organizational buying process, the buying center, and the buying situation. A review of these core models of organizational buying behavior, as originally conceptualized, shows they are still valid and not likely to change with the increasingly intense drivers of interdependency among organizations. What will change however is the way in which buyers and sellers interact under conditions of interdependency. For example, increased interdependencies can lead to increased opportunities for collaboration as well as conflict between buying and selling organizations, thereby changing aspects of the buying process. In addition, the importance of communication processes between and among organizations will increase as the role of trust becomes an important criterion for a successful buying relationship. The third question in the paper explored consequences and implications of these interdependencies on organizational buying behavior for practice and research. The following are considered in the paper: the need to increase understanding of network influences on organizational buying behavior, the need to increase understanding of the role of trust and value among organizational participants, the need to improve understanding of how to manage organizational buying in networked environments, the need to increase understanding of customer needs in the value network, and the need to increase understanding of the impact of emerging new business models on organizational buying behavior. In many ways, these needs deriving from increased organizational interdependencies are an extension of the conceptual tradition in organizational buying behavior. In 1977, Nicosia and Wind suggested a focus on inter-organizational over intra-organizational perspectives, a trend that has received considerable momentum since the 1990's. Likewise for managers to survive in an increasingly interdependent world, they will need to better understand the complexities of how organizations relate to one another. The transition from an inter-organizational to an interdependent perspective has begun, and must continue so as to develop an improved understanding of these important relationships. A shift to such an interdependent network perspective may require many academicians and practitioners to fundamentally challenge and change the mental models underlying their business and organizational buying behavior models. The focus can no longer be only on the dyadic relations of the buying organization and the selling organization but should involve all the related members of the network, including the network of customers, developers, and other suppliers and intermediaries. Consider for example the numerous partner networks initiated by SAP which involves over 9000 companies and over a million participants. This evolving, complex, and uncertain reality of interdependencies and dynamic networks requires reconsideration of how purchase decisions are made; as a result they should be the focus of the next phase of research and theory building among academics and the focus of practical models and experiments undertaken by practitioners. The hope is that such research will take place, not in the isolation of the ivory tower, nor in the confines of the business world, but rather, by increased collaboration of academics and practitioners. In conclusion, the consideration of increased interdependence among organizations revealed the continued relevance of the fundamental models of organizational buying behavior. However to increase the value of these models in an interdependent world, academics and practitioners should improve their understanding of (1) network influences, (2) how to better manage these influences, (3) the role of trust and value among organizational participants, (4) the evolution of customer needs in the value network, and (5) the impact of emerging new business models on organizational buying behavior. To accomplish this, greater collaboration between industry and academia is needed to advance our understanding of organizational buying behavior in an interdependent world.