• 한국산업정보학회논문지
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• 제14권5호
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• pp.239-256
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• 2009

경영의 중요 이슈는 조직과 조직환경이 상생과 협력의 공동체를 구성하여 함께 성장하는데 있다. 본 논문은 파워순환적 접근에 기초하여 조직과 조직환경 모두가 함께 하는 공동체 구축을 위한 이론과 방안을 제시하여 상생과 협력의 사회를 구축하는데 기여하고자 한다. 이를 위하여 본 논문에서는 파워순환적 원리와 특성을 논의하고 이를 기반으로 조직과 조직환경의 상생과 협력을 위한 학술적 및 경영적 방안을 제시하고 있다. 또한 본 논문에서는 상생과 협력물 위한 상황적 및 개체군 생태학적 접근의 가정과 이론을 대해서 논의하고 파워순환적 접근이 이들과의 상대적 위치에 대해 규명하였다. 파워순환적 접근은 조직 공동체와 조직환경 공동체의 구축 이론을 통합할 수 있는 원리와 경영적 방안을 제공한다.

• 한국의상디자인학회지
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• 제15권4호
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• pp.83-99
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• 2013

This research is a follow-up study about analysis on the many different customer groups and their various culture trend, which intends to realize diverse values depending on the sense. The purpose of this study was to develop direction forecast for the future fashion industry through consideration about the characteristics of contemporary fashion industry by the change of different customer's culture trend. And also try to find solution to survival strategy of fashion fields able to evolve with customer. Change of the customer's cultural trend draws a shift in policy in the 21st fashion industry as follows : 1) mash-up 2) complexation through decentering and blurring 3) invisible and immaterial value oriented 4) expansion of minor small market. Moreover, this shows sociocultural meaning as follows. First is spread of flexible and horizontal relationship through collaborative consumption and collaboration. Second is concentration on floating and indeterminate chance through dismantling of various different fashion categories. Third is formation of the permanent difference by selection and focus. Last is expansion of understanding about cultural-ecology. Customer cultural trend is 'meme' of cultural gene in fashion field, so it intends to co-evolute with customer by continuous change.

• Tuberculosis and Respiratory Diseases
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• 제86권2호
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• pp.142-149
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• 2023

Background: Coronavirus disease 2019 (COVID-19) is an ongoing global public health threat and different variants of the severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) have been identified. This study aimed to analyse the factors associated with negative conversion of polymerase chain reaction (PCR) and prognosis in critically ill patients according to the SARS-CoV-2 variant. Methods: This study retrospectively analysed 259 critically ill patients with COVID-19 who were admitted to the intensive care unit of a tertiary medical center between January 2020 and May 2022. The Charlson comorbidity index (CCI) was used to evaluate comorbidity, and a negative PCR test result within 2 weeks was used to define negative PCR conversion. The cases were divided into the following three variant groups, according to the documented variant of SARS-CoV-2 at the time of diagnosis: non-Delta (January 20, 2020-July 6, 2021), Delta (July 7, 2021- January 1, 2022), and Omicron (January 30, 2022-April 24, 2022). Results: The mean age of the 259 patients was 67.1 years and 93 (35.9%) patients were female. Fifty (19.3%) patients were smokers, and 50 (19.3%) patients were vaccinated. The CCI (hazard ratio [HR], 1.555; p<0.001), vaccination (HR, 0.492; p=0.033), and Delta variant (HR, 2.469; p=0.002) were significant factors for in-hospital mortality. The Delta variant (odds ratio, 0.288; p=0.003) was associated with fewer negative PCR conversion; however, vaccination (p=0.163) and remdesivir (p=0.124) treatments did not. Conclusion: The Delta variant of SARS-CoV-2 is associated with lower survival and negative PCR conversion. Contrary to expectations, vaccination and remdesivir may not affect negative PCR conversion in critically ill patients with COVID-19.

• 마케팅과학연구
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• 제19권3호
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• pp.28-36
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• 2009

现有的文献广泛的关注财阀以及他们的所有权和支配权的优点和弱点, 但是几乎没有关于韩国非财阀公司的研究. 然而, Lee, Lee and Pennings (2001)并没有特别的探讨在韩国国内市场非财阀公司为求生存而对抗财阀公司的具有竞争力的战略. 本文的研究动机是通过四个探索性案例的研究, 韩国非财阀公司对抗财阀公司的成功的竞争战略和提出的建议可能会对其他的企业以及公共政策制定者有所帮助. 从产品相似性和公司内的合作关系分别定义竞争和合作的概念. 从这两个方面, 我们开发了以下$2{\times}2$ 矩阵, 为非财阀公司对抗财阀公司提供四种竞争战略. 在小组1的非财阀公司在高端市场对财阀公司让步, 但在低端市场有 "我也是在低端市场" 的产品, 同时承认在高端市场的财阀. 在小组2, 非财阀公司以供应商或互补企业的身份成为财阀公司的合伙人. 在小组3, 非财阀企业从事与财阀直接竞争. 在小组4, 非财阀企业的目标, 以产品创新或服务填补目标市场空白点. 我们选择的4个公司分别是E‐Rae电子企业公司(共存方), Intops(供应商), Pantech(竞争对手)和Humax(小众市场成员). 通过分析这4个案例, 相互提供更丰富的洞察力战略. 基于我们的概念框架, 提出下列假设 : 假设1 : 与财阀公司有合作关系的非财阀公司比没有合作关系的公司表现得更好. 假设1a: 共存方会比竞争方表现得更好. 假设1b: 合伙方会比小众市场成员表现得更好. 假设2: 与财阀公司的产品没有相似性的公司比有相似性的公司表现得要更好. 假设2a: 合伙方比共存放表现得更好 假设2b: 小众市场成员会比竞争方表现得更好. 假设3: 小众市场成员应比共存方表现得更好. 假设4: 按绩效的降序排列依次是合作者, 小众市场成员, 共存方, 竞争方. 一组专家按照我们4组的分类把216家非财阀公司分类. 用SPSS统计软件中的简单方差分析来检验假设. 结果发现. 与财阀公司有合作关系的以及提供与财阀公司不同的产品或服务比较好. 很明确的一点是, 平均来说, 若要对抗财阀公司中获利, 其战略是成为合伙人(供应商或组成部分). 直接与财阀公司硬碰硬的竞争是要付出极高代价的战略, 而这种代价不是非财阀公司能负担得起的. 避免与财阀公司迎面竞争的战略是用不同的产品服务于利己市场, 或是服务于被财阀公司忽视掉的低端市场. 些战略是比较好的生存战略. 本文说明在财阀环境中, 韩国的中小型非财阀公司有一些方法可以生存, 尽管不是没有风险. 根据不同的竞争组合, 合作的公司可以根据产品相似性以及合作关系的维度来选择定位从而制定自己的竞争战略. 例如共存方, 竞争对手, 合伙人, 小众市场成员. 根据我们的探索性案例分析, 合伙人对非财阀公司来说可能是最好的战略, 而竞争者则是有很大风险的. 小众市场成员和共存方处于中间, 但前者比后者要好. 很多中小型企业的管理者只是用简单的, 不是合作就是竞争的观点来审视市场的领导者‐典型的就是财阀. 结果. 很多非财阀公司变成被动的合作者或被自己的竞争对手财阀所击败. 事实上, 合作和竞争并不是互相排斥的, 是可以同时被追求的. 正如本文所建议的, 非财阀公司可以根据他们的环境, 内部资源和能力灵活的选择合作和竞争.