• Journal of the Korean Geographical Society
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• v.43 no.6
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• pp.961-980
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• 2008

It is usual to prioritize the blocks to rearrange residential environment by the responsible officer's intuition or a few specialist's experienced knowledge. The aim of this research was to evaluate rebuilding priority in the context of spatially weighted framework integrating resident's view. The spatial weighting for the variables related to evaluation of dwelling environment was derived from AHP (Analytic Hierarchy Process) approach through the analysis of resident's view. An empirical study for a case study site has been conducted to confirm the validity for the spatial weighting. The spatial weighting has frequently influenced in changing the rebuilding priority and was identified as the important predictor for the improvement sites of dwelling environment. The spatially weighted analysis made it possible to identify area-wide patterns of rebuilding priority area subject to many different type of thematic variables, which cannot be acquired by traditional field sampling. The spatially weighting derived by integrating various formats of spatial data into a comprehensive GIS database in particular, was ideally suited to displaying the objective distribution patterns for rebuilding priority. The result of this study would play a crucial role in dealing with public complaints for rebuilding priority since it could provide objective evidences in accordance with spatial weighting.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.6
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• pp.163-174
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• 2016

The object of this study identifies the weights of SWOT factors in hidden champion. And the other purpose of the study is to test the differences of weight between Korea hidden champion group and Germany theirs group. The survey research is employed for the hidden champion CEOs of two countries. This research is employed the AHP(Analytic Hierarchy Process) for the weight of SWOT factors in hidden champion based on an empirical survey done to 61 firms which are to be fostered as Korean type hidden champion and 40 firms which are to be fostered as Germany type hidden champion. And then the t-test assesses whether the weight means of two groups are statistically different from each other. The weights of SWOT factors of hidden champion have been identified. There are the differences of weight between Korea group and Germany group. The order of Korea group's weight is following by the strength (0.3062), the opportunities (0.2344), the threat (0.1804), and the weakness (0.1157). The order of Germany group's weight is following by the strength (0.2603), the opportunities (0.2286), the threat (0.1604), and the weakness (0.1432). The technology capability of strength, the lack of knowledge on overseas market of weakness and the market uncertainty of thereat have statistically differences between two groups. However, the sub-factors of opportunities statistically have no differences.

• Journal of The Korean Association For Science Education
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• v.38 no.5
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• pp.649-665
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• 2018

In this study, we extracted the core competencies of makers through the analysis of critical incident technique and behavioral event interview to explore the nature and attributes of maker education, and then we developed a maker competency model based on these core competencies. As a result, six competency groups and 23 sub-competencies were extracted. In other words, we were able to confirm the existence of integrated thinking competency group consisting of four competencies made up of 'analytic thinking', 'intuitive thinking', 'visual thinking', and 'empirical thinking' and that of collaborative competency group with four competencies of 'sharing', 'communication', 'conflict management', and 'scrupulosity'. In addition, we could also confirm the existence of making mind competency group, which is composed of four competencies namely 'interest in various areas', 'challenge consciousness', 'failure management', and 'pleasure of the making process'. We could also confirm that human-centered competence group consisting of two competencies of 'humanity' and 'user-oriented' and the problem-finding competence group consisting of two competencies of 'observation' and 'recognition of discomfort in daily life'. Lastly, the making practice competency group is composed of seven competencies: 'understanding making tool', 'understanding electricity', 'understanding programming', 'planning', 'hand knowledge', 'information search', and 'direct execution'. We discussed educational implications of these findings.

• Journal of the Ergonomics Society of Korea
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• v.30 no.1
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• pp.99-108
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• 2011

Almost all companies have paid much attention to the safety management ranging from maintenance to operation even at the stage of designing in order to prevent accidents, but fatal accidents continue to increase throughout the world. In particular, it is essential to systematically prevent such fatal accidents as fire, explosion or leakage of toxic gas at factories in order to not only protect the workers and neighbors but also prevent economic losses and environmental pollution. Though it is well known that accident probability is very low in NPP(Nuclear Power Plants), the reason why many researches are still being performed about the accidents is the results may be so severe. HRA is the main process to make preparation for possibility of human error in designing of the NPP. But those techniques have some problems and limitation as follows; the evaluation sensitivity of those techniques are out of date. And the evaluation of human error is not coupled with the design process. Additionally, the scope of the human error which has to be included in reliability assessment should be expanded. This work focuses on the coincidence of human error and mechanical failure for some important performance shaping factors to propose a method for improving safety effectively of the process industries. In order to apply in these purposes into the thesis, I found 63 critical Performance Shaping Factors of the eight dimensions throughout studies that I executed earlier. In this study, various analysis of opinion of specialists(Personal Factors, Training, Knowledge or Experience, Procedures and Documentation, Information, Communications, HMI, Workplace Design, Quality of Environment, Team Factors) and the guideline for construction of PSF were accomplished. The selected method was AHP which simplifies objective conclusions by maintaining consistency. This research focused on the implementation process of PSF to evaluate the process of PSF at each phase. As a result, we propose an evaluation model of PSF as a tool to find critical problem at each phase and improve on how to resolve the problems found at each phase. This evaluation model makes it possible to extraction of PSF succesfully by presenting the basis of assessment which will be used by enterprises to minimize the trial and error of construction process of PSF.

• Korean Security Journal
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• no.36
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• pp.177-200
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• 2013

As we enter a high industrial society that widens the gap between the rich and poor, demand for the security services has grown explosively. With the growth in quantitative expansion of security services, people have also placed increased requirements on more sophisticated and diversified security services. Consequently, market outlook for private security services industry is positive. However, Korea's private security services companies are experiencing difficulties in finding a direction to capture this new market opportunity due to their small sizes and lack of management-strategic thinking skills. Therefore, we intend to offer a direction of development for our private security services industry using a management-strategy theory and the Analytic Hierarchy Process(AHP), a structured decision-making method. A resource-based theory is one of the important management strategy theories. It explains that a company's overall performance is primarily determined by its competitive resources. Using this theory, we could analyze a company's unique resources and core competencies and set a strategic direction for the company accordingly. The usefulness and validity of this theory has been demonstrated as it has often been subject to empirical verification since 1990s. Based on this theory, we outlined a set of basic procedures to establish a management strategy for the private security services companies. We also used the AHP method to identify competitive resources, core competencies, and strategies from private security services companies in contrast with public companies. The AHP method is a technique that can be used in the decision making process by quantifying experts' knowledge and unstructured problems. This is a verified method that has been used in the management decision making in the corporate environment as well as for the various academic studies. In order to perform this method, we gathered data from 11 experts from academic, industrial, and research sectors and drew distinctive resources, competencies, and strategic direction for private security services companies vis-a-vis public organizations. Through this process, we came to the conclusion that private security services companies generally have intangible resources as their distinctive resources compared with public organization. Among those intangible resources, relational resources, customer information, and technologies were analyzed as important. In contrast, tangible resources such as equipment, funds, distribution channels are found to be relatively scarce. We also found the competencies in sales and marketing and new product development as core competencies. We chose a concentration strategy focusing on a particular market segment as a strategic direction considering these resources and competencies of private security services companies. A concentration strategy is the right fit for smaller companies as a strategy to allow them to focus all of their efforts on target customers in a single segment. Thus, private security services companies would face the important tasks such as developing a new market and appropriate products for such market segment and continuing marketing activities to manage their customers. Additionally, continuous recruitment is required to facilitate the effective use of human resources in order to strengthen their marketing competency in a long term.