• Korean Journal of Agricultural and Forest Meteorology
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• v.9 no.2
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• pp.149-160
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• 2007

KoFlux Gwangneung Supersite comprises complex topography and diverse vegetation types (and structures), which necessitate complementary multi-disciplinary measurements to understand energy and matter exchange. Here, we report the results of this ongoing research with special focuses on carbon/water budgets in Gwangneung forest, implications of inter-dependency between water and carbon cycles, and the importance of hydrology in carbon cycling under monsoon climate. Comprehensive biometric and chamber measurements indicated the mean annual net ecosystem productivity (NEP) of this forest to be ${\sim}2.6\;t\;C\;ha^{-1}y^{-1}$. In conjunction with the tower flux measurement, the preliminary carbon budget suggests the Gwangneung forest to be an important sink for atmospheric $CO_2$. The catchment scale water budget indicated that $30\sim40%$ of annual precipitation was apportioned to evapotranspiration (ET). The growing season average of the water use efficiency (WUE), determined from leaf carbon isotope ratios of representative tree species, was about $12{\mu}mol\;CO_2/mmol\;H_2O$ with noticeable seasonal variations. Such information on ET and WUE can be used to constrain the catchment scale carbon uptake. Inter-annual variations in tree ring growth and soil respiration rates correlated with the magnitude and the pattern of precipitation during the growing season, which requires further investigation of the effect of a monsoon climate on the catchment carbon cycle. Additionally, we examine whether structural and functional units exist in this catchment by characterizing the spatial heterogeneity of the study site, which will provide the linkage between different spatial and temporal scale measurements.

• 한국사회정책
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• v.25 no.2
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• pp.429-446
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• 2018

The $4^{th}$ Industrial Revolution, symbolizing the explosive innovation of digital technologies, is expected to have a great impact on labor relations and produce a lot of contested issues. The labor-management issues, created by the $4^{th}$ Industrial Revolution, are as follows: (1) employment restructuring, job re-allocation, and skill-reformation, driven by the technological displacement, resetting of worker-machine relationship, and negotiation on labor intensity and autonomy, (2) the legislation of institutional protection for the digital dependent self-employed, derived from the proliferation of platform-mediated labor, and the statutory recognition of their 'workerness', (3) unemployment safety net, income guarantee, and skill formation assistance for precarious workeforce, (4) the protection of worker privacy from workplace surveillance, (5) protecting labor rights of the digital dependent self-employed and prcarious workers and guaranteeing their unionization and collective bargaining. In comparing how labor unions in Western countries have responded to the $4^{th}$ Industrial Revolution, German unions have showed a strategic approach of policy formation toward digital technological innovations by effectively building and utilizing diverse channel of social dialogue and collective bargaining, while those in the US and UK have adopted the traditional approach of organizing and protesting in attempting to protect the interest of platform-mediated workers (i.e. Uber drivers). In light of the best practice demonstrated by German unions, it is necessary to build the process of productive policy consultation among three parties- the government, employers, and labor unions - at multi levels (i.e. workplace, sectoral and national levels), in order to prevent the destructive damage as well as labor-management confrotation, caused by digital technological innovations. In such policy consultation procesess, moreover, the inclusive and integrated approach is required to tackle with diverse problems, derived from the $4^{th}$ Industrial Revolution, in a holistic manner.

• Journal of the Korean Society of International Agriculture
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• v.30 no.4
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• pp.370-375
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• 2018

In order to promote the mechanized cultivation of perilla for seed, which has been increasing in cultivation area and production recently as demand increases according to the health-functional effects, we carried out this experiment to determine the optimum sowing time of perilla to minimize the seed loss at harvest and increase the yield. We used two different types of perilla varieties, 'Sodam(small-branch)' and 'Deulsaem(multi-branch)', and the sowing time was June 15, June 30, July 15 and August 1. As the sowing time is late, days of growth from sowing to flowering were shortened, and they were shortened from 14, 26 and 31~32 days on June 30, July 15 and August 1 as compared with June 15, respectively. And, the stem length and culm diameter were shortened or tapered and the number of nodes tended to decrease. The number of effective branch was 82%, 61% and 56% on June 30, July 15 and August 1 as compared with June 15, respectively. Accordingly, it seems to make against in securing the yield from July 15. And, the lowest cluster height was generally shorter as the sowing time is late, and the height was below 15cm on July 15 and August 1. It seems that this may work against the machine harvest. There was a high degree of significance between the sowing time and the yield. Although, the total yield was not statistically significant among June 15, June 30 and July 15, the ratio of shattering seed at harvest was in order of July 15, August 1(30.3%)> June 15(15.3%)> June 30(13.5%). Therefore, the net yield except for shattered seed was higher in order of June 30${\geq}$ June 15> July 15> August 1. This tendency was characteristic regardless of variety and sowing method. And, the protein content in perilla seed increased as the sowing time was delayed, and the content was the highest on August 1. The content of crude fat was relatively high on June 15 and July 15 in 'Sodam', and June 30 and July 15 in 'Deulsaem', respectively. And, the content of linolenic acid was found to be the highest on August 1. As a result, the optimal sowing time for machine harvest of perilla for seed is about June 30. At this time, it is determined that the sowing time is the most suitable to be advantageous in increasing the yield of perilla seed, while minimizing the seed loss due to the shattering at harvest.

• Korean small business review
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• v.31 no.2
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• pp.19-37
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• 2009

The purpose of this research is to explore differences between small and medium-sized companies and large-sized companies in the impact of human resource innovativeness(HRI), learning orientation(LO), and HRI-LO interaction on innovation effect and business performance. Although learning orientation has long been considered as a key factor influencing good performance of a business, little research was devoted to exploring the effect of HRI-LO interaction on innovation effect and business performance. In this study, it is investigated whether there is a synergy effect between innovative human workforce and learning orientation corporate culture, in addition to each by itself, to generate good business performance as well as a success of new innovations in the market. Research hypotheses were as follows, including H1) human resource innovativeness(HRI), learning orientation(LO), and interactions of HRI and LO(HRI-LO interaction) positively affect innovation effect, H2) there is a difference of the effect of HRI, LO, and HRI-LO interaction on innovation effect between large-sized and small-sized companies, H3) HRI, LO, HRI-LO interaction, innovation effect positively affect business performance, and H4) there is a difference of the effect of HRI, LO, HRI-LO interaction, and innovation effect on business performance between large-sized and small-sized companies. Data were obtained from 479 practitioners through a web survey since the web survey is an efficient method to collect a national data at a variety of fields. A single respondent from a company was allowed to participate in the study after checking whether they have more than 5-year work experiences in the company. To check whether a common source bias is existed in the sample, additional data from a convenient sample of 97 companies were gathered through the traditional survey method, and were used to confirm correlations between research variables of the original sample and the additional sample. Data were divided into two groups according to company size, such as 352 small and medium-sized companies with less than 300 employees and 127 large-sized companies with 300 or more employees. Data were analyzed through t-test and regression analyses. HRI which is the innovativeness of human resources in the company was measured with 9 items assessing the innovativenss of practitioners in staff, manager, and executive-level positions. LO is the company's effort to encourage employees' development, sharing, and utilizing of knowledge through consistent learning. LO was measured by 18 items assessing commitment to learning, vision sharing, and open-mindedness. Innovation effect which assesses a success of new products/services in the market, was measured with 3 items. Business performance was measured by respondents' evaluations on profitability, sales increase, market share, and general business performance, compared to other companies in the same field. All items were measured by using 6-point Likert scales. Means of multiple items measuring a construct were used as variables based on acceptable reliability and validity. To reduce multi-collinearity problems generated on the regression analysis of interaction terms, centered data were used for HRI, LO, and Innovation effect on regression analyses. In group comparison, large-sized companies were superior on annual sales, annual net profit, the number of new products/services in the last 3 years, the number of new processes advanced in the last 3 years, and the number of R&D personnel, compared to small and medium-sized companies. Also, large-sized companies indicated a higher level of HRI, LO, HRI-LO interaction, innovation effect and business performance than did small and medium-sized companies. The results indicate that large-sized companies tend to have more innovative human resources and invest more on learning orientation than did small-sized companies, therefore, large-sized companies tend to have more success of a new product/service in the market, generating better business performance. In order to test research hypotheses, a series of multiple-regression analysis was conducted. In the regression analysis examining the impact on innovation effect, important results were generated as : 1) HRI, LO, and HRI-LO affected innovation effect, and 2) company size indicated a moderating effect. Based on the result, the impact of HRI on innovation effect would be greater in small and medium-sized companies than in large-sized companies whereas the impact of LO on innovation effect would be greater in large-sized companies than in small and medium-sized companies. In other words, innovative workforce would be more important in making new products/services that would be successful in the market for small and medium-sized companies than for large-sized companies. Otherwise, learning orientation culture would be more effective in making successful products/services for large-sized companies than for small and medium-sized companies. Based on these results, research hypotheses 1 and 2 were supported. In the analysis of a regression examining the impact on business performance, important results were generated as : 1) innovation effect, LO, and HRI-LO affected business performance, 2) HRI by itself did not have a direct effect on business performance regardless of company size, and 3) company size indicated a moderating effect. Specifically, an effect of the HRI-LO interaction on business performance was stronger in large-sized companies than in small and medium-sized companies. It means that the synergy effect of innovative human resources and learning orientation culture tends to be stronger as company is larger. Referring to these result, research hypothesis 3 was partially supported whereas hypothesis 4 was supported. Based on research results, implications for companies were generated. Regardless of company size, companies need to develop the learning orientation corporate culture as well as human resources' innovativeness together in order to achieve successful development of innovative products and services as well as to improve sales and profits. However, the effectiveness of the HRI-LO interaction would be varied by company size. Specifically, the synergy effect of HRI-LO was stronger to make a success of new products/services in small and medium-sized companies than in large-sized companies. However, the synergy effect of HRI-LO was more effective to increase business performance of large-sized companies than that of small and medium-sized companies. In the case of small and medium-sized companies, business performance was achieved more through the success of new products/services than much directly affected by HRI-LO. The most meaningful result of this study is that the effect of HRI-LO interaction on innovation effect and business performance was confirmed. It was often ignored in the previous research. Also, it was found that the innovativeness of human workforce would not directly influence in generating good business performance, however, innovative human resources would indirectly affect making good business performance by contributing to achieving the development of new products/services that would be successful in the market. These findings would provide valuable managerial implications specifically in regard to the development of corporate culture and education program of small and medium-sized as well as large-sized companies in a variety of fields.