• Journal of National Security and Military Science
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• s.5
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• pp.1-45
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• 2007

Reserved forces of ROKA are in charge of replacement of TOE in the wartime and mission of rear area operation. But there is institutional inertia in the law and organization oriented to fill human resources rather than take mission. We need to prepare for the investment and arrangement of reserved forces as military power that would be replaced standing forces. In this portion, to reinforce reserve forces elite, First, efficient mobilization regulations and systems are suggested. I covered a maintenance of relevant mobilization ordinances which need to legislated and approved by national assembly for wartime and development of mobilization system which might lose the appropriate time for mobilization due to complicated declaration procedures and measures to overcome the panic at the initial stage of the war and organization and employment of nationwide transportation system and mobilization center. To ensure efficient resource management and mobilization of reserve forces with a number of approximately 3 million, there's a necessity of organization for integration and conciliation. To make it real, I suggested establishing and employing the mobilization center, on first phase, employ the mobilization center focusing on homeland divisions, on second phase, it is advisable to convert to national level mobilization system and develop to central mobilization center focusing on national emergency planning committee. During peacetime, in conjunction with Mobilization Cell, mobilization center can conduct resource survey and integrate and manage mobilization resources and take charge of mobilization training of subordinate units, and during wartime, in conjunction with mobilization coordination team and Cell, can ensure the execution of mobilization. Second, Future oriented reserve forces management system such as service system of reserve forces and support system of homeland defense operations. Current service and trainings of reserve forces by the year have very low connection, as it is very complex to manage the resources and trainings, and service and training lack the equity, re-establishment of service system is required. Also in an aspect of CSS and cultivation support for reserve forces, as the scope and limitation of responsibility between the armed forces and autonomous organization is obscure, conditions to conduct actual-fighting exercises are limited. Concentrated budgetting is extremely difficult because reserve forces training fields are scattered nationwide, and facilities and equipments are rapidly getting older. To improve all these, I suggest the organization of homeland defense battalion with a unit of "City-Gun-District" and supporting the local reserve forces. Conduct unit replacement or personal replacement for those who have finished their 1 or 2 years and homeland defense operation duty for those with 3-5 years for consistency and simplification. Third, I suggest Future oriented Reserved Training(FRT) and Training Center oriented training management to establish a reliable reserve training. Reserves carry out expansion of unit, conventional combat mission, homeland defense and logistics support during wartime, and actual-fighting exercise, and disaster relief, peace keeping activities. Despite diverse activities and roles, their training condition still stays definitely poor. For these reasons, Modernization of weapons and facilities through gradual replacement and procurement is essential to enhance mobilization support system.

• Journal of the Society of Disaster Information
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• v.9 no.2
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• pp.153-163
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• 2013

The damage caused by natural and human disasters has been increasing year by year. While the damage from these disasters are unavoidable, reduction of damage level by proper establishment of control measures could be sufficiently achievable. Disaster prevention resources include resources introduced in the event of disaster, such as human, materials, equipments and facilities. Rapid yet proper inputs of these resources are the key factor to minimize any damages from the disaster. Currently, however, the standard and/or criteria for mobilization of the disaster prevention resources have not yet systematically established. Therefore, proper resource management as well as efficient resource input has not been in place. This research is an early stage construction of efficient mobilization resources, which had been irregularly loaded and applied before. Also this study has tried to provide a classification rule for efficient disaster prevention resource management and mobilization, and indeed, provide a foundation for efficient resource management system.

• Journal of the Korean Geographical Society
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• v.41 no.4 s.115
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• pp.470-490
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• 2006

The paper critically examines resource mobilization theories, frame theory, and new social movement theories, and proposes studies on the spatiality of the social movements as one potential to mitigate the limitation in these theories. The resource mobilization theories and the frame theory, the strategy-oriented approaches, lack contextual understandings of the origin of social movements. While new social movement theories provide macro-scale analysis and the structural explanations of the origins of social movements, they have covered limited geographical areas. The spatiality of social movements promotes deep understandings of local differences, and contexts in and through which grievances are constructed and collective actions are organized. Physical structures and symbolic representations of places are often created and utilized as social movement strategies. The spatiality of social movements can be a useful conceptual tool to explain the diversity and the dynamics of social movements.

• Korean Journal of Social Welfare
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• v.57 no.2
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• pp.5-40
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• 2005

Social welfare centers and residential care facilities where provide the socially disadvantaged with proper social services, face financial difficulties. This is because not only of the lack of governmental support, but also of social welfare centers and residential care facilities' lack of skills in developing abundant resources from the private sector. In this context, this study tried to find factors affecting resource mobilization of the social welfare facilities to devise policies in resource development. Mail survey was conducted with the structured questionnaire. Employees in charge of community resource development were asked to answer the questionnaire. The study population were welfare centers and residential care facilities. A total of 293 community welfare centers and 632 residential care facilities responded to the survey. The response rate was about 62%. The dependent variables of the study were the amount of resource mobilization in the year 2001 which was measured as the number of donors, the total amount of donation, and estimated amount of gift-in-kind. Three types models were constructed per each welfare institution. Independent variables were selected based on the previous research findings: community environment factor, structural factor, and resource development factor. Multiple regression was utilized to analyze the data. The resource development factor turned out to be significant variable in various models. In the models of donors, the amount of donation, and the amount of gift-in-kind (except for the welfare center model), at least one out of six variables of the resource development factors was significant welfare center. Welfare centers which establish the resource development department or hire employees to take care of resource development, utilize computer softwares to file donors, and utilize donor management programs, have more donors and/or donations than their counterparts. In addition, residential care facilities located in urban area have more donors and donations, and among residential facilities those for the disables, those with longer history and more employees, receive more donations than their counterparts. As for the gift-in-kind model, the welfare centers located in high income area and residential care facilities for the elderly, children and mentally retarded receive less gift-in-kind than their counterparts Based on the above findings, this study suggested that to mobilize resources the welfare centers as well residential care facilities need to have community resource development department or resource development staffs, adopt computer software to systematically organize donors, and utilize donor mobilizing and maintaining programs.

• 한국사회복지학회:학술대회논문집
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• 2004.04a
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• pp.261-297
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• 2004

Social welfare facilities where provide the socially disadvantaged with proper social services, face financial difficulties. This is because not only of the lack of governmental support, but also of social welfare facilities' lack of skills in developing abundant resources from the private sector. In this context, this study tried to find factors affecting resource mobilization of the social welfare facilities to devise policies in resource development. Mail survey was conducted with the structured questionnaire. Employees in charge of community resource development were asked to answer the questionnaire. The study population were two types of welfare facilities: community welfare centers and residential care facilities. A total of 293 community welfare centers and 632 residential care facilities responded to the survey. The response rate was about 62%. The dependent variable of the study was the amount of resource mobilization in the year 2001 which was measured as the number of donors, the total amount of donation, and estimated amount of gift-in-kind. Three types models were constructed per each welfare facility. Independent variables were selected based on the previous research findings: community environment factor, structural factor, and resource development factor. Multiple regression was utilized to analyze the data. The resource development factor turned out to be significant variable in various models. In the models of donors, the amount of donation, and the amount of gift-in-kind, at least one out of four variables in the resource development factor was significant. Welfare centers which establish the resource development department or hire employees to take care of resource development, and adopt computer software in managing donors, receive more donations than their counterparts. Interestingly, the centers where employees take the responsibility of resource development as well as other responsibilities (dual duty), did not have more resources mobilized than those with no employees for resource development. Using computer software in managing donors turned out to be a significant variable in many models, except for the donor model. In addition, residential care facilities located in urban area have more donors and donations, and among residential facilities those for the elderly, children, and the mentally retarded and those hiring more employees, receive more donations than those for the disabled and those hiring less employees. As for the gift-in-kind model, the centers located in high income area and residential facilities for the elderly, women and mentally retarded receive less gift-in-kind than those for the disabled. Based on the above findings, this study suggested that to mobilize resources the welfare centers as well residential care facilities need to have community resource development department or resource development staffs, and adopt computer software to systematically organize donors.

• Journal of the Society of Disaster Information
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• v.11 no.3
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• pp.376-384
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• 2015

It needs a framework to minimizing the damage using the just-time just-resources strategy. But it is not easy to put 'what kinds of resources', 'how many resources', 'from where institutions', and 'how much money for the reimbursement'. So most of the local government depends on the field manager. In this study, we analysed the conventional system and provides the efficient methodology to the stockpiling and mobilizing against to the disaster. The study does not provide the stockpile amount for the local governments, because the stockpile amounts must consider the local diverse situations.

• Journal of Applied Biological Chemistry
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• v.65 no.4
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• pp.463-469
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• 2022

Cudrania tricuspidata (C. tricuspidata), a medicinal plant widely employed throughout Asia in ethnomedicine, has various bioactive properties, including antidiabetic, antiobesity, antitumor, and anti-inflammatory activities. In addition, the C. tricuspidata root extract reportedly inhibits platelet aggregation. Therefore, we focused on the active substances present in the C. tricuspidata extract. Sanggenon N (SN) is a flavonoid found in the root bark of C. tricuspidata. In the present study, we examined the inhibitory effects of SN on platelet aggregation, phosphoproteins, thromboxane A₂ generation, and integrin αIIbβ3 activity. SN inhibited collagen-induced human platelet aggregation in a dose-dependent manner without cytotoxicity. Furthermore, SN suppressed Ca²⁺ mobilization and influx through associated signaling molecules, such as inositol 1, 4, 5-triphosphate receptor I (Ser¹⁷⁵⁶), and extracellular signal-regulated kinase. In addition, SN inhibited thromboxane A₂ generation and associated signaling molecules, including cytosolic phospholipase A₂ and mitogen-activated protein kinase p38. Finally, SN could inhibit integrin (αIIb/β₃) activity by regulating vasodilator-stimulated phosphoprotein and Akt. Collectively, SN possesses potent antiplatelet effects and is a potential therapeutic drug candidate to prevent platelet-related thrombosis and cardiovascular disease.

• International Commerce and Information Review
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• v.8 no.3
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• pp.385-396
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• 2006

The successful knowledge and information based companies facilitate to restructure the industry and strengthen the national competitiveness in the future. The advent of information age provides us new challenge because the information breakthrough can play a pivotal role in terms of knowledge transfer in the human resource management. Executive officer must present long term vision in order to expand enterprise continuously and establish long term management goal and strategy which are appropriate for key organizational skills of future management environment (Pfeffer, 1998). Also, long term talent management based on vision, goal and strategy and talent development strategy and employment management must be established (小池, 1994)). American HRM system's reformation cannot be defined without scientific management policy. However, currently widely discussed Japanese HRM system's reformation cannot be defined without organizational commitment focused Japanese employment system. (津田, 1992 ; 太田, 1994). Japan's development of the following policies are behind comparing to Europe : (1)Skill based talent management regardless of age, sex, nationality, race and academic background (2)Consideration of retirement age of 64 (3)Creativity and freedom promoting talent management policy. Also, there are problems to be solved. Solutions will be searched for by establishing new wage policy based on tasks and individuals in the basis of lifetime employment system.

• Journal of Korea Technology Innovation Society
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• v.2 no.2
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• pp.201-218
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• 1999

The article contains an introduction of possibility of applying Multi-Attribute Utility Theory(MAUT) for priority setting of R&D projects. MAUT is compared with AHP, which is widely used recently. These two techuiques are applied to set priorities of R&D projects In a Government-funded Research Institute. Six criteria are chosen from consultation with decision makers. They are composed of 1) validity as representative projects, 2) possibility of resource mobilization, 3) spillover effect of developed technologies, 4) possibility of success, 5) scope of participation and 6) clarity of research goal. To set priorities of R&D projects, SMART(Simple MultiAttribute Rating Technique) and DVM(Difference Value Measurement) out of many MAUT methods are used to design the utility function and to determine the weights among criteria. The aggregation model is additive on the assumption the criteria are independent. AHP executes pairwise comparisons for criteria and alternatives. From the results of the case study, the results and theoretical characteristics are compared.

• Journal of Technology Innovation
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• v.4 no.1
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• pp.185-207
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• 1996

It is frequently pointed out that the Korean economy, with its scarce natural resources, would never have been able to achieve current levels of economic development without the massive provision of well-educated, hardworking human resources. Throughout the industrialization process ,full-fledged deployment and mobilization of qualified human resources have been the foundation to industrial policy and S&T policy. This paper describes the development of S&T human resources in Korea using various statistics including educational enrollment rates, unemployment rates, the allocation of researchers and R&D expenditures among sectors of performance, educational composition of employment within and across industries, technical human resource shortage rates, relative wage levels of SMEs, and composition of labor force by age-group and gender. While analyzing S&T human resources development, this paper discusses issues such as the mismatched demand and supply of skill and knowledge levels of the highly educated, the unbalanced distribution of S&T human resources between sectors, and the low utilization of the female and aged labor force. This paper suggests that the policy maker applies a hybrid of quantitative and qualitative policies to reduce the mismatches of supply and demand of skill and knowledge levels for each labor market categorized according to supply side.