In this paper, in order to study the relationship between the safety culture of highway management agencies and disaster reduction activities (BCMS), a measurement tool was identified through previous research on safety culture, and the validity of the measurement tool was confirmed through exploratory factor analysis. I want to check. The subjects of the study were workers belonging to disaster reduction activity management system certification organizations among highway management organizations. The highway management agencies are the Korea Expressway Corporation, which manages the functional continuity of national highways nationwide, and 8 of the 21 private road agencies that manage the functional continuity of the highways. The safety culture measurement tool is an indicator that measures safety culture factors, and is reorganized by the researcher based on survey items from previous studies, with management/manager safety values and attitudes, safety communication, safety education and training, and safety regulations/ management system as subfactors. A total of 24 questions were comprised of the survey tool. As a result of the study, the result of exploratory factor analysis was that the safety culture scale was extracted into four factors based on theoretical grounds, and the total cumulative variance was 80.360%. When checking the questions for each factor, it was found that all the questions loaded on the factor that was originally intended to be measured. Factor 1 is management, factor 2 is safety, and factor 3 is communication., Factor 4 was named education. Number of questions: 4 management questions, 3 safety questions, communication It consisted of 4 questions and 2 education questions.

최근 해외 주요 정보선진국들 차원에서 국가안보의 위협에 대한 인식들의 변화가 발견된다. 전통적인 국가안보의 위협이었던, WMD, 적국 스파이행 위, 군사도발, 테러리스트ㆍ초국가 범죄단체의 위협들 외에도 기후변화, 전 염병과 신종바이러스의 위협, 식량과 반도체 등 공급망, 사이버 공격, 신 기술과 관련된 경쟁과 악용에 대한 위협들이 새롭게 인식되고 있다. 무엇 보다 악의적 허위정보, 정보조작을 통한 사회혼란, 여론조작, 선거개입 등 의 민주주의 시스템을 흔드는 시도들은 자유민주주의 국가에 대한 중요한 위해요소로 등장하였다. 이 같은 위협들이 실존적인 인류와 국가의 생존과 관련되면서 해외주요 국가들은 정보기관들에 복합적 국가안보위협에 대응 하기 위해 기술적, 지식적, 인지적 준비를 갖출 것을 요구하고 있다. 이를 위해서는 입법을 통한 정보기관 권한 강화하가 가장 중요하다. 그러나 국 내의 경우 정보기관의 수사 및 정보활동을 더 약화되었고 현재 주요 국내 정보기관의 활동은 해외의 정보강국들에 비해 상대적으로 크게 위축된 상 황이다. 반면, 미국 등 서구 주요 정보선진국들은 새로운 안보위협들에 대 응할 수 있도록 정보기관의 활동과 권한을 강화할 입법조치를 취하고 있 다. 이러한 변화는 신냉전 상황에서 각 국가의 핵심적인 안보전략과 정보 기관의 업무범위와 방향을 일치시키고 조율하는 것으로 향후 수년간 이러 한 추세가 지속될 것이 예측된다. 따라서 주요 정보강국들의 정보기관 활 동과 권한을 규정하는 법률들을 이해하는 것은 오늘날 한국의 국가안보차 원의 정보활동에 중요하다. 그러나 국내에는 이와 같은 관점에서 정보활동 을 강화하는 법률에 대한 고찰연구를 발견하기 어렵다. 이에 따라 이 연구는 미국의 국가안보와 관련된 가장 핵심적 정보기관들의 정보활동, 업무, 권한과 이를 규정하는 법률들에 대해 소개하고자 한다. 이러한 연구의 목 적을 위해서 다양한 자료들을 대상으로 문헌분석을 수행하였다. 결론 부분 에서 미국 사례분석에 근거하여 국내 정보기관의 권한과 관련한 입법관련 정책시사점이 논의되었다.

The hotel industry vs. online travel agencies: forever foe? The rise of Online Travel Agency (OTA) conglomerates such as Expedia and Priceline has forced the hotel industry to find ways of working with, or avoiding, an increasingly powerful channel for room distribution, and an increasingly relevant set of brands for consumers (Zhang, Denizci Guillet, & Kucukusta, 2015; Lee, Denizci Guillet, & Law, 2013). Although strategizing how to work with different electronic distribution channels has been studied, very few of them have addressed hoteliers‘ perceptions of OTAs, and how OTAs are affecting the industry. In this exploratory research, we sought to investigate the state of current and possible future relationships between OTAs and the hotel industry, from the perspective of diverse hoteliers in the U.S. Using a grounded theory method (Charmaz, 2014; Corbin, Strauss, & Strauss, 2014) that advises to maximize variety to increase the chances of finding new distinctions through a method of ‗constant comparison‘ between data sources, we interviewed eight highly accomplished hotel industry professionals in the U.S., mostly executives, across a variety of roles. Two of our informants were owners/operators of a large hotel management group (Interviewees 1 and 2), one was a former C-level executive at a major hotel brand (Interviewee 3), one was a senior executive at a midlevel regional hotel brand (Interviewee 4), one was the owner/operator to two family-run independent hotels (Interviewee 5), one was the owner of an independent, luxury hotel online services provider (Interviewee 6), one was the manager of a mid-level major brand hotel (Interviewee 7), and one was the owner of a hotel real estate investment company (Interviewee 8). The interviews were semi-structured on: the influence of OTAs on their business, and the hotel industry in general and current strategies for working with, or competing against, OTAs. The interviewees were guaranteed full anonymity, and the resulting 60-75 minute conversations were fully transcribed. Based on the grounded theory design, we followed gradual phases of data analysis: a preliminary open coding phase where concepts are associated with a line-by-line reading of transcripts; a focused coding phase where a limited number of concepts are chosen for further analysis; and an ‗axial‘ coding phase where concepts are systematically related to each other. During the open coding phase, this study‘s authors individually did initial code generation. They then came together to select the primary themes that emerged during focused coding, and worked together to relate the chosen themes to each other, and to key contextual variables such as industry role, hotel size, and hotel category. The impact of OTAs The first consistent perception of OTAs from every corner of the hotel industry is that they ―are not going away‖ (Interviewees 1, 2, 3, 4, 5, 7, 8). The interviewees noted that OTAs first came into the picture post 9-11 when the market was down. Back then, hoteliers ―signed up for OTAs without thinking about any future impacts‖ (Interviewee 5), and ―did not anticipate how disruptive they were going to be, because the original OTA model was to sell distressed or unusable inventory‖ (Interviewee 1). The negative perceptions of OTAs were widespread, with the use of terms such as ―necessary evils‖, ―evil empires‖, and ―Frankenstein‖ (Interviewees 4 and 5). The hotel industry ―sold its soul‖ to OTAs (Interviewee 1), we [hoteliers] are idiots‖ (Interviewee 8) and ―we hate them all.‖ (Interviewee 5). The interviewees expressed that OTAs have had an unexpectedly significant and negative impact on the hotel industry and their business, ―dramatically changing the landscape of hotel business‖ (Interviewee 8). With a marketing budget far larger than that of many hotels, OTAs have successfully convinced consumers to book on their websites for speed, convenience, choice, and loyalty points, and made them believe – incorrectly, according to the interviewees – that they can get the cheapest rates there. The negative view of OTAs has led to a predominantly zero-sum view of the hotel- OTA relationship. OTAs have consolidated to develop a large network of suppliers, and they have been taking more direct business away from hotels, according to the interviewees. As such, the main impact of OTAs on the interviewees‘ hotel bookings was increasing costs due to commission fees to the OTAs, which ―drive up the customer acquisition cost, [which is why] profit hasn‘t gone up in proportion to the revenue increase‖ over the years (Interviewee 6). All but one interviewee mentioned the term ―rate parity,‖ whereby hotels and OTAs have to offer the same room rates on their respective websites. Nonetheless, one interviewee expressed discontent about OTAs‘ practices of rate parity, because hoteliers have ―no clue what they‘re selling [my inventory] for, especially when hotels are packaged with other travel products‖ (Interviewee 5). To minimize this negative financial impact, hotels try to increase direct bookings as much as possible from their members by offering extra features such as mobile check-in, or better rates available only to them. This ‗closed group‘ offering is also practiced by OTAs through which their loyalty program members can also be offered more favorable pricing or terms. The interviewees mentioned that the impact of OTAs is larger for independent than for chain hotels because independent hotels have no ―big distribution channel, and it‘s a way for [them] to be visible‖ (Interviewee 8). However, OTAs are more expensive for independent than for chain hotels, as the latter can leverage their large size to negotiate better terms with OTAs. The OTA commission rates at the interviewees‘ hotels ranged between 6% and 28%, with the highest rate being for independent hotels. Four interviewees pointed out that hotel location and service/price level influence the degree to which OTAs are utilized. That is, OTAs‘ booking volume is higher at resorts, and at hotels at or near airports with a high guest turnover. OTAs‘ booking volume is also higher for hotels with limited service (economy or budget hotels) than those with higher levels of service/price (luxury or upper scale hotels). The former, as compared to the latter, are akin to ―soap on a shelf‖ (Interviewee 8) because they are not distinctive in the consumer‘s mind, and consumers who choose to stay at the former are typically price-elastic. Although the majority of bookings at major chain hotels are still generated by direct bookings, what concerns the hoteliers most is that the percentage of bookings by OTAs has been ―growing at a double-digit rate for many years‖ (Interviewee 3). This makes the interviewees feel that ―OTAs take customers away‖ from their hotels (Interviewee 8). Strategic response of the hotel industry Although all the interviewees acknowledged and worried about the negative financial impact of OTAs, the only consistent strategy for coping with OTAs was to divert bookings to more cost-effective channels such as direct booking, or ―limit visibility over premium dates as much as possible‖ (Interviewee 8). They responded that they use or have to use most or all major OTAs (e.g., Expedia, Priceline), simply because these are prevalent and most familiar to consumers today. The response to the perceived OTA threat varied, depending on the respondent‘s role in the hotel industry. The REIT investor (Interviewee 8) and the major brand executive (Interviewee 3) displayed the purest zero-sum view of the relationship. The REIT investor believed the best response is to strengthen the bargaining position of hotels and win back lost revenue, expressing that hotels are ―letting other people take all this money…we‘re stupid.‖ From the major brand perspective, the best response was consolidation (getting bigger) to have better leverage in complex OTA negotiations, and to have more capital for marketing campaigns and technology development. For the more ―independent‖ respondents there was more scope to react by working with OTAs at some level. The single hotel manager and the independent hotel owner both used the metaphor of ―playing the game‖ to survive in the new era: ―You‘d better play ball with them if you want a presence online‖ (Interviewee 5). For an independent hotel, ―Expedia is my franchise website‖ (Interviewee 7) because OTAs are ―doing things that I could never do as an independent‖ (Interviewee 5). In particular, they emphasized the necessity to understand and master the digital marketing landscape of social media, review sites, search engine optimization, daily deal sites, and a good online presence on their own websites, expressing ―You gotta fish where the fish are‖ (Interviewee 4). Independent and small hotels do suffer from higher OTA commissions, but can also work in their favor in terms of preferred placement in hotel searches and referrals from OTAs. The technology service company‘s, (Interviewee 6) key strategic response was to gain control over customer data, because customer email addresses are particularly important for ―retargeting and email marketing to get guests back for zero costs‖ but is difficult to obtain when receiving bookings from OTAs. Some interviewees were able to see other potential strategic responses that were promising, but not yet pursued widely. One example was ‗bundling‘ products and services along with hotel rooms in new ways (Interviewees 1, 2, 4, 5, 6), similar to Airbnb‘s recent pivoting of offerings. Recognizing that part of the success of OTAs comes from customer convenience, some interviewees thought that innovations such as eliminating check-in (Interviewee 4) would help hotels cope with the new pressures. The regional hotel chain executive and the hotel management company owners perceived that changes to the physical product offered by hotels were needed to compete with Internet providers, especially Airbnb, saying that hotels need to ―rethink the long hallway‖ and the ―300 square-foot rooms‖ (Interviewee 4). This same executive saw significant barriers to innovation in the hotel industry. ―We [hotel industry] are definitely trying…but we are capital heavy, labor heavy, slow to innovate‖ (Interviewee 4). Discussion Our exploratory findings suggest that hoteliers, across a variety of hotel industry roles, had an almost uniformly profoundly negative, zero-sum view of the OTA relationship. While not dismissing the very real concerns and profitability pressures of the hotel industry, we are concerned that these perceptions may lead hotel industry players to not pursue or develop the relationship between them and OTAs in more mutually beneficial ways. The strategy of choice right now is to simply compete directly with OTAs, which is not a strategy that has necessarily worked for other traditional industries when digital intermediaries have entered their space, especially highly fragmented ones with many service providers such as the media and retail industries (Grossman, 2016). This view of the relationship does explain the relative lack of innovation about how to maximize the benefits of this relationship for both sides. In contrast to the zero-sum view, we would point to an alternative theory such as coopetition (Brandenburger & Nalebuff, 2011). The theory of co-opetition points to two simultaneous processes: the cooperation required to ‗create the pie‘, or create value for all parties; and the competition to ‗divide up the pie‘ or capture the value created. Success in co-opetition comes from ‗changing the game‘ by developing new partnerships with four related parties: customers, suppliers, competitors, and complementors that offer ancillary services. In our data, we saw some tentative recognition of co-opetition possibilities in each of these four categories. For new customer relationships, we saw some desire by hoteliers to improve customer convenience and value, beyond simply increasing loyalty rewards. Some hoteliers recognized that OTAs have succeeded in part because of the consumer convenience and value proposition is a superior one. For new supplier relationships, there is limited recognition that new kinds of hotel products might be needed, supplied by non-traditional sources as in the Airbnb case, or by construction partners when building new hotels. Hotels have traditionally worked with complementors by bundling rooms with various travel services such as gaming or meals, but OTAs and Airbnb now offer similar services, making it difficult for hoteliers to differentiate themselves. Thus, there is an opportunity for hoteliers to creatively rethink their relationship with complementors, which none of our respondents mentioned. Despite the negative perceptions, our respondents reported some possibilities for new relationships with their OTA competitors, by using digital marketing techniques to their own advantage. To take an example, instead of having a booking war against OTAs, Red Lion Hotels strategically decided it would partner with Expedia in 2016. When customers see Red Lion hotel rates on Expedia sites, they see both a loyalty member rate, which is lower, and a non-member rate. Even if they are not part of Red Lion‘s loyalty program, customers can still book the loyalty rate and are then automatically enrolled as Red Lion members – thus enjoying member benefits while at the same time also earning points with Expedia. To complete the enrollment, the customer‘s email address is then sent to Red Lion ―which is a big deal because the online travel agencies don‘t normally share such information with partners‖ (Schaal, 2016b, p. 1). Looking across all four categories of new co-opetition relationships, however, we see little evidence of coordinated, systematic strategies for pursuing them in the hotel industry. For the hotel industry to respond to the rise of today‘s OTAs, and the other technology companies that might enter the industry in the future, we suggest that hotels will need to transcend their negative, zero-sum views of the OTA relationship and actively experiment with new co-opetition relationships. In addition, the hotel industry should also continue to improve the effectiveness of its traditional responses to OTAs, including their loyalty programs and brand loyalty initiatives. Several interviewees acknowledged that consumer behavior is changing and consumers today are not as brand loyal at they used to be. Research results echo the same phenomenon. For example, Wollan, Davis, De Angelis, and Quiring (2017) found that 71% of 25,426 respondents in 33 countries said ‗loyalty programs do not engender loyalty‘; 77% ‗retract their loyalty more quickly than they did three years ago‘; and 61% said they ‗switched one brand to another in the last year.‘ Decreasing brand loyalty is also apparent for hotels. MBLM (2017) found that consumers have the least ‗brand intimacy‘ (emotional bond with a brand) with hotel brands compared to those of other industries such as automotive and retail. Similarly, Oracle Hospitality (2017) found that 58.7% of survey participants (8,000 in Australia, Brazil, Mexico, France, Germany, Japan, U.K. and U.S.) stated that they do not belong to any hotel program. The Global Traveler Study (2014) also found the diminishing meaning of ‗loyalty to one hotel,‘ as 66% of their 4,618 respondents in the U.S., U.K., Germany and China are members of 1-4 hotel loyalty programs, while 15% are members of 5 or more programs. Despite the decreasing numbers and the questioned value of such programs, hoteliers are still trying to make consumers loyal to their own brand by enticing them to join their loyalty program. This effort is to increase direct bookings and compete with OTAs by offering ‗member-only‘ incentives such as member discounts, or additional perks such as free late check-outs, free meals, or free upgrades. However, these incentives may exacerbate the already increasing costs for hoteliers, particularly if they are attracting consumers who are price sensitive and would not book directly unless they get something back. While the interviewees mentioned their efforts to increase direct bookings through loyalty programs, none referred to the cost of those programs. Given the changing consumer behavior toward becoming less loyal to brands, it stands to reason for hoteliers to re-consider their loyalty programs. Conclusion Hoteliers are fighting intermediation and trying to push direct bookings. This is nothing new for them since they have been doing it with traditional travel agencies for years. Yet, bookings with traditional agencies remain strong, and OTA bookings continue to grow. It seems that it might be time for hoteliers to quit fighting intermediation, and embrace the ―good‖ that it can bring by adopting a co-opetition mindset, while also creatively thinking about brand loyalty programs and what they might bring to that mindset – if anything. In the zero-sum perception of OTAs, however, we found little space for innovative thinking about how to create new offerings through new partnerships, or loyalty programs. While existing OTAs, and emerging OTAs such as Airbnb, are personalizing services for customers, offering new services that are bundled with rooms, and new products with a new population of room suppliers, the hotel industry‘s response is to simply copy what the OTAs are doing and apply it to their own online bookings. We urge the hotel industry to move beyond this response, and be equally creative in finding new co-opetition opportunities that speak to the traditional strengths of the hospitality industry and its experienced professionals.

Many firms see organizational learning systems as critical to facilitating competitive advantage. However, until now, few tourism studies have empirically investigated and identified how the different characteristics of highly competitive organizations, such as travel agencies, influence competitive advantage in a dynamic environment. This study uses a mediation-moderation analysis for such an empirical examination. A total of 288 travel agencies from Taiwan were analysed. The authors found that travel agencies’ shared goals may influence competitive advantage through characteristics of dynamic capability development, differential strategy implication and social capital accumulation. Greater levels of organizational learning may positively strengthen the relationships between (a) shared goals and dynamic capability, (b) shared goals and social capital, and (c) social capital and competitive advantage. Implications of these findings for managerial and theoretical frameworks are also discussed.

Major changes are challenging the tourist industry, such as new entrants, suppliers’ direct sales without intermediaries, and customers’ bargaining power due to Internet services, among others. In this context, the aim of this research is to assess the influence of two emerging constructs, eWOM adoption and customer engagement, jointly with consumer trust and brand equity, on travel agency loyalty. There is a huge amount of research available regarding the variables considered in this study: (i) brand trust and equity, and brand loyalty, have always been considered in the marketing literature; (ii) engagement and eWOM adoption have aroused interest from researchers since online comments gain popularity and usefulness. But their consideration in literature has been based, in most of the analyses, on symmetric relationships and it then fails to recognize the occurrence of causal asymmetry. In the present research a novel methodology is adopted, fuzzy set Qualitative Comparative Analysis (fsQCA), which uses Boolean algebra to show how causal conditions combine to bring about outcomes. On a sample of 520 travelers and through a fuzzy-set Qualitative Comparative Analysis, data shows that brand trust and brand equity are key drivers of loyalty, measured as a repurchase intention. In fact, jointly both variables lead to travel agency loyalty and when no engagement-enthusiasm dimension exists, for individual repurchase intention, brand equity or brand trust are also needed. Moreover, just engagement in terms of interactions also leads to brand loyalty, but engagement-enthusiasm dimension needs support of eWOM adoption to impact travel agency repurchase intentions. This finding highlights the specific importance of each analyzed variable as key drivers of travel agency loyalty. Theoretical and managerial implications are provided based on results.

최근 정보기관의 ‘해킹 프로그램 구입’ 사례는 과거 비민주적 국가정보 기관의 사생활침해와 감시라는 단편적인 인식의 차원을 넘어, 21세기에 들어 변화하는 안보환경과 국가기관이 국가안보활동과 관련된 여러 중요 하고 의미 있는 문제들을 함축하고 있다. 세계화, 정보화와 같은 새로운 안보환경의 등장은 국가 법집행 및 정보체계의 대응방식에서의 새로운 변화를 요구한다. 특히 우리나라는 북한, 중국, 테러세력, 초국가 범죄 집 단, 다국적 기업 등 다양한 국가 또는 비국가행위자의 위협을 받고 있으 므로 변화하는 안보환경에 맞추어 적응하는 것이 특히 중요하다. 따라서 이 글에서는 미국의 사례를 통하여 국가안보와 관련된 법집행기관과 정 보기관의 임무와 역할, 기능을 미국의 사례를 통해 점검해보고 시사점을 도출하고자 한다. 미국은 9.11 테러를 겪으면서 변화된 21세기 환경에서는 전통적인 사생 활 보호와 인권보호, 그리고 국가공권력의 법적, 제도적 제한 등의 장치가 효과적으로 작동하지 않는다는 사실을 인식하였다. 예컨대, 9.11 테러와 같 은 대참사나 보이스 피싱이나 마약밀거래와 같은 초국가적 조직범죄의 경 우, 사건이 이미 발생했다면 그 피해는 대량의 인명살상이나 경제적 피해를 야기할 만큼 심각하다. 그렇기 때문에 대응적인 측면보다는 사건발생 이전 에 미연에 차단할 수 있는 선제적 활동의 필요성이 더욱 강조된다. 이에 따 라 변화된 21세기 안보환경에서 미국을 포함한 여러 다른 서방 민주주의 국가들은 공권력 강화의 방향으로 법제도와 운용을 정비하고 있다. 미국, 이스라엘, 프랑스, 독일, 그리고 영국의 최근 동향은 국가안보와 민주주의 의 가치, 그리고 자국민의 안전을 지키기 위해서는 법집행 기관과 정보기관 과 같은 공권력의 증대에 따른 개인의 사생활 보호와 기본권 등의 부분적 감소는 어쩔 수 없이 받아들일 수밖에 없다는 입장이다. 우리의 동맹국인 이들 자유민주주의 국가들은 개인의 헌법상 기본권과 관련하여 논란의 소 지가 있음에도 범죄예방수사, 비밀수사, 전자감시, 사이버 감시와 관련된 다양한 법적장치와 정책운용을 법집행 기관 및 정보기관의 능력 강화와 공 권력 증대 차원에서의 도입하고 있다.

The aim of this study is to analyze error cases induced during the proficiency test of certified odor measurement agencies. In the case of the homogeneity test performed in three panel groups, the geometric mean dilution factor of the site boundary PTMs(proficiency testing materials) was 1.4 ± 0.2, 1.7 ± 0.2, 1.8 ± 0.1 and that of the outlet PTMs was 3.7 ± 0.2, 3.7 ± 0.3, 3.7 ± 0.3, respectively. In the case of the stability test for 72 h, the geometric mean dilution factor of the site boundary PTMs was 1.6 ± 0.1 and that of the outlet PTMs was 3.6 ± 0.1. Among error cases induced during the proficiency test of certified odor measurement agencies, the proportion of error cases was in the order of case II(discontinuance of estimation)(40.0%) > case I(error on estimation procedure by panelist)(33.3%) > case III(miswriting of estimation result)(13.3%) > case IV(miswriting of dilution factor) and V(writing of wrong estimation result)(6.7%). Therefore, it seems likely that additional education related to error cases II and I is required.

이 연구는 1990년부터 2010년까지 20여 년 동안 공시된 34개 광고대행사 들의 감사보고서의 매출액 자료를 Altman의 Z-Score의 수식을 통해 구 해진 Z값을 기준으로 Z값이 1.81보다 작으면 부실기업으로 판정, 2.99보다 크면 건전한 기업으로 판정, 1.81과 2.99사이에 있으면 판정을 유보(회색지대 : Grey Zone)했다. 분석결과, 광고시장 개방초기인 1991년에는 Z값이 0.88이었지만 국내 금융위기 (IMF)의 시작년도인 1997년 Z값 0.72, 1998년 Z값 0.84이었다. 이 시기에는 많 은 광고주들의 부도로 인하여 계열회사 형태였던 인하우스 광고대행사들도 함께 부도가 나거나 다국적 광고대행사들에게 지분양도 등을 통해 기업회생을 모색하던 시기였다. 그 후 1999년 Z값은 1.32, 2000년 1.39로 증가했다. 하지만, 2008년에 는 미국발 서브프라임 모기지 사태로 인해 다국적 광고주들이 경영상의 어려움을 겪게 되면서 그의 광고를 대행해주던 다국적 광고대행사들도 어려움을 겪게 되었 다. 이 시기 국내 광고대행사들은 2008년 Z값은 1.55, 2010년에는 광고시장 개방 이후 가장 높은 Z값 1.62를 기록했다. 한편, Z값이 계산된 34개 기업 중 부실광고대행사로 판정된 비율은 2010년에 62.5%였다. 광고시장 개방초기에 광고대행사들 모두 재무 건정성이 부실했지만 다 국적 광고대행사들이 국내진출을 시작하면서 비율이 1992년에 92.9%로 감소했다. 국내의 금융위기인 IMF가 발생이 되면서 다국적 광고대행사가 국내 광고대행사들 을 인수합병하거나 단독설립 등으로 국내 광고시장에 본격적으로 진출하면서 광고 대행사들의 부실 비중은 1998년에 91.3%로 낮아지기 시작했고 2000년에는 일시 적으로 69.2%로 감소했다가 2002년에 82.8%로 다시 증가세로 돌아 섰다가 2006 년에 57.6%로 떨어졌다. 그 후 리만브라더스 사태로 인한 세계경제의 침체로 다시 2009년에 76.5%를 기록했고 2010년에는 62.5%로 감소했다. 부실 광고대행사의 안정성은 상당히 취약했다. 2010년까지 부실 광고대행사의 평 균 부채비율은 75.65%로 유보기업의 56.07%보다 19.58% 높았다. 부실 광고대행 사의 매출액영업이익률은 3.17%였고 유보 광고대행사는 4.59%였다. 부실 광고대행사의 성장성은 12.04%였고 유보 광고대행사의 성장성은 17.13%로 둘 다 성장성이 높다. 이는 부실 광고대행사나 유보 광고대행사에게 광고물량이 꾸준히 집중화 된다고 할 수 있다. 부실 광고대행사의 자산회전율은 0.71배였고 건전 광고대행사의 자산회전율은 0.78배였다. 자산회전율이 낮다는 것은 부실 광고대행사의 투자를 효율적으로 하 지 못한 부분이 많다는 것을 의미한다.

내사는 법적으로 완비된 제도가 아니며 수사기관이 통상의 수사를 내사로 포장하여 법적통제를 피하려는 속성 때문에 제도의 법적 불완전성을 갖고 있다. 이러한 내사의 법적 불완전성은 수사기관이 그 절차에서 철저한 밀행주의를 추구하는 가운데 피내사자에게 진술거부권을 고지하지 않고 진술을 청취하거나 임의동행을 빙자한 실질적인 강제연행 등을 비롯하여 암암리에 벌어지는 피내사자 등에 대한 인권침해의 위험성을 파생시킨다. 내사절차에서 피내사자에 대한 인권침해에 대한 높은 위험성은 내사절차에 대한 형사소송법의 통제의 미비로 발생한다. 그러므로 수사기관의 내사절차의 개선방안은 피내사자의 인권보호를 위하여 그 개선방안이 맞춰져야 하는데, 이를 위해서는 수사기관은 내사절차에서 객관의무와 공정성을 바탕으로 내사권이 남용되지 않도록 적정절차를 철저히 준수하고, 내사의 착수에 대한 명확한 근거의 마련으로 부당하게 내사를 착수, 진행하는 일이 없도록 하는 것이며 수사기관의 내부통제시스템을 강화하여야 한다는 점이다. 무엇보다도 내사절차에서도 통상의 수사절차와 같이 형사소송법의 지도이념에 충실함으로써 피내사자의 인권을 보호하고 피내사자에 대한 진술거부권을 실질적으로 보장하면서 변호인과의 접견ㆍ교통권도 보장할 때 내사절차의 적정성과 합법성이 담보될 것이다. 그리고 피내사자에 대한 지명수배, 긴급체포 임의동행을 빙자한 강제연행을 철저히 금지하고, 내사사건기록에 대한 열람ㆍ등사청구권의 보장, 체포ㆍ적부심사 청구권, 형사보상청구권 등의 피의자에 준하는 권리를 보장하는 것도 필요하다. 더불어 형사소송법상의 피의자등의 방어권은 아닐지라도 수사기관 스스로 내사절차에서 내사의 진행사실의 언론공개와 피내사자 등에 대한 출국금지에 신중을 기하는 것이 요구되기도 한다. 사법경찰관의 내사권의 남용을 방지하기 위하여 사법경찰관의 내사활동에 대한 검사의 수사지휘권을 발동할 수 있는 법적근거를 마련하고 수사기관의 불법내사에 대한 사법부의 통제를 강화하는 것도 필요하다. 그러나 내사를 법률로 명확히 규정함으로써 내사의 적정성과 피내사자 등의 인권보호에 더욱 적극적인 자세를 지향하여야 한다는 점에 있다고 할 것이다.

The purpose of this study was to analyze methods and contents of global Korean food marketing. In-depth interviews were conducted from July to October in 2010 using a qualitative research approach. Government agencies and restaurant companies emphasized well-being and healthy aspects as a Korean food identity. Regarding the marketing contents, government agencies commonly included standard loanword orthography and recipes. On the other hand, restaurant companies contained their own contents differentiated from other brands. Government agencies used CF, video, book and newspaper as communication channels but restaurant companies did not have systematic communication channels. Government agencies attempted to use holding, supporting and participating expositions as communication methods, whereas restaurant companies mainly used sales promotion and point-of-purchase as communication methods.

이 연구는 소년원생의 인식 조사연구를 통해 소년보호기관의 문제점을 도출하고 이에 대한 효율적 운영방안을 제시 하고자하는 목적에서 진행되었다. 조사 결과 소년원생들은 소년원에 대한 인식이 입소당시에는 좋지 않았으나 시간이 지날수록 긍정적으로 변화하고 있었다. 하지만 소년원도 교정시설이기 때문에 느끼는 ‘구속된 생활’이 가장 어려운 점으로 밝혀졌다. 소년원생들은 전체적으로 소년원 입소 후 이전보다 인격적으로나 정서적으로 나아졌다고 스스로를 평가 하고 있었고, 특히 부모님에 대한 죄송스러움이 크게 나타나 과거에 대한 후회가 많은 것으로 분석되었다. 한편 소년보호기관에서 이루어지는 교육과정에 대한 평가에서는 직업관련 교육을 학과교육보다 중요하게 여기고 있었고, 소년보 호기관의 교육과정이 실제적으로 크고 작은 도움이 되는 것으로 나타났다. 특히 교육과정 중 ‘인성교육’, ‘직업능력 개발훈련’, ‘성공적인 사회복귀 지원’등의 프로그램을 매우 좋게 평가하고 있었다. 이러한 실증분석 결과를 통해, 소년원생 의 입소별 구체적인 분류와 이를 통한 체계적인 교육, 선호교육에 대한 개발과 효과적인 적용 등을 정책적 제언으로 제시하였다.

The air logistics process is complex and needs many informations because various agencies participate in the logistics service and many stakeholders in air logistics. But it is hard to improve the infra of facilities because of an enormous expense, so air logistics process has to simplify for growing air freight. Nevertheless some documents are same, they should be changed due to different format. Also documents have to change even though different documents have same informations. Consequently, errors are increased because the names of the same data are different from each other and stakeholders have to reproduce the documents. In order to mitigate these problems, we selected documents and analyzed document data for the interface optimization in general air logistics process. Next, we unified the data names and defined contents of data. Also we set the type of the defined data on DB type, and gave the code to the defined data. It made easy to exchange informations among the stakeholders to match documents corresponding with the defined data. Finally, the simulation of air logistics processes was performed the quantitative analysis of the data that occur in the air logistics. In conclusion, we expect to reduce the inefficiency such as reproduction of data and the errors by improving the interface of information.

항공물류 분야의 개선을 위해 공항에서 연구와 투자를 통하여 공항 선진화를 이루고 있고, 우리나라도 지속적으로 증가하는 항공물류 분야의 개선이 필요하다고 인식하고 개선을 위한 방안을 연구하고 있지만, 항공물류 전반에 걸쳐 통합적인 개선이 이루어지지 않고 개별적이거나 부분적인 시스템 개선으로 중복 투자와 비효율성의 문제가 발생하고 있다. 본 논문에서는 이러한 문제점들을 해결하기 위해 현행 항공물류 프로세스를 수 출입으로 구분하여 분석하였고, 시스템 통합 사례들을 검토하여 프로세스 상에서 발생하는 문서들을 분석하였다. 이중 인터페이스 대상 문서를 선정하고 문서의 데이터 내용과 형식을 정의하였다. 정의한 데이터의 형식을 대상 문서에 코드로 적용시키고 시뮬레이션을 통하여 데이터 저장량을 비교 분석하였다. 이를 통해 항공물류 이해관계자간의 정보 교환이 용이해지고 동일한 정보를 재생성하거나 재가공하는 비효율성을 감소시킬 것으로 기대된다.

The air logistics process is complex and need many informations because various agencies participate in the logistics service and there are many stakeholders in air logistics. But it is hard to improve the infra of facilities because of an enormous expense, so it needs to simplify air logistics process for growing air freight. When documents are sent, it needs to change the form of documents in spite of same document due to different form by agencies. Also documents are changed even though different documents have same informations. Consequently, errors are increased because the names of the same data are different from each other and stakeholders reproduce the documents. In order to mitigate these problems, we selected documents and analyzed data of documents for the interface optimization in general air logistics process. Next, we unified the names of data and defined contents of data. Also we set the type of the defined data on DB type, and gave the code to the defined data. It made easy to exchange informations among the stakeholders to match documents corresponding with the defined data.

Probation system is characteristic of managing criminals in the community. For this reason, protection them from consecutive offenses is directly related to the function of national security. Accordingly, strengthening function of probation system that supplemented with more information on criminals and treatment techniques can contribute to reduction not only security related personnel but also national budget. However, even though work load of probation is rapidly increasing as the importance of the community treatment is gaining social concern, shortage of personnels in charge of probation is deteriorating specialization of probation and organizational efficiency. To improve this situation and bring specialization of probation, increasing manpower of probation and reforming organization to be regulated mainly by probation officers themselves are needed. In addition, cooperation with the related agencies can also contribute to crime prevention in local community.

This study is focused on the process of community resource building for the protective and corrective agencies. Because of lack of skills and funds at these agencies, it becomes known that various resources should be mobilized from the community to enhance the capacity of those correctional institutions. The mobilization of community resource is much required not only for the high quality of programs but also for the development of the participants. In the study, social exchange theory and some concepts including voluntary are mentioned to rationalize the process of community resource building. Also three cases are introduced as the community resource building in the field of corrections. A model of community resource building for the protective and corrective agencies is developed based on the theory and those concepts. Community resource building could be processed through the following levels; assessment, recruitment, training, application, and evaluation. Specially, community resource building should be emphasized to reward the participants for their efforts. Furthermore, community resource building is an important independent program from the main program which is to be conducted at the correctional centers. The model of community resource building developed in this study needs to be applied at the correctional institutions to make up for the weak points.

In the Korean capital market, there are three credit rating agencies. Potential credit ratings based on credibility in the financial market are calculated independently for each rating agency. It often happens that despite the fact that the grades of the rating agencies are the same and have the same rating system, their actual ratings are different, even for the same firm. In such circumstances, investors may wonder why. In this study, we assume that the cause is the information environment in which the company operates. The credit ratings of rating agencies are mainly classified into bonds or commercial papers. The bonds are rated primarily for long-term of three years or more, and commercial papers specify ratings for less than one year. The information environment to be verified in this study was observed with a commercial paper. Under the assumption the larger the analyst following is, the more transparent is the information environment, we analyzed the influence of the number of analysts following on the degree to which ratings conflicted among credit rating agencies. The results of our analysis confirmed that opinion conflict among credit rating agencies is clearly reduced for companies with good information environments.

Global rating agencies, such as Moody’s and S&P, have assigned credit ratings to corporate bonds issued by Japanese firms since 1980s. Local Japanese rating agencies, such as R&I and JCR, have more market share than the global raters. We examine the yield spreads of 1,050 yen-denominated corporate bonds issued by financial firms in Japan from 1998 to 2014 and find no evidence that bonds rated by at least one global agency are associated with a significant reduction in the cost of debt as compared to those rated by only local rating agencies. Unlike non-financial firms, the reputation effect of global rating agencies does not exist for Japanese financial firms. We also observe that firms with less information asymmetry are more likely to acquire ratings from Moody’s or S&P. Additionally, the firm’s financial profile does not affect its choice to seek out ratings from global raters. Our findings are contradictory to those by Han, Pagano, and Shin (2012), who employ bonds issued by non-financial firms in Japan. Our conjecture is that the asymmetric nature of financial firms makes investors less likely to depend on a credit risk assessment by rating agencies in determining the yields of new bonds.