Liquid metal extraction (LME), a pyrometallurgical recycling method, is popular owing to its negligible environmental impact. LME mainly targets rare-earth permanent magnets having several rare-earth elements. Mg is used as a solvent metal for LME because of its selective and eminent reactivity with rare-earth elements in magnets. Several studies concerning the formation of Dy-Fe intermetallic compounds and their effects on LME using Mg exist. However, methods for reducing these compounds are unavailable. Fe reacts more strongly with B than with Dy; B addition can be a reducing method for Dy-Fe intermetallic compounds owing to the formation of Fe2B, which takes Fe from Dy-Fe intermetallic compounds. The FeB alloy is an adequate additive for the decomposition of Fe2B. To accomplish the former process, Mg must convey B to a permanent magnet during the decomposition of the FeB alloy. Here, the effect of Mg on the transfer of B from FeB to permanent magnet is observed through microstructural and phase analyses. Through microstructural and phase analysis, it is confirmed that FeB is converted to Fe2B upon B transfer, owing to Mg. Finally, the transfer effect of Mg is confirmed, and the possibility of reducing Dy-Fe intermetallic compounds during LME is suggested.

Pair trading is a statistical arbitrage investment strategy. Traditionally, cointegration has been utilized in the pair exploring step to discover a pair with a similar price movement. Recently, the clustering analysis has attracted many researchers' attention, replacing the cointegration method. This study tests a clustering-driven pair trading investment strategy in the Korean stock market. If a pair detected through clustering has a large spread during the spread exploring period, the pair is included in the portfolio for backtesting. The profitability of the clustering-driven pair trading strategies is investigated based on various profitability measures such as the distribution of returns, cumulative returns, profitability by period, and sensitivity analysis on different parameters. The backtesting results show that the pair trading investment strategy is valid in the Korean stock market. More interestingly, the clustering-driven portfolio investments show higher performance compared to benchmarks. Note that the hierarchical clustering shows the best portfolio performance.

Ms. Hee Choon Oh was a Jeju Haenyeo(woman diver) and one of the few surviving victims of the Jeju 4.3 (1948). As a Haenyeo: Jeju society was very poor at the time during the Japanese colonial period and the division of the two Korea, especially after the Korean War, so she had to work regardless of gender. It was hard to go into the sea, but it was the only thing to support my family. In retrospect, Going out to work in the sea was like a life-threatening adventure every day. While there were many emergency moments, She becomes one with the sea and forgot all the pain. After having spent a lot of time together with the sea, I had to stop working as a Haenyeo because it was hard to take care of nine children after having heart surgery. I was able to receive Honorary Haenyeo through continuous exchanges and dedication to the society. As a victim of the Jeju 4.3: I had no choice but to explain it why I had to do work as a Haenyeo and to understand my life. I am a woman who chose the job of Haenyeo, but I have lived through the pain of the dark modern and contemporary history of Korea. The unfair one-year prison life that I wanted to hide even from my children hurt me all my life. Over the past 70 years, sharing pain with the sea, neighbors, and family, serving the region, and hopefully waiting for a better society and justice to come. and finally It was not until 2019, 70 years after 1948, that I was officially acquitted by a Korean court. I regained my honor as a Haenyeo and was able to get rid of my deep sadness.

Introduction This research was conducted in order to examine the influence of corporate innovation such as product innovation and profit model innovation towards sustainable competitive advantage and marketing performance. In B2B, the two biggest concerns of a manufacturing company are to provide products suitable for customer's business and to secure profitability of company business. Especially in an age when customer needs are diverse, companies need a lot of investment and effort to differentiate their products. Even though it is doubtful whether products that achieve such differentiation can achieve successful business results. Unless it is a monopoly, there are limitations in satisfying individualized and customized market trends and diverse customer needs with the technology and product competitiveness of companies alone. Therefore, corporate innovation requires a comprehensive approach in terms of product innovation and business model innovation. And product innovation and continuous profit model innovation for improving the company's profit is a very important factor. In order to achieve these two core values, the company conducts efficient operations internally to continuously develop products that meet customer needs and to conduct close customer relationship management to maintain a firm brand position in the market. Therefore, this study is designed to investigate how the innovation efforts of companies in B2B affect the sustainable competitive advantage development and market performance. Unlike previous researches on corporate innovation which included product innovation, this study included profit model innovation as corporate innovation to investigate the effects of profit model innovation on the actual marketing performance of firms. In addition, it is distinguished from the existing customer-oriented competitive advantage study (Porter, 1985) by studying the effects of sustainable competitive advantage on market performance by defining and applying sustainable competitive advantage variables from the perspective of internal marketing efforts. Theoretical Development Firms' needs and efforts for technological innovation and product innovation are very important for sustainable growth through securing economic benefits of firms (Hauser et al., 2006, Dave et al., 2013). In order to achieve competitive advantage (low cost, product differentiation), companies pursued technological innovation and product innovation through R & D investment. However, in terms of providing a total solution that satisfies the needs of various customers in the global competitive environment and improving the profitability of the company, it is difficult to explain the innovation area of the company only by technological innovation and product innovation. Therefore, in this study, it defines the corporate innovation including the business model innovation such as profit model from the perspective of the system operation to the innovation area of the company according to the claim that the business model mediates the firm and business performance (Markides, 2006; Baden -Fuller & Haefliger, 2013). And using sustainable competitive advantage in terms of product leadership, operational excellence, and customer intimacy, this study analyzes the effects of these firm innovations on the sustainable competitive advantage and business performance. Corporate innovation is broadly categorized into three categories: process innovation, product innovation, and operational management innovation (Lee et al., 2013). And the Oslo manual classifies them as product innovation, process innovation, marketing innovation, and organizational innovation (OECD, 2005). In the past, where product-centered markets and external competition were stable, changes in product technology made business models largely changeable, so corporate innovation could be described as technological innovation and product innovation. However, the development of advanced technologies such as information and communication technology (ICT) requires that the field of corporate innovation activities be analyzed from a new business model perspective. This is because existing product innovation, process innovation, marketing innovation, and organizational innovation are insufficient to explain the birth and change of new business types occurring in the same industry. In addition, we can find examples of business model innovation as a type of corporate innovation in existing studies (Christensen, 1997; Christensen and Raynor, 2003; Markides, 2006; Taylor et al., 2012). Therefore, this study reflects these changes and includes business model innovation such as profit model as a type of corporate innovation. In addition, Porter (1985)'s traditional competitive strategy (low cost, product differentiation) has limitations in evaluating the impact of corporate innovation and analyzing its relationship with business performance. In order to compensate for this, we introduce three main variables: product leadership, operational excellence, and customer intimacy, which can segment the value domain of sustainable competitive advantage and measure strategic performance capability, as a sustainable competitive advantage (Treacy and Wiersema, 1995). Research Design In previous researches, it has focused on technological innovation and product innovation to achieve the competitive advantage of product for better business performance in competitive market. However, these studies do not adequately suggest corporate innovation direction for corporate’s sustainable growth in complex and evolving business environment. Therefore, this study redefines the domain of corporate innovation and sustainable competitive advantage and then analyzes the effect of corporate innovation and sustainable competitive advantage on business performance. The hypothesis to be analyzed through the research model is as follows: H1. Product innovation has a positive impact on sustainable competitive advantage. H2. Profit model innovation in Business model has a positive impact on sustainable competitive advantage. H3. Sustainable competitive advantage has a positive impact on marketing performance. H4. Product innovation has a positive impact on marketing performance. H5. Profit model innovation in Business model has a positive impact on marketing performance. <Figure 1 research model> To analyze this hypothesis, it surveyed 300 machinery manufacturing companies producing intermediate goods in Korea through questionnaires with 5 point Likert scale. And the results were analyzed using SPSS (ver. 24.0) and AMOS (ver. 24.0). Result and Conclusion The findings show that profit model innovation of business model has a positive effect on the sustainable competitive advantage. However, product innovation has only a positive effect on product leadership of sustainable competitive advantage. And the sustainable competitive advantage has had a positive impact on market performance. Profit model innovation of business model also has an impact on market performance but product innovation has not a positive effect on market performance. It is meaningful that the company has confirmed the importance of the profit model innovation as well as the existing product innovation as the corporate innovation direction to pursue continuously. A practical implication of this study is that rapid technological advances, market changes, and globalization, as Bashir and Verma (2017) argue, should change profit model of a business model in order to maintain a sustainable competitive advantage in B2B of manufacturing industry. In order to maintain a sustainable competitive advantage, business model innovation with a clear profit model is highly needed as a new management strategy for the future. The theoretical implication of this study is that the existing studies on corporate innovation are focused on technology innovation, and the effect of product innovation on business performance is relatively small. In particular, empirical studies on the effect of business profit model innovation on marketing performance were not enough. Therefore, it can be said that the fact that product innovation and business profit model innovation have an influence on market performance expands empirical research.

Oat! It entices us with its awesome components such as β-glucan and unsaturated fatty acid. This study was performed to investigate the changes of flour size distribution, pH, moisture content, Hunter color value, polyphenol, protein, flavonoid, lipid rancidity, β-glucan content and sensory evaluation of covered and naked oat flour that heated at 80, 120, 160 and 200℃. It was roasted for 5min to begin with, followed by complete cool, and for 10min at the second time. There was some difference in flour size distribution before and after of roasting. With increasing temperature, oat was more broken finely. For the Hunter b value representing the blackish color of the surface, after oats went through a roasting process, one went through until 160℃ showed same color statistically. Moisture content declined more as the roasting temperature became higher. As for pH, its range of variation was small from 6.2 to 6.6. While a polyphenol was on the reduction, protein was on the rise by the increase of temperature. In total, a flavonoid was declined at 80℃ but increased from 120 until 200℃ compared to control. A MAD (malonaldehyde) related with lipid acidification was statistically identical until 160℃ and sharply risen at 200℃. Roasting conditions had significant effect on β-glucan content. A covered oat’s β-glucan was declined as opposite to naked oat’s β-glucan with temperature being increased. Variation in sensory evaluation such as color, taste, smell and preference was observed. There is no statistically significant difference in specimens heated at 160℃ and 200℃ of covered and naked oat in sensory evaluation(p<5%). All things considered including MDA, β-glucan content and sensory evaluation, a optimum temperature for roasting oat to develop processed goods was verified as about 160℃.

This study was performed to investigate the content of carotenoid (α-carotene, β-carotene, β-cryptoxanthin, capxanthin, lutein, lycopene, zeaxanthin) and physicochemical characteristics (size, color, dietary fiber, total tannin content) of unripen and ripen persimmons (Diospyros kaki) by seven cultivars. The length of the unripen and ripen persimmons ranged from 40.87-64.75 and 48.80-80.29 cm, the width were from 44.03 to 66.73 and 57.65 to 91.53 cm, respectively. Ripen persimmons were showed in the highest Hunter’s L, a and b values. Total tannin content were resulted of unripen- and ripen persimmons ranged from 7.58 to 19.80 and 2.36 to 5.85 mg/g. Total carotenoid content were from 1.09 to 6.45 and 7.46 to 29.46 μg/g, respectively. From the above results, unripen- and ripen persimmon fruit could be useful for the health functional food.

We present a color-magnitude (CM) diagram of M35, an open cluster. A DSLR camera was used for measuring the color index with the RGB channels. It is cost-effective and has relatively easy controls compared to astronomical CCDs for educational environments. The 8-inch refracting telescope was used at the Korea Science Academy of KAIST in Busan. The B-G color index was obtained from observations and the magnitudes from publications in order to draw CM diagram. The linear correlation of B-G to B-V is found. The RGB channel of the DSLR camera can be easily represented on the CM diagram for astronomical education with aid of easy controls.