본 연구는 2015년 개정 교육과정에 따라 집필된 고등학교 경제 교과서의 구성이 교육 과정에 부합한지를 분석하기 위한 것이다. 이를 위해 교육과정에서 경제 영역의 내용 요소와 성취 기준을 살펴본 후 이를 교과서별로 중단원의 구성 측면에서 어떤 차이와 특징을 보이는지를 분석하였다. 이들 고등학교 경제 교과서의 대단원은 고등학교 경제 교육과정의 5개 영역을 그대로 반영하고 있어 경제 교육과정에 부합하는 것으로 나타 났다. 반면 중단원과 소단원의 구성은 교과서별로 차이를 보이고 있었다. 교육과정에서 탄력성을 삭제했는데도 모든 교과서가 탄력성을 다루고 있는 것은 2015 개정교육과정 과 교과서의 괴리를 보여준다. 국내 총생산 또는 국민 총소득에 대해서는 교육과정에 명목 변수와 실질 변수에 대한 부분이 명시되지 않아 교과서별로 해당 개념을 다루는 데 차이를 보였다. 이자율에 대한 내용 요소도 교육 과정에서 명시되지 않아 실질 이자 율을 설명하는 데도 교과서별로 차이를 보였다. 이는 경제 교육과정의 개정을 개정하는 과정에서 한국경제학회, 한국경제교육학회 등 전문가 집단의 공식적인 검토가 필요하 다는 것을 시사한다.

Introduction The research described in this abstract discusses “multilevel marketing,” including a review of academic literatures and studies that have used the direct sales business method as a research context. The multilevel marketing business structure represents an alternative to the business-employee-consumer relationships of those offered by traditional bureaucratic organizations. As such, they have, on one hand, collectively prospered and, on the other hand, attracted negative attention from regulatory and government entities, scholars, and competitors. Studies related to MLM organizations have examined these businesses on every populated continent, and have considered the viewpoints of consumers, MLM participants, and sales managers. Research has included a variety of empirical approaches, from quantitative survey methods to qualitative ethnographic studies. Consumer dispositions toward MLM have been measured intermittently over several years, and include consumer responses from many different countries. One consistent finding is that people who have purchased products from MLMs expressed more favorable opinions of them than do those who have not bought from MLM. Further, studies also provide evidence that consumers perceive that buying from direct selling is perceived to be less risky than some other non-store shopping modes (Gillett, 1976; Peterson, Albaum & Ridgway 1989; Alturas, Santos & Pereira 2005). Nonetheless, the practice is controversial and faces intense scrutiny in many countries while being banned in others. However, the research literature suggests careful consideration of the benefits of MLM organizations, in that the nontraditional organizational structure and methods of promotion may provide economic development in poor economies and also allow consumer-participants to develop important skills. One common method of retailing is direct sales. Direct selling companies emphasize promotion and distribution of their products through person-to-person contact, usually away from a physical retail location and usually through some network of independent sellers. The sales presentations are often held in homes, in the form of door-to-door solicitation, one-to-one meetings, through sales “parties,” or through some type of online social media platform (e.g., Facebook). Direct selling provides a channel of distribution for companies as an alternative to traditional retail outlets; it is attractive to companies that may be unable to compete with the vast advertising and promotion expenses that other manufacturers employ to gain shelf space in traditional retail stores. The variety of products and services that are sold through direct sales matches that of major traditional retailers, including cosmetics, home décor, wellness, jewelry, kitchen products, clothing, organic gardening, and scrapbooking supplies. Promotion of the products often relies on product demonstrations. One type of direct sales is multilevel marketing. A multilevel marketing organization (MLM) is a type of compensation structure (Coughlan & Grayson 1998) through which distributors earn income from their own sales as well as through commissions from the sales made by individuals they have recruited into their organization. As depicted in Figure 1, there are three basic components to compensation: 1. Distributors purchase the products or services at wholesale cost from the MLM organization; these products are sold at a profit (markup) to end consumers 2. Distributors are paid a commission by the MLM for what they sell directly 3. Distributors earn a bonus (percentage) of the sales made by individuals they recruit into the MLM. Recruits are referred to as the distributor’s “downline,” while the recruiter is referred to as the recruited person’s “upline.” MLM and traditional organizations MLM participants include people with diverse backgrounds, levels of education and experience, and personal qualities. Direct selling organizations rely on social connections and relationships to broaden their potential customer base; MLM organizations rely on these social connections as integral to their recruiting as well. MLM organizations do not have formal sales management structures. MLM participants are not “employees,” but rather act as independent franchisees that must adhere to organizational, ethical, and legal parameters. MLM participants are usually not co-located – they do not work at a central office – and often begin work part-time. Participants usually pay start-up or membership fees and pay for training and other selling-related materials. Because MLMs operate without bureaucratic organizational structure or traditional workplace, the company’s culture and ideologies are circulated through social relationships of each individual participant. Several researchers have asserted that cultural characteristics have a significant impact on the success of MLMs in any economy. Biggart (1989) observed that MLMs are successful in Asian countries because those societies tend to be very structured and hierarchical, and individuals in those countries carry a Confucian work ethic similar to Protestant ethic characteristic of the United States. Additionally, Asian extended family networks make selling and recruiting easier. By contrast, Herbig and Yelkurm (1997) observed that MLMs have not succeeded in parts of Europe, because the cultural and ideological climate is comparatively unreceptive to free enterprise and market entry. Laws restrict sellers to contact people at home. Southern European countries, however, tend to have larger informal sectors, fewer worker protections and restrictions, and stronger family and extended-family relationships. Statistics Worldwide, direct retail sales were $182.8 billion in 2014, an increase of over 6% from the previous year; these sales were generated by over 99 million direct-sellingretailers, including cosmetics, home décor, wellness, jewelry, kitchen products, clothing, organic gardening, and scrapbooking supplies. Promotion of the products often relies on product demonstrations. One type of direct sales is multilevel marketing. A multilevel marketing organization (MLM) is a type of compensation structure (Coughlan & Grayson 1998) through which distributors earn income from their own sales as well as through commissions from the sales made by individuals they have recruited into their organization. As depicted in Figure 1, there are three basic components to compensation: 1. Distributors purchase the products or services at wholesale cost from the MLM organization; these products are sold at a profit (markup) to end consumers 2. Distributors are paid a commission by the MLM for what they sell directly 3. Distributors earn a bonus (percentage) of the sales made by individuals they recruit into the MLM. Recruits are referred to as the distributor’s “downline,” while the recruiter is referred to as the recruited person’s “upline.” MLM and traditional organizations MLM participants include people with diverse backgrounds, levels of education and experience, and personal qualities. Direct selling organizations rely on social connections and relationships to broaden their potential customer base; MLM organizations rely on these social connections as integral to their recruiting as well. MLM organizations do not have formal sales management structures. MLM participants are not “employees,” but rather act as independent franchisees that must adhere to organizational, ethical, and legal parameters. MLM participants are usually not co-located – they do not work at a central office – and often begin work part-time. Participants usually pay start-up or membership fees and pay for training and other selling-related materials. Because MLMs operate without bureaucratic organizational structure or traditional workplace, the company’s culture and ideologies are circulated through social relationships of each individual participant. Several researchers have asserted that cultural characteristics have a significant impact on the success of MLMs in any economy. Biggart (1989) observed that MLMs are successful in Asian countries because those societies tend to be very structured and hierarchical, and individuals in those countries carry a Confucian work ethic similar to Protestant ethic characteristic of the United States. Additionally, Asian extended family networks make selling and recruiting easier. By contrast, Herbig and Yelkurm (1997) observed that MLMs have not succeeded in parts of Europe, because the cultural and ideological climate is comparatively unreceptive to free enterprise and market entry. Laws restrict sellers to contact people at home. Southern European countries, however, tend to have larger informal sectors, fewer worker protections and restrictions, and stronger family and extended-family relationships. Statistics Worldwide, direct retail sales were $182.8 billion in 2014, an increase of over 6% from the previous year; these sales were generated by over 99 million direct-selling distributors (World Federation of Direct Selling Associations, 2015). The primary product categories included cosmetics/personal care, wellness, household products, and clothing/accessories. The largest markets for direct selling include the United States, Europe, and Japan. The European Direct Selling Association (Seldia) reported that 2014 sales of direct selling firms in European Union countries were €24 billion (about $26.7 billion), with over 5 million direct sellers (Seldia, 2015). In Japan, 2012 direct selling revenues were ¥177 trillion ($16 billion), with 3.3 million participants (WFDSA, 2015). In the United States, there were over 18 million direct-selling distributors in 2014 who generated $34.5 billion, a 5.5% increase from 2013. The Direct Sales Association reported that over 95% of U.S. direct sales in 2011 were through MLMs (Direct Sales Association, 2015). In terms of participation, the vast majority of direct distributors are women in both of two largest aggregate direct-selling markets. In the European Union, 79% of all direct sellers were women in 2014 (Seldia, 2015); seventy-six percent of direct sellers were considered to be part-time. In the U.S., the percentage of female direct sellers in the U.S. in 2014 was 74% (DSA, 2015). Criticism and Legal/Regulatory Issues Legitimate MLMs are often characterized as or confused with illegal “pyramid” or “Ponzi” schemes, and seem to have always attracted regulatory scrutiny (Arun, 2015; Alpert, 2012; Croft, Cutts & Mould, 2000; Hyman, 2008; Herbig & Yelkurm, 1997; O’Regan, 2015). In response to illegitimate operations, consumer protection groups and federal and local governments have provided information and enacted laws which distinguish MLMs from their fraudulent counterparts. MLMs and pyramid schemes Much of the academic and legal literatures have ventured to provide formal delineation between legal MLMs and the illegal and unethical practices related to pyramid schemes (Stockstill, 1985; Coughlan & Grayson, 1998; Epstein, 2010; Vander Nat & Keep, 2002). There is nearly universal concurrence that whether a program is a legitimate multilevel marketing plan or an illegal pyramid depends on: (1) the method by which the products or services are sold; and (2) the manner in which participants are compensated. Basically, if an organization pays participants for sales by their “enrollees,” “recruits,” and/or their downline enrollees and recruits, that plan is multilevel. If a program compensates participants, directly or indirectly, merely for the introduction or enrollment of other participants into the program, unrelated to the sales of any product, it is considered to be a pyramid. In the United States, federal and state anti-pyramid statutes comprise a comprehensive consumer protection umbrella. These laws are designed to protect individuals from being defrauded through illegitimate programs which lure participants with the promise of easy money by compensating them from the investments of additional participants rather than from legitimate product sales. Federal and state regulatory agencies have sought to prohibit such illegal activity using laws that control pyramids, mail fraud, business opportunity, franchise, lottery, and securities. Internationally, many countries ban some forms of pyramid schemes. Pyramid selling and multilevel marketing both take the form of complex organizations, and because of different interpretations of business activities and underlying regulatory philosophies across countries, regulation takes different forms (Micklitz, Monazzahian & Rößler, 1999; Dobson, 2011; Chan, 1999; China Daily, 2013; Epstein, 2010). Economic Development and MLM Organizations Several studies have observed that one of the key reasons for the establishment and growth of MLM organizations has been that they are often introduced into a larger socioeconomic context, using pre-existing social relationships to become engrained in the overall complex of an economy. Indeed, in communities where families and social networks are relatively large and geographically concentrated, MLM organizations have tended to thrive. MLMs are particularly attractive employment options for groups of people who may experience high unemployment and discrimination in the primary labor market (Brodie, Stanworth & Wotruba, 1998), for example women (Biggart, 1989; Casanova, 2011a, 2011b; Vincent, 2003; Dolan & Scott, 2009; Cahn, 2011; Singh & Aggarwal, 2012) and ethnic minorities (Dai, Wang & Teo, 2011; de Vidas, 2008). Further, as many countries attempt to follow a neo-liberalized, free-market approach to economic development, employment has become more feminized (Standing, 1999) and selling for a transnational direct sales organization is often an appealing option for women in developing countries, providing paid employment that takes place not only outside the home, but outside the archetypical, standardized workplace of the export-product manufacturing factory (Casanova, 2011a, 2011b; Wilson, 1998). Other evidence has suggested several macro-environmental developments that continue to have an impact on direct sales organizations (Ingram, 1993; Ragland, 2012). First, the splintering of market segments into subsegments has compelled companies with fewer resources to focus to avoid the “mass market,” and focus instead on smaller segments, tailoring their efforts to gain customer satisfaction (Kotler & Armstrong, 2014). MLMs are particularly suited to this consumer environment – distributors talking directly to consumers to find out what it is that they want, like, and prefer. One further outcome of this fragmentation has been that people have been forced to seek new groups to satisfy their need to belong, and “hybrid” economic social networks such as MLMs satisfy these nonmaterial needs of distributor participants (Green & D’aiuto, 1977). This appears to be a reasonable explanation of why many of the largest MLM organizations have several million distributors, the majority of whom gain only very minimal financial rewards despite devoting a substantial portion of their time to company activities. A second macro trend is that of globalization. Over the past thirty years, a strong demand has developed for Western products in then-newly-opened European and Asian markets. This continues to be the case in central Asia (India, Russia) and Latin America. In addition to consumer demand, a high level of salesperson motivation in those countries cited as a key to success. Thus consumer demand for MLM-supplied products has grown, while the entrepreneurial spirit that multilevel marketing encourages is appealing to many who seek self-managed work and independence from the traditional employer-employee relationship. Third, manufacturers often pursue multiple channels of distribution to make products available, and MLMs offer a realistic (and often creative) alternative component. This makes it easy for shoppers to find what they want, and a “direct” channel can coexist with traditional channels, allowing entry into extremely local markets and extremely poor consumers (Ireland, 2008; Dolan & Scott, 2009). For example, Ireland (2008) provided several examples of the implementation of MLM in poor communities in South America. This strategy was executed by well-known brands, some of which were recognizable MLMs (e.g. Avon) and some of which were traditional consumer products manufacturers (e.g. Coca Cola). The MLM organization in each of these cases emphasized physical distribution – in some situations going so far as to provide refrigerators in the homes of poor consumers, who would then sell beer or soft drinks directly from their homes. Improving access to products involved elaborate multilevel marketing channels that used the social skills and energy of “bottom of pyramid” (very poor) residents who participated as distributors. A fourth macro-level trend has been that toward trust-based relationship marketing, defined as building, developing and maintaining strong relationships with customers and other stakeholders in order to obtain a high profitability through customer satisfaction (Berry, 1983). The success of the MLM business model as a strategic alternative may thus be linked to the macro-level processes in national and global economies. Discussion and Conclusions Modern versions of direct selling hold the potential to improve lives across the world’s developing economies as the range of products begins to include those that have high social value, such as medicines, hygienic items and communications. Multilevel marketing is an innovation that has become increasingly successful as it has evolved in Western economies to include well-known consumer products (Amway, Tupperware, Mary Kay) but also high-end fashion (J. Hilburn, Etcetera) and even sex toys (Passion Parties). In developing countries, the MLM represents a potentially lucrative channel for traditional companies seeking growth – the flexibility of the channel of distribution, the fact that it relies on existing relationships among potential consumers and distributors, and its ability to reach consumers directly make it a potential tool for economic development. Even still, multilevel marketing carries negative connotations in many marketplaces worldwide. Because MLM participants are technically not employees of their company, “control” over participants is difficult, and continued participation is difficult to maintain. The high degree of commitment and strong organizational culture seem to foster accusations of “cult” behaviors. While there is no question that false product or business opportunity claims may be made – as with any consumer product – academic research tends to suggest that prohibition or strict regulation needs to be carefully weighed against the potential benefits of MLM organizational structures and operations. Multilevel marketing and other direct sales channels of distribution may facilitate economic development, first by employing people who may have little business experience, and second by making products available to consumers in markets where few other retailers may be able to reach. Research also suggests that the MLM business method provides a legitimate alternative strategy to traditional retailing: marketers can get information to consumers in ways that are not feasible using traditional advertising or retail distribution, and person-to-person selling increases the likelihood of customer satisfaction.

본 연구는 인천경제자유구역 청라지구에 도래하는 큰기러기의 월동지 비오톱구조와 행동특성 간의 관계를 분석하여 큰기러기 월동지 보전관리를 위한 기초자료를 제공하고자 수행하였다. 청라지구 비오톱의 주요 유형은 갈대습지 6,093,762m2(47.8%), 볏짚이 없는 논 2,927,916m2(23.0%), 볏짚이 있는 논 1,915,655m2(15.0%)이었으며, 얼음이 있는 논, 건조초지 등이 일부 분포하였다. 2005년 2월 13일 현장조사 결과 청라지구에서 관찰된 전체 야생조류는 총 33종 6,534개체이었으며, 이 중 큰기러기는 총 5,128개체이었고 출현한 전체 종 중 78.5%를 차지하는 우점종이었다. 큰기러기 이동경로 분석 결과, 일출 전 후를 기점으로 잠자리에서 채식지로 이동하였고, 일몰 전 후를 기점으로 채이장소에서 잠자리로 이동하였다. 큰기러기의 행동특성과 비오톱 유형의 관계를 종합해보면, 갈대습지에서 큰기러기 개체군의 출현밀도가 가장 높았으며, 얼음이 녹은 무논에서 큰기러기의 출현 개체수가 가장 많았다. 갈대습지에서 큰기러기는 식물의 뿌리 및 열매를 채식하였으며, 얼음이 녹은 무논에서는 낙곡 채식, 휴식, 수면하는 등 다양한 행태를 보였고 볏짚이 있는 논과 볏짚이 없는 논에서는 낙곡 채식 및 휴식을 하였다. 큰기러기의 출현 개체수는 논에서는 논경작지의 유형보다 낙곡 유무에 따라 영향을 받는 것으로 판단되었다.

Purpose: The purpose of this study is for the leading sector, a pattern of shifting structure of the economic sector, and community export competitiveness on the economy Malinau Regency. Research design, data, and methodology: The type of data used is secondary data with a quantitative approach of 2009-2018. The study data used Location Quotient (LQ), Shift Share Analysis (SSA), and Revealed Comparative Advantage (RCA) analysis tools. Results: There are 6 leading sectors: agriculture; electricity, gas, and clean water; building and construction; trade, hotels, and restaurants. That has been classified has changed the economic structure of the Malinau Regency from the secondary sector to the tertiary and primary sectors in 10 years. While, community export competitiveness of the Malinau Regency through RCA Analysis, see if the export products of coal and excavation (types A, B, C) are shown to have a higher comparative advantage with comparative advantage. This shows that only a few commodities that can provide the good performance of export. Conclusions: Analysis of economic growth in the Malinau Regency after regional autonomy shows that there has been a shift in the economic structure of the economy which is dominated by the structure of the primary sector.

대외무역은 경제성장의 엔진이라는 이 관점은 일찍이 국제무역이론이 형성되기 시작했을 때부터 이미 보편적으로 인정을 받았다. 특히 경제글로벌화의 큰 배경에서 경제발전에 대한 대외무역의 추진역할 이 갈수록 중요해지고 뚜렷해졌다. 일정한 무역규모에서 다른 상품무역구조가 경제발전에 미치는 영향의 차이는 매우 크다. 한중 양국의 상품무역구조가 양국의 경제발전에 어떤 영향을 미쳤는가를 본 연구에서는 주로 논술하고 논증을 한다. 국제 경제의 흐름에 따라 한중 양국은 끊임없이 자체 무역구조를 보완하고 경제 발전을 가속화하기 위해 노력하고 있다. 각 상품의 구성과 부가가치를 보면 기술 함량과 부가가치가 낮은 일차제품은 국제 시장에서 경쟁력이 약하고 기술 함량과 부가가치가 높은 공업완제품은 가치가 높아 국제시장에서 경쟁력이 강하다. 일차제품과 공업완제품이 무역 총액에서 각각 차지하는 비율을 비교하면 국가 무역 구조의 좋고 나쁨을 알 수 있다. 상품무역구조가 국가의 경제발전에 영향을 미치는 반면 무역과 상품무역구조는 밀접한 관련이 있음을 알 수 있다. 이에 따라 일차제품과 공업완제품이 무역에서 각각 차지하는 비중을 따져 국가경제발전을 연구하고 있다.

On November 10, 2015, the CPC Central Committee proposed a supply-side structural reform. The structural problems of China's economic development are outstanding. There is a problem of supply and demand asymmetry between the total demand shortage and the demand spillover. There is also the problem of supply and demand asymmetry in which the supply side is insufficient and the relative surplus coexist. It can be seen that the focus of the supply-side structure reform is to focus on the optimization of the economic structure. To this end, the primary task in the supply-side structural reform is to de-capacity. At the same time of de-capacity, we must actively respond to the negative impact of de-capacity. An effective measure to deal with the negative impact of de-capacity is to actively seek a stable way to resolve excess capacity while accelerating the follow-up implementation of systematic supporting measures. Taking Hebei Province as an example, the specific measures are discussed.

글로벌금융위기 이후 우리나라 해운산업은 기업퇴출, 자본잠식, 법정관리 등 다양한 형태로 불황을 맞고 있다. 경기변화에 민감하 고, 선박확보에 거대자본이 요구된다는 점을 감안할 때 자본구조의 최적화는 기업가치를 극대화할 수 있는 기초가 되고, 기업부실화를 극복할 수 있는 수단이 될 것이다. 이에 본 연구는 선행연구들을 바탕으로 10년 이상 적격 감사보고서를 제출한 국내 46개 해운기업을 대상으로 자본 구조와 기업특성 간 관계를 해운경기변화를 고려하여 규명해보고자 하였다. 실증결과, 국내 해운기업의 자본구조는 기업규모, 자산유형화정 도, 수익성, 비부채성세금효과 등과는 부(-)의 관계가, 성장성은 정(+)의 관계가 있음 실증되었다. 해운경기반영 모형별 진단에서는 상대적으 로 불황기모형은 전체기간 분석결과와 큰 차이를 보이지 않은 반면, 상대적 호황기모형에서는 유동성이 추가적으로 유의하였으며, 비부채성 세금효과와 성장성은 유의하지 않음을 확인할 수 있었다. 또한, 글로벌 상장해운기업을 대상으로 한 기존연구들과 연구결과에서 큰 차이는 없 었으나, 비부채성세금효과, 선박유형화정도, 성장성이 국내 해운기업에 추가적으로 유의함을 확인할 수 있었다. 하지만, 국내 해운기업의 자본 구조관련 연구를 보다 강화하기 위해서는 목표부채비율, 조정속도 등의 연구가 추가적으로 진행될 필요성은 있을 것이다.