Introduction Business event are much important to economies of many destinations all over the world (Jago, Mair, Deery, & Bergin-Seers, 2008). As the term, “business events” is referred to be the MICE industry, encompassing with Meeting, Incentive, Conference/Convention, and Exhibition. The MICE industry underpins tourist visitation for many destinations. Such destinations have transferred into making substantial investments to provide the meeting/exhibition facilities and hotel needed for business events. Announced in the 5th of MICE and Luxury Travel Conference, India will generate 6.5 million outbound incentive tourists by 2030. Especially in these years, the number of MICE outbound tourists has been more than 1.5 million and the number of Luxury travel tourists has been up to 3.6 million (India Infoline Housing Finance Limited [IIFL], 2017). Research for one of the business events that remains in minority is incentives. Incentive travel, also known as IT, is defined as one of worldwide management tools which uses special travel experiences or recognizes participants who exceed the expectation on performance (Society of Incentive Travel Executives [SITE], 2013). According to the Incentive Federation, the number of U.S. business using non-cash rewards has raised dramatically from just 26% in 1996 to 84% of all U.S. businesses in 2016 (Incentive Federation, 2017). Incentive travel is becoming a field in which not only attractions and venues matter, but also the organization of parallel training activities and conferences around an incentive activity is possible (Celuch, 2014). The United States remains a primary destination for 82% of U.S. planners choosing U.S. in 2017 (Incentive Federation, 2017). Another popular incentive destination, Australia is also viewed as one of ideal destinations for incentive travel. Tourism Australia in 2008 indicated that 34% of incentive travelers is from China, 12% is from New Zealand, and 10% is from Japan. Taiwan has received over 10 million travelers from abroad in 2016. However, tourists from India traveling to Taiwan are only 33,000 passengers. According to report in 2016, International Congress & Conference Association [ICCA] announced that Taipei City has held 83 international conference and become top 10 destinations in Asia for The Best Stop to Meet Asia. However, is Taiwan a good incentive travel destination for India? Despite a limited amount of information on expenditure and the number of incentive programs, numerous gaps remain in our understanding of this sector of business events and cross-culture marketing, including how incentive travel organizers in India select their travel destination? And how this process may differ in source markets? This exploratory study aims to examine these site selection factors in the incentive travel context and identify any similarities and differences in how incentive travel is conceptualized, planned, and organized in India. Literature review Incentive Travel The incentive market has seldom been studied in great depth as an individual segmentation. Lewis (1983) carried out a concept that incentive travel represents a sizable market segment for hotel companies in many destination areas. Sheldon (1995) highlighted that travel was regarded as a motivating reward or incentive among America’s Fortune 100 companies, and that travel incentives were mostly used by companies in the service sector. Shinew and Backman (1995) identified the “trophy value” of travel incentives, and proposed that incentive travel allows long-lasting positive engagement in staffs’ job performance. Xiang and Formica (2007) used cognitive mapping to understand how incentive travel managers view the business environment, concluding with fast-pacing of incentive travel market, and global structural changes presenting challenges to incentive planners. Budget and cost, uniqueness of the destination, and availability of suitable facilities were thought to be factors influencing the choice of destination for incentive travel (Mair, 2005); however, this has not yet been demonstrated in empirical research. Convention Site Selection According to Crouch and Ritchie (1997) “the choice of destination can make or break the convention”. The first research by Fortin and Ritchie (1977) was considered the process undertaken by meeting planners when deciding on which location to choose for annual meeting or convention. The nine factors identified by Crouch and Ritchie (1997) are accessibility, local support, extra-conference opportunities, accommodation, meeting facilities, information, site environment and other criteria. Despite knowledge of the convention site selection process, very little research has considered how different types of meetings choose their destinations. In one of the few studies to consider the site selection process of incentive planners, Del Chiappa (2012) suggests a certain degree of “destination inaccessibility” could make incentive location being more extraordinary and exclusive. Mair, Jin, and Yoo (2016) indicated that incentive travel planners across three market- China, Australia, and America, shares similar perceptions on what characterizes incentive trips but differ slightly in the planning and operational phase pertinent to varying company characteristics and requirements. However, little is known about the cultural differences in incentive programs from one nation to the next. Methodology This research is an exploratory qualitative research, using in-depth interviews with incentive travel organizers, public relations professionals, company and staff who has participated in incentive travel to Taiwan and other Asian countries. Eight in-depth interviews (between 30 and 60 minutes) were carried out in India. The data collecting method is snowball sampling and 11 interviewees were invited by incentive organizers’ recommendations, while a list of qualified tour operators/specialists authorized by national tourism bureaus and organization (e.g., Ministry of Tourism Government of India or Travel Agents Association of India Active Member) are consulted as a sample frame, shown as table 1. Further, all interviewees were senior managers in their companies. For in-depth interviews, researcher has traveled to Mumbai, New Delhi and Jamshedpur in India between 12th and 26th Jan, 2018. Interviewees were asked to give some background on their incentive business. They were also asked to give information on how their incentive programs were structured and how they cooperate both with their incentive clients and with local suppliers of their incentive trips. Finally, they were asked in open-ended questions about their views on site selection, with eight site selection factors identified by Crouch and Ritchie (1997) and the outline designed by Mair, et al (2016). Findings This study explored site selection of incentive travel from the perspective of incentive planners, company, and participants. The finding suggests that the most popular incentive travel destination for Indian is Thailand with low expense and luxury hospitality. Most important part for choosing a destination is considering about food and beverage since there are a lot of vegetarian and chef should be familiar with Indian cuisine, for instance, foods in Singapore is more likely to be accepted by Indian. Both the operators and staffs from the company indicate that Indian travelers would like to have Indian cuisine and Bollywood show during the incentive trips, instead of local and cultural performance from the destination. Conference and accommodation facilities in China is well-prepared for MICE but expense is too high. Accessibility to Taiwan or to any countries won’t be a problem for incentive travel planners; nevertheless, there is still few direct flight from India to Taiwan which will influence the budget on overseas transportation. In addition, unfamiliarity with destination image of Taiwan reduces intention of visiting. However, since a new destination will be a motivator for encouraging employees to work hard, novelty destination for incentive trip is still important. One incentive travel planners suggest that enhancing the destination image by story-telling would help attracting Indian’s interests. Perceived risk will be reduces depending on local support (DMC). Incentive planners in India illustrate although decision maker is the representatives from companies, however, planners would give several packages of different countries, depending on budgets, basing on destination information from public relations professionals. It is obvious that public relations professionals and travel agencies are critical characters for site selection in India. F&B and budget are major considerations differing from other markets- China, Australia, and America. Conclusions This article interviewed incentive operators, public relations professionals, and company purchase incentive travel, and examined how incentive travel is conceptualized, planned, and organized in India. The study suggests government and bureau relating to MICE should get well prepared for cross-cultural incentive traveler, according to Indian culture. In addition, destination imagine promotion would be another effort for planners to select a site for incentive program. Since incentive planners in India are not familiar with Taiwan, local support/ DMC could look for public relations professionals from India as a connection, and put more focus on India as a potential market. Further study should explore the site selection in different countries, and marketing strategies. A limitation of this research that should be acknowledged is the small sample size. However, the initial conclusions from this research suggest that, while the site selection factors identified in other markets provide a useful place to start, incentive travel organizers do not rely on same factors. The findings from this project will provide a basis for future research in the area of incentive, and useful information for incentive planners/organizers in Taiwan and worldwide.

2015년 미국 오바마 대통령은 ‘정밀의학창시 (Precision Medicine Initiative)’를 공표하였다. 오바마가 추진하고자 하는 정밀의학은 지금까지의 맞춤의학을 더욱 고차원적으로 발전시킨 것으로써, 수많은 사람들의 건강 및 의료와 관련된 빅 데이터를 이용하여 질병의 병태생리학과 관련된 모든 변수들 간의 복합적인 관계망을 최대한 담는 알고리듬을 개발한 다음, 개별 환자의 총체적인 신체조건을 고려하여 의학적인 예측과 추천을 해 보려는 시도이다. ‘블랙박스 의학(Black-Box Medicine)’이라고 불리는 이 의학은 진단, 치료, 예방 등의 면에서 의학적인 성과와 함께 의료 활동의 효율성을 높여 의료비 절감의 효과도 기대된다. 본 연구에서는 블랙박스 의학을 선도하고 있는 미국을 중심으로, 맞춤의학을 위해 개발된 체 외진단법들을 살펴보고, 맞춤의학 개발과 관련된 지식재산 제도 및 판매 규제를 분석한 다음, 블랙박스 의학 발전을 위한 인센티브 시스템과 안전성 및 향상된 의료적 결과를 보장할 수 있는 제도적 방안에 대하여 고찰해 본다. 블랙박스 의학을 실현하여 광범위한 의료혜택을 얻기 위해서는 블랙박스 의학의 구성요소별로 효과적인 기술혁신 정책을 세우는 것이 우선이다. 또한 블랙박스 의학을 실현하기 위하여 어느 때보다 대중의 참여와 지원이 필요하다. 블랙박스 의학은 과학자들과 의사들의 노력만으로 절대 실현될 수 없다. 블랙박스 의학의 세 가지 필수요소 중 하나인 데이터세트를 갖추기 위해서는 많은 사람 들의 양질의 건강 및 의료데이터를 오랜 기간 동안 수집하여야 하는데 여기엔 상당한 공적 투자뿐 만 아니라 많은 사람들의 깊은 관심과 적극적인 참여가 꼭 필요하다. 블랙박스 의학 시대의 중요 한 과제는 대규모의 데이터가 수집된 다음 이를 많은 사람들이 최대한 이용할 수 있도록 하는 것이다. 여기에는 접근 허용에 관한 정책, 데이터뱅 크의 운영방식, 하류 기술혁신에 대한 지식재산 전략 등이 관련될 수 있다. 한편 지식재산 제도의 인센티브 보완과 특허권들의 통합 및 공유를 도모 하기 위한 방안 마련과 함께, 차세대 기술 적합성과 성능 보장을 위한 새로운 판매 규제책도 요구 된다.

The aim of the study was to investigate the effects of incentive spirometry and Ujjayi breathing technique on the pulmonary function of smokers. Subjects were individuals who had a smoking habit of at least a year. Subjects were randomly divided into 3 groups: the incentive spirometry group (n=8), Ujjayi breathing technique (n=9), and a group applying both incentive spirometry as well as Ujjayi breathing technique (n=8). Each intervention was performed twice a day, 5 times a week, for a total of 8 weeks whereupon the change in pulmonary function was evaluated. A spirometer was used to measure FVC, FEV1, and FEV1/FVC. The survey used for this study included the Fagerström Test of Nicotine Dependence (FTND) and the Shortness of Breath Questionnaire (SOBQ). Study results for the comparison within groups showed that in the group that performed both the incentive spirometry and Ujjayi breathing technique, FEV1 improved with statistical significance (p<.05). Furthermore, within this comparison the FEV1/FVC improved with statistical significance. Comparison amongst the groups showed no statistically significant differences in all areas. Following, to effectively increase pulmonary function in young adult smokers, both incentive spirometry and Ujjayi breathing technique should be employed together.

기존 오프라인 음반시장에서 디지털음원시장 의 중심체계로 급변한 국내 음악시장은 대형 유 통사 위주의 기형적인 수익분배구조와 저작권자 의 보호보다는 소비자 후생을 우선시하는 정부의 저작권 정책으로 말미암아, 음악창작자의 저작권 행사를 위한 기초는 아직 체계적으로 정립되지 않은 실정이다. 이에 본 연구에서는 저작권인센 티브의 관점에서 점진적으로 발전해나가는 국내 디지털음원시장의 다양한 저작권제도들을 살펴 보았다. 특히 현행 저작권법 규정에 따른 저작권 사용료율 결정에 있어 승인의 문제점, 집중관리 제도 복수경쟁체제 도입의 필요성, 신탁범위선택 제의 필요성, 홀드백제도의 필요성을 집중분석하 여 이러한 제도가 음원권리자의 인센티브에 어떠 한 영향을 미칠지 연구하고 향후 어떠한 제도로 발전해나감이 바람직할지에 대해 고찰하였다. 본 연구에서 살펴본 바와 같이 저작권 행사의 함의 는 저작권 보호를 통한 음악창작의 다양성 증진 이지, 시장 내 이해관계자들 간의 균형이 아니다. 저작권 행사로 인한 소비자 후생 혹은 시장참여 자들 간의 수익분배는 저작권법적 수단이 아닌 경쟁법적 수단으로 해결을 도모해야 할 것이며, 앞으로 정책당국도 이점을 고려하여 저작권 제도 를 탄력적으로 운영함이 보다 바람직할 것으로 생각된다.

국내 기업들이 임금 유연성을 확보하고 경쟁을 통한 종업원의 역량강화를 통한 기업성과의 향상을 기대하며 성과급제를 도입하였으나 그 도입 추세는 점차 하락하는 양상을 보이고 있다. 성과급제가 기업성과에 미치는 영향에 대한 연구는 국내외에서 이루어졌다. 그러나 기업 마다 성과급을 구성할 때 그 적용 수준이 다르다는 점에서 성과급 적용 수준에 따라 차별적인 효과에 대한 연구는 아직 드물다. 특히 한국의 집단주의 문화를 고려할 때 집단 성과급과 개인 성과급이 기업성과에 미치는 영향에 차이가 있을 것으로 예상된다. 본 연구는 성과급을 개인, 팀, 사업부, 전사의 네 가지 지급수준으로 구분하여 각 성과급 적용 수준이 기업성과에 미치는 차별적인 영향을 분석하였다. 실증분석 결과는 다음과 같다. 첫째, 차등지급 성과급시행여부는 종업원 1인당 부가가치, 매출액 성장율, ROA의 기업성과에 모두 긍정적인 영향을 주었다. 둘째, 차등지급성과급의 비중이 높을수록 매출액 증가율과 ROA는 높아졌으나 종업원 1인당 부가 가치에는 유의미한 관계가 나타나지 않았다. 셋째, 집단성과급비율이 높을수록 매출액 증가율과 ROA가 높아졌다. 넷째, 성과급수준에 따라서는 사업부성과급비율은 매출액 증가율에 긍정적인 영향을 미쳤으며 전사성과급비율은 제한적으로 정(+)의 관계에 있었다. ROA는 전사성과급비율과 유의한 정(+)의 관계에 있었으며 종업원 1인당 부가가치는 성과급수준에 따른 차이가 없었다. 이러한 분석 결과는 집단성과급비율이 기업성과를 향상시키는 요인이라는 점에서 한국의 집단주의 성향이 고려되어야 함을 보여준다. 또한 기업은 목표로 하는 기업 성과 지표에 따라 적용 수준에 따른 성과급비율을 차별적으로 구성해야 한다는 시사점을 제시한다.

The Internet, as one of the most rapidly developing industries in China in recent years, has made great contributions to China’s economic development. Internet enterprises are both an important pillar of China’s current economic development, but also a great source of scientific and technological development and innovation. For Internet companies, the core of enterprise development people-oriented, talent is the foundation of enterprise development, enterprise development cannot be separated from the team, team building cannot be separated from the talent, in the final analysis, talent is the core of enterprise development. Therefore, enterprises want to develop, we must retain talent, enterprises want to retain talent, we must incentivize the enterprise staff. Incentives are vital in human resources management, and every enterprise should design a mechanism that suits its specific circumstances. The mechanism should motivate staff to make better contributions to the enterprise, thus promoting its growth and development. This paper reviews relevant domestic and foreign literature, as well as the results of a questionnaire survey of Internet enterprise employees, to study the employee incentive mechanism in Internet enterprises. The paper puts forward measures to existing problems to facilitate the better development of Internet enterprises.

Small and micro cultural enterprises make tremendous contributions to the development as well as the growth of China’s cultural industry. Creative talents who is playing a significant role are the sources of the rise, development and prosperity of enterprises. It is useful to develop a series of special strategies to motivate the creative talents on the premise that we analyzed the current situation of small and micro enterprises, the characteristics and demand factors of the creative talents. At present, there exist some problems in the small and micro enterprises about incentive, such as inferfect human resource management, low overall wage level and depressed business environment and so on. In order to solve the above problems, we ought to stick to the principles: combining the material and mental incentives, short-term and long-term incentives as well as individual and team motivation. We can complete the system of incentives by means of human resource outsourcing, create suitable environment for creative talents, enhance cultural and intrinsic incentives and so on intending to improve the incentive level of creative talents in small and micro enterprises.

현재 부산항은 위기에 처해 있다. 외부적으로는 세계적인 경제불황으로 전반적인 물동량 감소도 있지만, 신항개장 이래로 북항과 신항 간의 물동량 유치를 위한 출혈경쟁으로 터미널 채산성이 악화되고 부산항 이미지가 크게 손상되고 있다는 점이다. 이는 근본적으로 부산북항이 하역사위주의 운영사로 난립되어 있기 때문이다. 이에 따라, 본 연구에서는 부산항의 문제점을 해결할 수 있는 북항터미널의 통합유인요인이 실질적으로 부산항의 경쟁력제고에 얼마나 영향을 미치는 지를 실증분석하였다. 실증분석결과에 의하면, 북항터미널 운영사를 통합하여 글로벌 터미널 하여야만 선사서비스능력, 항만생산성을 제고시켜 긍극적으로 물동량 증대와 동북아허브항만화에 기여할 것으로 나타나고 있어 부산항 경쟁력제고를 위해 부산북항 터미널의 통합이 정책적으로 시급함을 보여주고 있다.