2007년 미국에서 시작된 글로벌 금융위기의 영향은 국내의 해운·조선 분야에도 크게 영향을 미쳤다. 이와 관련하여 국내 조선소는 해운경기 악화로 인한 상선 수주물량 감소의 대체수단으로 여러 방면에서 수주전략을 수립하였고, 선택한 분야가 해양플랜트였다. 그러나 국내 조선소는 해양플랜트 관련 계약이 갖고 있는 위험성 분석에 대한 대비 없이 단순한 매출액 확대와 일감확보를 위한 무리한 영업 수주전략을 추진하였다. 이러한 결과, 해양플랜트 발주자와 초기에 계약한 금액보다 많은 비용이 투입되거나 제조물 인도지연에 따른 지체상금을 지급해야 하는 법적인 문제로 확대되었다. 주요 법적분쟁의 원인은 해양플랜트공사 시 발생할 수 있는 비선형모델에 의한 위험성 분석, 공정관리의 미숙, 국내 조선소가 “Engineering Procurement Construction 일괄계약”을 사용하는 해양플랜트공사계약의 이해 부족에 기인한다. 특히, 위험성 관리 항목의 한 요소로써 계약상의 독소조항에 대한 충분한 검토가 이루어지지 않은 점에 있다. 이러한 계약서를 검토할 만한 인력도 부재하다. 따라서 이 연구에서는 계약목적물의 인도지연이 발생할 수 있는 구체적 위험성의 존재를 식별하고, 해양플랜트공사계약 상에는 어떠한 불공정조항이 존재하며, 그러한 불공정조항이 실제 양 당사자에게 어떻게 적용되는지를 국내조선소의 프로젝트 관리자의 인터뷰와 선행연구를 참조하여 구체적 위험요소가 계약상으로 어떻게 함의되는가에 대해서 살펴보았다. 이를 통하여 해양플랜트공사계약상 제조물인도지연에 관한 계약당사자의 법적 책임관계와 국내 조선·해양플랜트 산업발전에 기여할 수 있는 개선방안을 도출하였다.

2015∼2017년까지 국내 해운 및 조선해양플랜트산업은 관련 기업들간의 치킨게임에서 시작된 경쟁 심화와 국제 유가 하락에 기인한 한계기업의 법정관리 및 파산의 많은 어려움을 겪고 있다. 따라서 국내 조선해양플랜트 기업들은 매출액 확대의 관점에서 비롯된 대량생산만으로 지속적인 성장을 할 수 없다는 한계를 절감하고, 이를 타개하기 위한 다양한 방편 중의 하나로 해양플랜트서비스산업으로 진출하고자 노력하고 있다. 그러나 몇몇 관련 기업들이 동 분야에 선제적으로 진출하고자 하는 강한 의지를 갖고 해외 프로젝트에 대한 해양플랜트 운영관리계약을 공격적으로 체결하고 있음에도 불구하고, 계약 중 발생할 수 있는 다양한 위험을 보험이라는 제도를 통하여 어떻게 위험을 관리할지에 대한 인식이 부족한 실정이다. 따라서 이 연구는 국내 조선해양플랜트 기업들이 건조 중심의 2차 산업에서 탈피하여 서비스 중심의 3차 산업인 해양플랜트 운영관리산업으로 적극적으로 진출하는데 필요한 위험관리의 선행적인 연구를 위하여 해양에너지 종합보험의 개요, 약관의 개발 배경 및 동향, 약관의 주요 내용을 중심으로 법적 검토를 진행하였다.

비트코인을 비롯한 블록체인 기술 기반 가상통화는 분산원장기술에 의해 생성되고 거래되는 P2P 네트워크 기반 디지털 암호화폐이다. 가상통화는 정부나 중앙은행에 의해서가 아니라 알고리즘에 의하여 생성되며 그 거래가 네트워크 참여자들에 의해 검증되기 때문에 이중지불의 문제가 해결된다. 이러한 가상통화의 법적 성격이 무엇인지를 규명할 필요가 있는데, 이를 위해 각국의 입장을 살펴보면 가상통화를 상품, 자산으로 보거나 통화, 화폐로 보는 입장으로 나뉨을 알 수 있다. 가상통화가 현실세계에서 통화의 기능을 다하고 있음을 볼 때, 가상통화의 법적 성격은 통화로 인정함이 타당하다. 하지만, 가상통화의 가격변동성은 가상통화를 금과 같은 상품으로 보고 이를 투기수단으로 보기 때문이다. 이는 가상통화의 발 전을 저해하는 것이므로, 앞으로는 법률과 기술을 정비하여 가상통화의 교환 및 지급결제수단으로서의 기능이 더 강화될 수 있도록 하여야 한다. 동시에, 가상통화의 제도적 수용을 위해 법률과 기술적 코드를 통해 가상통화의 불법적 이용을 방지하는 것이 필요하다.

유엔해양법협약이 발효된 이후 20여년이 지났지만 황해 어업자원의 이용과 보존에 관한 문제는 여전히 해결되지 않고 있으며 효과적인 관리조치의 부재로 인해 어업자원이 심각하게 파괴되고 있다. 세계자연기금회(WWF)가 발표한 “해양경제진흥—2015년행동계획”에 따르면 황해생태구역은 세계적인 보존가치를 갖는 해역이나 해양자원의 훼손 및 파괴가 가장 빠른 속도로 진행되고 있는 지역의 하나로서 전 해역 90%의 어업자원이 상업어업에 의해 멸종되었다. 이러한 상황은 연구자로 하여금 기존의 국제법상 어업규범 특히, 황해지역에 적용되는 어업자원보존에 관한 법제도의 실효성과 타당성에 대해 의문을 갖게 하였고 이에 대한 재검토가 필요하다고 판단되었다. 주지하는 바와 같이 어업자원의 보존 및 관리조치는 자원의 지속가능한 이용을 위한 중요한 제도이다. 오랜 시간 동안 중국, 일본, 한국, 북한 등 주변국들은 황해 전통어장에서 공동으로 조업하여 왔으나 지나친 남획으로 인해 자원고갈이 심각한 상황이며 자원에 대한 효과적인 보존 및 관리가 이루어지지 않아 해양생태계가 심각하게 파괴되었다. 이에 따라 1990년대에 들어서 황해 어업자원은 쇠퇴기에 들어서게 되었고, 한중 어업협정의 체결에도 불구하고 중국불법어업이 근절되고 있지 않은 관계로 양국 간의 어업분쟁이 빈번히 발생하고 있다. 황해에서 중국의 지속적인 불법조업과 이에 대한 중국정부의 무책임한 태도는 자원의 보존과 관리를 더더욱 어렵게 하고 있는 실정이다. 본문은 황해어업자원의 이용과 보존에 관한 의제를 둘러싸고 관련 국가 간의 어업자원보존을 위한 협력관계의 발전과정, 어업자원보존 및 관리조치의 시행과 효과 및 문제점에 대해 분석하고 나아가 황해 어업자원보존을 위한 제도적 장치를 확보하기 위한 몇 가지 대응책을 제시하고자 한다.

전 세계적으로 전자지급결제서비스 시장이 급속도로 성장하고 있다. 이는 우리나라에서도 마찬 가지이다. 기업이 전자지급결제서비스를 운영하는 데 있어서 발생하는 주된 리스크는 무엇인가? Lawrence J. Trautman은 그의 논문 ｢E-Commerce, Cyber, and Electronic Payment System Risks : Lessons from Paypal｣에서 이베이(ebay)와 페이팔(paypal)의 경우, 신용카드 사용과 관련하여 각국에서의 규제가 상이한 점, 미국 내에서 자금송금업체로 등록됨에 따라 각종 규제를 적용받는 점, 온라인에서 이용자의 정보의 저장 및 이동을 전제로 하므로 보안사고가 발생시 이용자의 개인정보의 유출이나 부정사용, 이로 인한 소송 등의 위험이 발생하게 되는 점, 국경간 거래의 경우 각국의 법적 규제를 중복하여 받게 되는 점, 자금세탁방지 및 테러방지법 등의 적용을 받는 점, 기타 잠재적 위법행위에 대하여 대비할 필요가 있는 점 등을 리스크 요인으로 지적하고 있다. 국내에서는 전자지급결제서비스 등에 대하여 positive 방식으로 규율을 하고 있다. 따라서 기업이 국내에서 전자지급결제서비스 등에 종사하기 위해서는 법령이 규정하는 허용요건을 충족하여야만 한다. 그리고 이와 같은 규정들은 그 적용 범위가 명확하지 않고, 중첩적용 된다는 문제가 있어 혼선이 있을 수 있다. 또한 전자지급결제서비스를 통제하고 감독하는 컨트롤타워격인 주무 관청이 존재하지 않는다는 것도 기업에게는 리스크로 작용할 수 있을 것이다. 전자지급결제서비스 를 운용함에 있어서는 안전성이 확보된 본인인증 방법을 구축해야만 한다. 그동안 공인인증서가 의무화되어 있었으나 최근 전자금융감독규정의의 무조항이 삭제됨에 따라 인증방식이 기업의 자율에 맡겨졌는바, 기업은 공인인증서의 문제점으로 지적되어 왔던 보안성 문제를 극복하는 인증방식을 개발하고 채택하여야만 한다. 그리고 이용자의 금융정보뿐 아니라 본인인증에 필요한 개인정보를 수집하여 이용하는 사업의 특성상 보안을 확보하는 것이 무엇보다 중요하다. 해킹 등 보안프로 그램을 침해하는 기술이 발전하고 있기 때문에 기업은 항상 사전에 이러한 침입에 대비하기 위한 노력을 다하여야 할 것이며, 이는 기업에게 리스크로 작용할 수 있다.

배타적경제수역의 난파물 제거에 관한 연안국의 개입권한과 절차, 비용회수 등에 관하여 규정한「난파물제거협약」이 채택되어 국제적으로 발효되면서 각 연안국은 자국의 실정을 감안하여 난파물 처리규정을 국내법으로 수용 하였다. 우리나라의 경우에도 「해사안전법」을 개정하여 영해뿐만 아니라, 배타적 경제수역의 난파물, 즉, 항행장애물까지 처리할 수 있는 근거를 추가적으로 마련하여 국제규범에 따른 해양관할권을 적극적으로 행사하려는 노력을 하고 있다. 그런데 항행장애물 제거와 관련된 현행 국내법규와 해역관할청의 대응역량은 몇가지 실행상 문제점을 가지고 있다. 예컨대, 항행장애물 제거역량을 적절하게 반영하지 않은 채 해역관리청에 업무가 위임되어 있는 것과 방치폐선, 해양표류물, 침몰선박 등 항행장애물 유사용어 및 제거규정을 규정한 다수의 법규들이 병존하면서 주관부서간 업무혼선이 야기되고 있는 것이다. 따라서 현행 항행장애물 처리제도의 문제점에 대한 개선방안으로 관련 법제의 적절한 정비와 주관부서의 현실적 구난능력을 감안한 업무조정이 필요하다. 구체적으로는 해사안전법 관련규정을 개정하여 구난능력을 갖춘 전문 민간기관·단체에 업무를 위탁하고, 중장기적으로 구조와 구난을 통합하여 일원화하는 방향으로 관련 법제를 정비할 필요가 있다.

스마트폰의 대중화 및 정보통신기술의 발전, 공유경제 개념의 확산은 생활, 경제, 산업구조 및 노동시장 등 다양한 분야에 막대한 영향을 끼치고 있다. 우버는 정보통신기술과 공유경제 개념을 활용하여 승객과 운전자를 연결하여 주는 서비스이다. 해외에서 우버 서비스가 활성화되어 있는데 반하여, 우리나라의 경우 정보통신기술 및 공유 경제에 터 잡은 서비스를 위한 법령 및 제도가 아직 정비되어 있지 않아 우버가 제공하는 대부분의 서비스가 법령상 금지되어 있다. 그러나 기술 혁신 및 이에 기반을 둔 새로운 서비스는 뉴 노멀 시대를 극복할 수 있는 성장 동력이므로, 이를 활용하여 우리나라에서 기술 혁신이 활발히 이루어지고 이에 터 잡은 새로운 서비스가 뿌리내려 발전할 수 있도록 정부 차원의 노력이 필요하다. 다만, 새로운 서비스로 인하여 소비자 또는 기존의 산업이 피해를 입지 않도록 기존의 규제를 재검토 하고 관련 법령 및 제도를 정비함으로써 새로운 서비스를 제도권 내로 수용하기 위한 방안이 모색 되어야 한다. 이때, 만약 기존의 규제 체계로 새로운 서비스를 규율하는 것이 적합하지 않다면, 새 로운 서비스를 위한 분류 기준을 신설한 뒤, 동 서 비스의 성질에 부합하는 규제를 하는 것이 바람직 할 것이다.

우버는 미국 캘리포니아 주 샌프란시스코에 본사를 둔 운송 네트워크 회사로서 휴대전화 애플리케이션이나 인터넷 홈페이지를 통하여 승객과 운 전자를 연결하여 주는 서비스를 제공하고 있다. 2013년경부터 우리나라에서도 유사한 서비스를 제공하기 시작하였는데 기존 택시업계 등과 많은 마찰이 있었다. 미국 상당수의 주에서는 관계 법령의 제⋅개정 을 통하여 우버와 같은 운송 네트워크 회사가 합법적인 영업을 할 수 있는 반면 아직 우리나라에서는 많은 규제를 받게 된다. 우리나라 택시 관계 법률은 크게 여객자동차 운수사업법과 택시운송 사업의 발전에 관한 법률이 있다. 여객자동차 운수사업법은 운수사업에 관한 면허제도, 운수사업에 종사하는 운전자의 자격 요건 및 위반사항에 대한 처벌에 관하여 비교적 자세하게 규정하고 있다. 택시운송사업의 발전에 관한 법률은 택시운송사업과 관련된 보조금, 면허의 제한 등을 규정하고 있다. 우버가 제공하는 서비스의 핵심은 운전자와 승객을 연결하여 주는 데에 있으므로 운송서비스 자체라고 보기는 어려울 수 있다. 하지만 현행 법령은 자가용자동차과 자동차대여사업자의 사업용자 동차를 유상 운송에 제공한 행위뿐만 아니라 그러한 제공을 알선한 행위도 처벌하고 있기 때문에 우버가 영업을 할 수 없다. 한편 규제로 인하여 현재 우리나라에서는 사실상 우버택시 서비스만 제공되고 있다. 우버택시와 관련하여서는 우버와 택시기사들 사이의 관계가 문제가 될 수 있는데 택시기사들의 행위로 인한 우버의 책임이 문제된다.

해상에서의 인명안전을 위한 국제협약(SOLAS)은 안전에 관한 IMO해사협약 중 가장 중요한 위치를 차지하고 있다. 국제해사기구(IMO)의 해사안전위원회(MSC)는 높은 수준의 해상안전에 대한 기준이 유지될 수 있도록 SOLAS를 지속적으로 개정해 나가고 있다. 하지만, 빈번한 SOLAS의 개정은 당사국이나 선사, 조선소 등 규정의 수요자 측면에서 많은 협약개정안의 이행을 단시간에 준비해야 하는 등의 부작용을 낳게 되었고, IMO는 이러한 문제를 해결하고자 2016년부터 SOLAS 개정안의 4년주기 발효체제를 도입하게 되었다. 4년주기 발효체제 하에서는 SOLAS 개정사항이 4년마다 일괄적으로 발효하기 때문에 예측가능성을 높여주어 효과적인 협약이행에 긍정적인 측면으로 작용할 것으로 예상하고 있다. 반면에 SOLAS 개정사항이 채택 후 발효되기까지 걸리는 시간이 상대적으로 길어져 신속한 적용이 요구되는 규정의 경우에는 발효일까지 기다려야 되는 부작용도 생기게 되었다. IMO에서는 이와 같은 부작용을 해결하기 위해 SOLAS 개정사항에 대한 조기이행요구가 증가하게 되었지만, 이러한 조기이행은 4년주기 발효체제의 취지에 부합하지 않고 그 법적근거가 명확하지 않아 논란이 되었다. 이 논문에서는 SOLAS 개정안의 조기이행의 법적근거에 대한 최근 IMO MSC 회의에서의 논의를 조약법협약 제25조(잠정적 적용) 및 제79조(조약문 또는 인증등본상의 착오정정)를 중심으로 살펴보았다. 그리고, 이러한 논의의 결과로 마련된 자발적 조기이행 절차 및 관련 회람문서들이 대한민국에 미치는 영향에 대하여 분석하고, 관련 국내규정의 정비 등 국내적 이행방안에 대하여 제시하였다.

A multi-disciplinary approach is used to analyze current trends in environmental and technology color research to provide better understanding of how color plays a crucial role in engineering, medical science, law, design, arts, marketing, and business. The study shows that understanding the complexities of color perception can contribute to better product and building design and the use of color therapy in medicine.

This contribution focuses on fitting between heuristic rules and the task environment in business to business market. The subject is about evidence-based business decision-making process in the business actors‟ perspective. The empirical setting of fashion business to business markets is considered, focusing on adaptive behavior situated in the interaction processes in customer-supplier relationships emerging from empirical researches. The paper considers two key aspects of the process: (1) the origin and diffusion of the heuristic rules adopted by the actors (adoption) and (2) the fields in which the rules can be used (scope) are discussed. The central research questions are: How heuristics are adopted and diffused in the fashion business to business environment (adoption)? How wide is the context in which the heuristic rule is applied by the actors (scope)? Fashion business to business markets is our setting of analysis. First of all we have to define what are heuristics. Studies of decision-making processes generally divide them into two, mutually exclusive types: rational decision making versus rule-based decision making (March 1994). In the case of rational decision making the approach is to evaluate the consequences of any decision in terms of either pure (maximizing) or limited rationality (satisficing). In rational decision making, consequential choices are adopted, hence an evaluation of preferences and expectations is necessary and decisive to the final outcome. Instead, in rule-based decision making, what counts most is following the rules, the aim being to satisfy and/or define an identity. In rule-based decision making, rules deemed appropriate are adopted, and what then counts are the rules and the identity, which form the basis for taking well-thought-out actions. Rationality requires less „specific‟ knowledge, since it relies on abstract rules. In this approach, following the rules may instead involve understanding them in relation to the specific context in which they are to be applied. The relations between heuristics and interaction in business networks provide a means to study other aspects of the evolution of the relationship between enterprise and business market environment (Artinger et al. 2015; Guercini et al. 2014, 2015). In fact, the network of relationships the actors adopt images of the relationships to be cultivated with the precise aim of formulating an effective representation of the market, enable other phenomena to be examined, not so much in their qualitative aspects, but rather as regards their importance as perceived by business decision-makers. In light of these relations between heuristics and setting, the essential properties of heuristics that we propose to examine herein are: (1) specificity, intended as the field of application and setting in which any heuristic rule is generated and routinely applied; (2) convergence, which concerns how widespread, at least in appearance, any given heuristic rule is amongst actors in a given market setting (Guercini 2012). In other terms, the heuristics of entrepreneurial marketing can be considered specific to this particular setting, in that they concern the degrees to which such rules are generated, are successful, and are confined to the specific setting or context. Looking more closely at the two above-mentioned properties, specificity is high when, for instance, a heuristic refers to a specific, circumscribed matter (for example assessing the opportune moment to purchase certain semi-finished goods) and finds no application in any other setting. Conversely, a rule‟s degree of specificity is low when its field of application is broad: a rule may, since its inception, be applicable to many different fields, or it may be initially applicable only to a limited range of decisions, but subsequently find fruitful application in other, broader matters (Guercini et al. 2014). The degree of convergence instead regards the frequency with which a given heuristic rule is adopted within a population, a community or, in our case, by entrepreneurs. Such adoption may only be apparent, in the sense that what seems to be a single rule may actually represent various, subtly different rules for each individual, given the supremely personal, individual nature of fine mental processes. Evaluating the degree of convergence of a given heuristic within a population obviously involves measuring its dissemination in terms that are recognized as such by the researcher. Convergence is high for rules adopted by everyone, or at least by a large segment of the population in question. Other heuristic rules are instead developed by individuals in forming their personal judgments and seem to be unique to such individuals, in that they do not arise in others. This implies that heuristic rules may be the source of a relative advantage for the entrepreneur, in so far as the heuristic in question proves itself successful, that is, an element that determines a good choice when other methods are ineffective or may even produce negative effects. Specificity and convergence are thus general properties of the heuristics adopted by entrepreneurial marketers, and are strongly tied to the interpersonal relationships and consequent interactions within business decision-makers‟ personal contact networks (Guercini et al. 2015). Heuristic procedures are easily detectable in the descriptions of enterprise top management of the processes they utilize in assessing possibilities and forming judgments. Some of these procedures are highly abstract and applicable to various different settings, for instance, regarding problems typically facing firms as well as purchase decision-makers. In the following we shall briefly present some of the heuristics encountered in our research; a more detailed description and more rigorous modeling of their characteristics will be addressed in future work. Let us consider now a fashion business to business settings, and more precisely the situation in which the decision-maker of a fashion firm is tasked with formulating a judgment regarding the best choice of colors to keep up with the fashion trends of coming seasons. From interviews with representatives of styling divisions, what repeatedly emerged was their conviction that “strong” colors periodically and forcefully come back in fashion. Some even went so far as to specify the duration of this cycle: seven years – that is, the same as the number of strong colors –, which also turns out to be coherent with long-standing observations on the limits of human cognitive function (Miller 1956). No clearly defined explanation was offered of the reasons for, or origins of, this rule, although some hypotheses were advanced: simply that a sort of “law” was first noticed and then became consolidated as its predictions were repeatedly verified over time. A second example is that of the textile firm entrepreneurial marketer called on to provide a forecast of the fabrics that will be most widely utilized in the market over the next few seasons. From the marketer‟s perspective, the price of natural fibers is one element on which to base any judgment regarding future fabric usage trends. Clearly, there are technical time constraints on the purchasing of fibers for spinning, which must naturally precede the sale of the fabric, and may even take place already in the stage of drafting the fabric sample book. Thus, a specific assessment rule is applied: those fibers whose price increases during certain periods of the year are deemed to be those that will be in most widespread use the following season. However, for some years now this rule has begun to seem less reliable than in the past. Workers in the sector speak of greater complexity in the wool market, where supply factors, such as international manufacturers‟ policy of stepping up fiber tops production, have had the effect of upsetting traditional market dynamics. The heuristic rules in these examples can be regarded in the perspective of the attributes they present, in particular, their “specificity” (or field of application) and their “convergence” (or degree of dissemination). A rule that is highly specific to a certain application setting looses much of its value when applied to judgments other than the one for which it has been developed. On the other hand, a rule that is in widespread use in many firms can hardly become a distinctive resource for entrepreneurial marketers. The widespread dissemination of a given heuristic rule amongst the rules “in stock” or the “adaptive toolbox” of firms may influence its effectiveness. Indeed, the fact that a rule is shared by many may justify its adoption in light of the validity that the decision-makers seem to attribute it, even if it is less probable that its use impart a distinctive competitive advantage. The examples of heuristic processes presented in the foregoing seem to enjoy different degrees of specificity and convergence. The association of certain heuristics to specific settings takes on the significance attributed to them by Simon (1979), as rules bound by the task environment and not clearly referable to relatively abstract mechanisms or endowed with autonomy. Mechanisms applicable to less specific settings are instead referable to the heuristics described by Tversky and Kahneman (1974), including representativeness, availability and adjustment/anchoring, identified in relation to the possible distortions and errors associated to them. The heuristics modeled by “building blocks” by Gigerenzer et al. are seemingly cannot be captured by a few categories, given the variety of formal models identified. Briefly, these include (1) recognition heuristic; (2) fluency heuristic; (3) take-the-best; (4) tallying; (5) satisficing; (6) 1/N equality heuristic; (7) default heuristic; (8) tit-for-tat; (9) imitate the majority; (10) imitate the successful; (11) hiatus heuristic; (12) fast and frugal trees; (13) mapping models; (14) averaging the judgment; (15) social circle; (16) moral behavior (Gigerenzer and Gaissmaier 2011, Gigerenzer and Brighton 2009). In the approach proposed by Gigerenzer and his “adaptive behavior and cognition program”, formal models are necessary to evaluate the real contribution of heuristics to cognition, decision-making and behavior. For details, refer to the publications of the adaptive-behavior-and-cognition program (Gigerenzer 2007; Todd and Gigerenzer 2012). Rule-based decision making implies the availability of rules to follow and consistency with an established identity as the driving factors in the decisionmaking process. If the rules satisfy an ecological rationality approach, are such rules then the result of a process of rules selection with which the decision makers are endowed innately or they are formed through a process of learning? And, if the latter is true, what are the characteristics of the decision-making process during the stage that the rules formation schemes are more open? And lastly, when the rules have already been defined, are they necessarily stable or can they be questioned and, if so, in what terms? These research questions are part of the future research stimulated by this first exploration based on case study research.

By adopting transactional social commerce functions from mobile apps, individuals can sell products and services directly to friends on their contact list. This drives micro entrepreneurs with fewer than ten employees and less than a €2million annual balance (European Union Law, 2013) to become key drivers for economic growth (Paoloni & Dumay, 2011). In particular, individuals aged 18-34 become inspired by images on social networks for clothing and fashion products. Hence, fashion products are popular business items for micro-entrepreneurs. Despite potential benefits for social commerce, micro-fashion entrepreneurs in many countries are still unaware of apps’ use in social commerce to sell products, and to create and manage social capital for their business. This exploratory research aimed to investigate how micro-fashion entrepreneurs adopt transactional-focused social commerce and utilize social capital embedded in network ties for their marketing and sales, based on innovation diffusion and social capital theory. Research questions included: (1) How do micro-fashion entrepreneurs adopt social commerce? (2) How does social capital in network ties contribute to marketing and sales in social commerce? To answer these research questions, qualitative data from phone interviews with 16 micro-fashion entrepreneurs selling fashion products through WeChat in China were analyzed, adopting a thematic analysis. Data indicated micro-fashion entrepreneurs have positive attitudes, based on their experience and knowledge of WeChat. They adopt social commerce to (1) sell products in a new way, (2) connect with customers, and (3) reduce financial risk, while an innovative channel for entrepreneurship. Also, operating a business through WeChat required less time commitment compared with brick and mortar, and online stores, because accessing services like WeChat have payment systems, share images and messages. Free calls and messages are already available. The interview data demonstrated micro-entrepreneurs have an advantage when adopting social network ties in WeChat and implementing social capital embedded in marketing sales networks. Structural, relational, and cognitive capital contribute to micro-entrepreneurs’ marketing and sales interactively. An individual could access target customers, based on networks already established social media platforms and facilitate entrepreneurs’ adoption of social commerce. Also, since trust, shared goals, and languages exist on these network ties, there exists an increase for entrepreneurs’ accessibility to use social commerce to initiate their business, while decreasing business operating expenses, promoting products, and building relationships with customers. In addition, relational capital built by interactions with each customer brings cognitive capital to promote products and strong network ties.

Introduction This paper presents an exploratory investigation into the use of coopetition by fashion supply chains (FSCs) as a sustainable, risk-reduction strategy and enabler for competitive advantage. Bengtsson and Kock (2000) proposed coopetition as a state where two companies cooperate in some activities, such as a strategic alliance, while at the same time competing with each other in other activities. While coopetition is usually considered as a horizontal integration strategy (Hingly et al., 2011), it might also be used vertically in a supply chain and possibly including third-parties to alleviate issues of confidentiality (Dari, 2010). Such lose relationships and partnerships may also be undertaken between companies for joint product development, to share research and development (R&D) costs, to restore corporate image, to increase environmental responsiveness of suppliers, for differentiation, to reduce costs, to reduce supply chain waste, and to develop sustainable materials, alternative or substitutes (Caniato et al. 2012). In a dynamic business environment such as fashion the ability to integrate processes across the functional boundaries of a company is considered a key to competitive advantage (Sull and Turconi, 2008). It is also important for companies in FSCs to share a common goal and work in the same direction to achievement supply chain integration (Fernie and Grant 2015). De Brito et al. (2008) suggested that the best performing companies effectively manage internal and external relationships between functions and organizations through improved coordination and highlighted a need for partnering with supply chain partners and different stakeholders including working groups in the industry, relationships management, having highly skilled people, and resource sharing especially in transport equipment and warehousing and the use of coordination tools such as collaborative planning, forecasting and replenishment (CPFR). While such alliances build up relationships and partnerships for the betterment of all partners (Lacoste, 2014), many companies remain reluctant to share too much for fear of affecting their trade secrets or competitive advantage, and so maintain a corporate transactional mindset (Grant, 2005). Thus, there is a need to investigate whether FSC firms are aware of or using coopetition principles, and if not whether they have a propensity to do so. Research Design Our investigation was exploratory as it addresses the how and why questions consistent with criteria for qualitative research (Bryman and Bell, 2015). Our unit of analysis for conducting this study was seven UK FSC case companies (CCs). Our sample was selected based on criteria of having in the UK a manufacturing or sourcing base and a retail or wholesale presence and some major operations such as customer service, distribution and warehousing and a brief description of each CC is provided in Table 1 below (Yin, 2014). Data were collected via semi-structured interviews with 68 people across the seven CCs. These were supported further supported by a number of means, for example, visits to the manufacturing sites, head offices and other important operational places, navigating around the working environment, specifically the factory or shop floor and distribution centers, making observations and chatting to workers in the factory cafes, car parks and surrounding areas. Both within-case and cross-case analysis analyses were conducted and three themes emerged: capacity sharing, cooperation for risk reduction or a response to an adverse event, and information sharing to build relationships. We now discuss details pertaining to each theme in detail. Findings Capacity sharing: Time-based competition, demand volatility, increased disruptions and retailer pressures are some of the reasons that stimulated fashion companies and supply chains to share capacity. However, the case companies also believed high supply chain cost led fashion supply chains to benefit from each other’s resources and leave competition for the shop floor or better customer service. CC1 respondents mentioned that at a particular time they had to replace their ‘plasticisers’ and during this replacement process CC1 used competitor ‘plasticisers’ and hides. CC1, CC2 and CC4 respondents mentioned that their companies also gets help from its competitors in the international market to source skilled labor force in case of full capacity. They further mentioned the use of machines, sharing raw materials, technology, warehouse, containers, testing facilities and other facilities at competitors’ plants in different countries: “We can’t do everything on our own, especially on a global basis, so we talk to our colleagues and if they have those facilities we will ask their help; we will pay less and they will get what they have invested for” (CC1 supply chain manager). CC2, CC3, CC4 and CC6 respondents further mentioned that departments which were formerly perceived as competing each other are now sharing workforce according to demand. Respondents also suggested that problems of quotas, price fluctuations, raw material shortages, customs and distribution could be overcome by sharing materials and capacity with competitors: “If China goes over their export quotas we could be left with fibers stuck in China indefinitely until the quotas have re-balanced so in the interim its managed by sharing materials with competitors here in the UK or in our suppliers’ markets” (CC2 sourcing manager). CC2 and CC4 respondents also mentioned how in the past their companies managed to retain a cluster by offering people a business space in their premises. CC4 also offers apprenticeships to other manufacturers and suppliers, reflecting the company’s belief that the industry needs to pool resources. CC3 and CC5 respondents mentioned that sometimes their companies derives benefits of economies of scale in terms of raw materials and some sub-processes by sharing capacity with competitors: “We buy in bulk to get economies of scale, sometimes just to make sure we don’t run out of supply but there are quite a lot of businesses in our product category so we always have someone to share to get rid of dead money” (CC3 sourcing manager). CC5 and CC7 also mentioned that their companies also use supply chain partners’ facilities such as quality checks, storing products at their sites and arranging capacity for CC5 and CC7. Cooperation for risk reduction: Respondents from CC6 described many instances where coopetition emerged when supply risk or disruptions occurred. One disruption shut down trading but CC6 was able to resume trading in just two days, partly due to the help from its competitors, customers and outside service providers. Respondents mentioned that a high street retailer offered space in its warehouse, another sent its workforce to help evacuate materials and another sent containers, while a service provider converted all standard orders into next day delivery. Within CC6 itself, drivers were willing to work extra hours, even at the weekends and some other departments also sent their workforce to help the logistics and distribution functions, which were affected most by this incident. Respondents also mentioned the frequent use of containers, materials, suppliers, factories and vehicles of competitors and some facilities at main sources: “If they’ve got a container let’s say 60% and we have got the other 40%, we don’t want another whole container; we will join the retailer, historically, you wouldn’t even talk to them because they are competitors, you know, compete on shop front” (supply chain manager). Information sharing to build relationships: Increasing sustainability risks and motives for costs savings, resource development, to avoid legal penalties, to be pro-active and to develop supply chain knowledge drove the case companies to information sharing, building relationships even with competitors and with organizations outside the industry. Case companies shared many practices and processes where they demonstrated an increased move to share information and relationship building with competitors. Respondents from CC1, CC2, CC3, CC4 and CC6 mentioned their companies have established close relationships and constantly share information with companies that were perceived as biased towards the industry or competitors in the past, such as NGOs, companies on CSR, external companies for testing and auditing, working groups in the industry and material and service providers. Respondents mentioned that this has helped them to manage issues such as legislation, working standards, ethics, national and international regulations, country laws and law on chemical use, testing and auditing, to develop supply chain knowledge, to identify sustainability risks and to design their mitigation strategies. Respondents further mentioned that, over the years, their companies have increased information sharing and relationship building with competitors who helped the company with market analysis and to re-shape its business strategies: “I think information sharing with some of those forces, where it was once perceived as a threat is now considered essential, you will manage most of your risks beforehand” (CC2 project manager). CC3 and CC5 respondents maintained that fashion in general and fast fashion in particular requires having as many sources of information as possible, as this will help businesses to increase the number of options. This will further help their companies to explore alternatives and substitutes, ultimately minimizing risks such as dependency and improving customer service: “You need to talk to your partners, talk to your competitors, talk to those who have the slightest relevance to what you do; you need to be open minded; this will increase your options and then you can say yes, I can sustain, I can continue” (CC3 ethical compliance manager). CC2 and CC4 respondents mentioned building relationships with some European premium quality manufacturers who were perceived as competitors in the past. Respondents mentioned that the company is also trying to build strong relationships with small and medium companies of its type in the UK so that a common strategy can be developed for the government to help revive the UK textile and garment industry: “As an industry we’re joining together, whether we are joining together with our competitors or what could be perceived to be a competitor or not, it doesn’t really matter, the fact is we are joining together to pool our resources in terms of trying to attract new people into the industry and get some help from the government”(CC4 supply chain manager). However, CC5 respondents expressed concern about sharing trends or design related information to some competitors of its size but admitted that CC5 also gets help from its competitors: “He (supply chain manager) will pick up the phone and let them know which trend is in demand, which colour customers like; in the beginning I found it unusual but then I saw some of them coming to us and asking for some units to try” (CC5 design manager). CC6 respondents mentioned that a recent disruption has demonstrated how important it is to have relationships, even with competitors. Respondents reported that their service providers converted standard deliveries into next day just because they perceived CC6 as a family and it was good relationships with them that enabled CC6 to provide good customer service and maintain its image as a responsible online fashion retailer: “We had relationships with them so they were willing to go to the extra mile; we see them as a family organization although some might say competitors” (CC6 supply chain manager). Conclusions The literature asserted the need for coopetition in order to survive and compete in a demand driven and volatile market place however issues of maintaining confidentiality and competitive advantage may inhibit companies in FSCs from adopting coopetition principles. However, our study found that due to increased uncertainties, disruptions and risk the seven CCs we investigated have embraced coopetition in some way as a strategy mechanism to manage their supply chains. Thus, we conclude that coopetition appears to be a driver to stimulate organizational capacity sharing, risk reduction and information sharing to build relationships with multiple stakeholders even if they are competitors. However, we note that this study was exploratory and only investigated seven FSC companies in the UK and hence the findings may not be generalized across all companies. Further research should expand this line of enquiry to do so.

The conceptualisation of brand charisma is multi-disciplinary, using luxury branding context. This research adds value by making significant contributions by extending and building theory; holds managerial implications for policymakers and brand managers in shaping and communicating brand charisma; additionally to develop a research framework and scale to measure brand charisma. Introduction Charisma in grounded in anthropology and sociology; which has been divided into three key definitions. At the root of the sociological construct it is associated with a leader who generates extremes of loyalty and motivation among followers (Smothers 1993).The primary reason charisma is used, historically speaking, is to gain control over a group of people, and create a strong following (Weber 1946; Dow 1968; Smothers 1993). Research has demonstrated that charismatic leaders are more likely to effect and motivate individuals (followers) beyond expectations and command extremes of attachments (Bass 1985, 1988; Conger 1988; House et al 1988). This implies that charisma can inspire devotion to a leader that surpasses mere loyalty (Spencer 1973; Dow 1968); an irrational bond and inspiration between leader and follower (Marcus, 1961). As competition continues to grow within the luxury sector brand resonance is increasingly important as some of the effects include: higher loyalty to the brand, increased number of followers, ease to move consumers, development and diffusion of new products and greater consumer accommodation for the brand. In recent years, as brands try to become more ‘accessible’ to consumers and provide them with more brand experiences online we see the brand become diluted and evidence of brand fatigue set in (Business Insider 2015). Brand experience has been conceptualised as ‘sensations, feelings, cognitions, and behavioural responses evoked by brand related stimuli’ (Brakus et al 2009); which are often subjective and internal responses (Brakus et al 2009). Most experiences occur directly when consumers shop, buy, and consume products. Experiences can also occur indirectly—for example, when consumers are exposed to advertising and marketing communications, including Web sites. As a majority of luxury brand consumers are deemed to be loyal to the brand, it is important to capitalise on these followers (Levitt 1975) to further foster brand- follower- consumer engagement. Pastor et al (2007) were able to demonstrate that followers’ emotional responses have a significant influence on charismatic leaders; where followers experienced higher levels of arousal, they were more likely to rate leaders as charismatic. Brands can have charisma through social construction, compelling emotional associations that build on imagery, symbolism and prestige. Thus, it leads to extraordinary levels of motivation and attachment- achieving brand resonance. Thus, followers and consumers will view the brand as being sacred, and imbued with deeply significant and metaphorical meaning (Smothers 1993). It is evident that brand charisma allows the brand to exercise control and influence over a following or group of consumers. As brand charisma serves as a motivational tool to inspire and communicate their brand vision to followers, it allows the charisma to remain unique and rare (only for those in the community). While the ability to attain this brand charisma is always kept out of reach for everyday consumers, in order to motivate them to perform and engage with the brand beyond expectation. From the followers perspective, charisma is used to communicate or signal to others their social belonging and identity to a particular community. The presence therefore of brand charisma serves as a guide, or vision, of the brand that is aspirational and inspirational for the followers, with the promise of the ‘dream’ being attainable by belonging to this group. It is interesting, and pivotal to note that brand charisma is not like a normal brand- follower relationship, but rather a unique bond that is value laden, ongoing and influential on perceptions. Some key characteristics have been used in forming a conceptual definition of brand charisma, form both the brand and follower perspective. These include “exercise diffuse and intense influence over the beliefs, values, behaviour and performance of others through own behaviour and example” (Dow 1969; House et al 1991; Shils 1965); “unique connection between leader and follower that can account for extraordinary performance and accomplishments of individuals, work groups, units and organisations” (Yammarino et al 1992; Bensman and Givant; Conger and Kanungo 1998); “transcendent from the ordinary” ; “the process is both parallel and analogous process…both change meaning and perceived value” (Weber 1922; 1966; Levitt 1975; Smothers 1993). Drawing from the above emerging characteristics, which is reflective of the literature, a tentative conceptual definition of brand charisma has been proposed below: “The ability to articulate the brand vision, elicit a positive emotional response by its audience or followers that is characterised by extremes of motivational attachment” Through a content analysis of luxury brands and a rigorous literature review, has identified ‘core’ and ‘supplementary’ characteristics for the presence of brand charisma, which is aimed to be further explored. The Core characteristics of brand charisma can be thought of as the source of the brands charismatic aura and this must be present for charismatic brands; while the supplementary characteristics are not crucial or inherent to every charismatic brand. Research Gaps Based on the extended literature review, the following key gaps have been identified: 1. To the best of my knowledge there has been no conceptualisation of brand charisma in marketing and branding (e.g. Smothers 1993; Dion and Arnould 2011) a. Lack of working definition for brand charisma and lack of research framework and scale to measure brand charisma 2. Diminutive studies have used the concept of charisma in luxury branding or marketing 3. Assessing whether brand charisma should be implemented or is present across various ‘categories’ of luxury (e.g. inaccessible vs. affordableluxury) 4. Past studies have not addressed the influence of brand charisma on consumer emotions and perceptions (e.g. Dion and Arnould 2011) Based on the above research gaps the following research questions have been developed: RQ1: What is brand charisma? RQ2: How does the presence of brand charisma influence brand resonance? RQ3: Does the presence of brand charisma differ between affordable and inaccessible luxury? RQ4: What are the emotional responses elicited by the presence of brand charisma? Theoretical Framework and Hypotheses Development Stimulus- Organism- Response (S-O-R) model is the underpinning theoretical framework for the proposed research (Mehrabian and Russell 1974). The S-O-R model has been widely used in retail environment (e.g. Buckley 1991; Chang et al. 2011) and to study different types of involvement (Arora 1982). Based on the S-O-R model, the stimulus is defined as any external stimuli that influence the internal states of an individual which consist of both environmental influence and marketing mix variable (Bagozzi 1978; Eroglu et al. 2003). In this proposed research the presence of brand charisma will serve as the external stimuli that influence consumers’ perception of luxury and brand affect. The perception of luxury is affected by brand related stimuli and imagery (Brakus et al 2009), which include but not limited to, elements such as; brand name, products sold and communications. Organism is defined as the internal emotional response which influences the relationship between external stimuli and the behavioural response (Bagozzi 1978). In this study, perception of luxury and brand affect will serve as the internal consumer responses (sensations, feelings and cognitions) which is degree to which a consumer is effected via the environment, being either direct or indirect, through the 5 senses (sensory appeal). In this study, the resulting response will be brand resonance, as this extends beyond loyalty and encapsulates a brand follower or consumer to willingly and proactively engage in word of mouth, have deep attachment or connection with the brand, feel proud of association with this brand and community followers (Keller 2001). Supporting Theory As brand charisma is a set of activities to capture the distinctive brand essence, which creates a strong sensory appeal compelling consumers to strongly advocate for the brand; we see the transfer of charisma onto the brand through concepts such as brand experience (consumer touchpoints) and brand resonance (brand- follower relationships). Thus, the Law of Contagion is the underpinning theory to support the effects of brand charisma (Frazer 1959, Mauss 1972; Tylor 1974). The Law of Contagion for the proposed research focuses on sympathetic magic, namely the effects of contagion, which deem that whatever is done to a material object will affect equally the person with whom the object was once in contact, whether it formed part of his body or not (Frazer 1889). This can be extended to brand activities such as communications, Furthermore, Spillover Effects, is the secondary effect of brand charisma as we are assessing the ‘spillover’ of charisma onto the brand and the effects it will have on the proposed relationships (Simonin and Ruth 1998) between perception of luxury, brand affect and brand resonance. Charismatic Leadership Theory (Weber [1922] 1978) has been deemed ‘transformational’, ‘visionary’ or ‘inspirational’ throughout the organisational literature (e.g. House 1977; Conger and Kanungo 1988). These theories focus on exceptional leaders who have extraordinary effects on their followers and larger social systems (Shamir et al 1993); hence leaders transform the needs, desires, values and aspirations of followers from self- interest to collective interest. This is demonstrated through brand communities, and kinship, as followers become highly committed to the leader’s mission and often perform above and beyond what is expected of them. Charismatic Leadership is further demonstrated through the strong relationship between follower and brand by; emotional and motivational arousal through brand behaviour, nonverbal communications, visionary and inspirational messages and ideological appeals. Therefore, in layman terms, the more charismatic brands are, the more likely they are to experience overall higher brand resonance. Brand resonance is the outcome variable proposed for this research. Brand resonance aims to capitalise on previously acquired loyalty and equity (Huang et al 2014); thus brands add value to consumer goods by supplying meaning, and consumers like brands because they package meaning derived from interaction with the brand (Biel 1970). This can further be explained by an enduring sense of communal kinship and affiliation; which sees followers of the brand invest personal resources in order to stay connected (Keller 2001; Huang et al 2014). Social Identification Theory (Tafjel and Turner 1985) is used to support the outcome variable of brand resonance, as one of the primary drivers of brand resonance is that followers draw some association or similarity between themselves and the brand. Social Identification Theory is also closely linked to Charismatic Leadership Theory (Shamir et al 1993) (discussed below), as brand behaviours define the boundaries of the collectivity to emphasise its distinctiveness, prestige and competition with other groups. Such leader behaviour increases the salience of the collective identity in members’ self- concepts (Ashforth and Mael 1989); therefore, identification with the leader (brand) as it is perceived via a representative character (brand activities). Based on the above, we postulate the following: H1: High Presence of brand charisma will lead to high perception of luxury H2: High perception of luxury will lead to high brand affect H3: High presence of brand charisma will lead to high brand affect H4: Perception of luxury mediates the relationship between presence of brand charisma and brand affect H5: High presence of brand affect will lead to high brand resonance Methodology My research will encompass a mixed methods approach and be split into three predominant phases. The first being scale development, followed by stimulus development and finally the main study. The mixed method offers greater depth and breadth of understanding and corroboration (Johnson et al 2007) and is in line with the underlying pragmatist paradigm of this study (Johnson and Onwuegbzie 2004). A convenience sample will be used comprising of consumer panel data. The sampling frame will consist of everyday consumers, as these consumers need not be buyers of luxury brands. Phase 1: Scale Development The scale development phase will use methods by Churchill (1979) and Devillis (1991). The purification, CFA, EFA and validity will be undertaken to refine and test the scale. The approximate sample for this phase is approximately 200 respondents. Phase 2: Stimulus Development This phase will use expert panel to select the most appropriate charismatic brand and stimulus to use for this research. The potential brands of interest, thus far guided by literature, are; Hermes, Chanel, Dolce & Gabanna, Gucci, Louis Vuitton, Valentino and Oscar de la Renta. The sample size of the expert panel will comprise of approximately 15-30 respondents (Endacott et al 1999; Keeney et al 2010). Phase 3: Main Study This phase will comprise of the self-administered questionnaire, with all sclaes measured on a 7- pinot Likert scale. With the use of an embedded stimulus, using consumer panel data with the sample size of approximately 800. Validation study will be included using psycho-physiological equipment available in the School of Marketing to validate the brand charisma scale; and to test whether there is positive emotions elicited that can be attributed to the charisma of the brand. This sample will consist of approximately 120, in line with recommended JCR guidelines. Significance Theoretical Contributions • Building and extending the current branding literature by conceptualising brand charisma, which has only been attempted in fragments throughout the literature. •Developing a scale to measure brand charisma in a luxury context. Until now, a brand charisma scale demonstrating rigour and validation is lacking within the literature • Empirically evaluating the developed brand charisma scale, validating the applicability and the moderating effects of brand charisma on the relationships between perception of luxury, brand experience and brand resonance. Methodological Contributions • This study will develop a brand charisma scale, employing psychometric properties to demonstrate reliability and validity. • This scale will then be used to further develop a Brand Charisma Index Managerial Contributions This study aims to provide a blueprint for luxury brand managers, owners and policymakers on: • How to use brand charisma to grow brand community, brand attachment and brand engagement; vis-a – vis the brand. • Build stronger brands, that are resilient to market changes and fluctuation • Segmentation process to identify consumers with high brand resonance To identify what cues of brand charisma should be present for brand content and campaigns and how to augment these • For inaccessible and affordable luxury offerings, identify whether the presence of brand charisma should be used for both. Provide insights how the presence of brand charisma can impact and influence consumer’s perceptions and emotional responses.

본 연구의 목적은 문학 분야에서 오랜 역사를 가진 내러티브 접근법을 살펴봄으로써 내러티 브 코칭의 이론적 근거와 발전 가능성을 탐구하는 것에 있다. 이를 위해 첫째, 내러티브 탐구의 기초 이론인 내러티브 사고방식과 내러티브 탐구 방법론 을 살펴보았다. 둘째, 호 로(Ho Law)의 내러티브 코칭 이론을 중심으로 내러티브 코칭의 필요 성과 학문적 토대, 내러티브 코칭대화를 검토하였다. 그 결과 인간의 경험을 탐구하며 내러티브를 연구의 데이터로 사용하는 내러티브 방법론이 내러티브 코칭의 이론적 근거가 될 수 있음을 알았다. 또한 긍정심리학, 사회학습이론, 구성주 의 발달이론이 내러티브 코칭의 학문적 토대로 적용될 수 있는 근거가 되는 것을 밝혔다. 특히 사람에게 초점을 두는 접근방식으로서의 내러티브 코칭은 코치이가 근접발달 영역을 건너갈 수 있는 비계를 제공함으로써 코치이의 잠재성을 향상시키는 공간을 마련하는 과정이 될 수 있음을 명확히 하였다. 또한 내러티브 코칭 대화에서 사용할 수 있는 표출대화와 다시 이야기 쓰기 기법이 코치이의 삶, 가치, 신념, 자아 정체성에 대한 새로운 이해와 통찰을 제공해 준다 는 것을 논의하였다.

In this study, the distribution of each facility group, the pollution level of local municipalities and the status of self-measurement were investigated and analyzed using data provided by the Ministry of Environment. It was found that most of the workplaces to be managed are facilities of sensitive class, indoor parking lots and largescale stores. The results of the survey on the total pollution level by facility group showed that the rate of contamination was the highest in the facilities where there are many sensitive users, including the subway station and the underground shopping malls. Through self-measurement, in the case of fine particle matter, it was found that it was present in amounts of 51.71 μg/m3, 50.72 μg/m3, 44.47 μg/m3 and 54.44 μg/m3 in medical institutions, day care centers, elderly care facilities and postnatal care centers, respectively. Also, there were facilities exceeding the standard in the medical institutions. However, most of the pollutants in the facilities surveyed by the municipality are higher than the self-measured concentrations, so it is necessary to examine the cause of such pollution.

Purple-fleshed potato powder (PFPP) was investigated to determine optimal mixing ratio with milk powder and dextrin to produce a ready-to-eat mashed potato powder. The rheological characteristics, color, and anthocyanin contents were studied at a different concentration of ingredients. The power-law model was applied to explain the mechanical spectra of mashed potatoes which represented the change in structure induced by different mixing ratios. Mixture design was used to obtain the experimental points used to establish the empirical models to describe the effects of each ingredient on the characteristic of the mashed potato. The results of mechanical spectra showed that both storage and loss moduli (G' and G'') were significantly influenced by PFPP and milk powder concentration. The power law parameters n' and n'' showed higher values for the mashed potato with a lower concentration of PFPP and a higher concentration of milk powder, which showed that the gel networks involved in the mashed potato were weaker. The optimum mixing ratio with the highest redness and anthocyanin content, while maintaining the rheological properties similar to the commercial mashed potato, was determined as PFPP:milk powder:dextrin = 90.49:4.86:4.65 (w/w). The proportions of PFPP and milk powder in the formulation significantly changed the characteristics of mashed potato, whereas no significant effect of dextrin was observed in this formulation.

Purple-fleshed potato powder (PFPP) was investigated to determine optimal mixing ratio with milk powder and dextrin to produce a ready-to-eat mashed potato powder. The rheological characteristics, color, and anthocyanin contents were studied at a different concentration of ingredients. The power-law model was applied to explain the mechanical spectra of mashed potatoes which represented the change in structure induced by different mixing ratios. Mixture design was used to obtain the experimental points used to establish the empirical models to describe the effects of each ingredient on the characteristic of the mashed potato. The results of mechanical spectra showed that both storage and loss moduli (G' and G'') were significantly influenced by PFPP and milk powder concentration. The power law parameters n' and n'' showed higher values for the mashed potato with a lower concentration of PFPP and a higher concentration of milk powder, which showed that the gel networks involved in the mashed potato were weaker. The optimum mixing ratio with the highest redness and anthocyanin content, while maintaining the rheological properties similar to the commercial mashed potato, was determined as PFPP:milk powder:dextrin = 90.49:4.86:4.65 (w/w). The proportions of PFPP and milk powder in the formulation significantly changed the characteristics of mashed potato, whereas no significant effect of dextrin was observed in this formulation.

개별 사회 내, 폭력적 극단화와 테러리스트 급진화는 전 세계에 걸쳐 서 오늘날 가장 심각한 문제가 되어가고 있다. 국내에서도 폭력적 행위 의 극단화에 대한 연구의 필요성이 대두되고 있지만 이에 대해 실제 데 이터를 사용해서 분석한 경험적 연구는 매우 드물다. 관련 형사사법기관 에 필요한 정책적 대안을 발전시키기 위한 과학적 지식의 기반을 구축하 기 위해 이 연구는 잠재적 폭력적 극단주의활동 및 테러리스트로의 극단 화에 영향을 미치는 요인들을 경험적으로 분석하였다. 특히, 이 연구는 폭력적 극단화 및 테러리스트 급진화와 관련된 이론적 배경과 선행연구 들의 결과를 바탕으로 개인의 과거 집단활동을 통한 비폭력적 집단활동 과 폭력적 집단활동, 그리고 정부에 대한 개인적 원망/불만 경험 등이 이 들의 미래의 폭력적 및 비폭력적 집단 활동에 대한 의사에 미치는 영향 을 분석하였다. 그리고 더 나아가 개인의 폭력적 극단화 행동의 급진화 에 영향을 미칠 수 있는 사회ᆞ인구통게학적 요인들도 함께 분석하였다. 이와 같은 연구의 목적을 위해 본 연구에서는 미국 Homeland Security의 과학기술 연구지원을 받아 테러리즘과 폭력적 극단화에 관련 된 다양한 사회과학적 분석을 수행하고 있는 Maryland 대학의 START 센터에서 수집한 데이터를 사용하였다. 이 데이터의 장점은 전 미국인을 대상으로 무작위 표본추출 된 429명의 성인들을 대상으로 과거의 집단 활동경험, 미래의 집단 활동에 대한 의사, 정부에 대한 불만 및 다양한 사회ᆞ인구통계학적 변수가 수집되어있고, 실험연구를 위해 수집되어 데 이터 수집절차에 실험연구기법을 사용하여 과학적 분석결과의 효과를 높 였다는 점이다. 연구분석결과, 과거의 비폭력적 집단활동경험은 미래의 비폭력적 집단활동의사에 상당한 영향을 미쳤으며, 정부에대한 원망과 불만은 미래의 비폭력적 집단활동의사 뿐만 아니라 폭력적 집단활동의사 에도 영향을 미치는 요인이었다. 그리고 폭력적 집단활동에 대한 의사에 특정 사회ᆞ통게학적 요인들이 비폭력적 집단활동보다 더 관련있게 나타 나는 영향요인이라는 것이 발견되었다. 연구결과에 대한 해석, 논의, 정 책적 함의 등이 결론과 논의에서 논의되었다.

본 논문은 2016년 중국 대학입시 어문과목의 출제문항을 분석하여 2016년 중국 대학입시 의 특징과 변화, 그리고 어문 과목의 출제형식과 중점을 검토했다. 2013년 중국공산당 18대 3 중전회 이후 중국의 대학입시는 중앙정부의 정치적 방향성이 큰 비중을 차지했다. 구체적으 로는 일점사면(입덕수인을 핵심으로 하고 사회주의 핵심가치, 전통문화, 의법치국, 창신정신 을 심화)”의 원칙이라 할 수 있다. 본 논문은 이러한 출제원칙들이 2016년 입시 어문 문항에 서 인물전기 중심의 문언문 독해 지문, 전통문화 요소에 대한 강조, 창신정신과 현실성을 반 영한 작문 문항 등의 특징으로 구체화되었다고 생각된다. 이는 최근 고위공직자 사정, 중국몽 과 소프트파워에 대한 추구 등 현대 중국의 시대적 과제를 반영한 내용이라 할 수 있다.