하천 수변역과 건축

김국일,Kim, Guk-Il 대한건축사협회 2005 建築士 Vol.2005 No.8

우왕에게 지혜를 빌리다-뉴올리언즈의 재앙:카트리나 사태를 바라보며

김국일,Kim, Guk-Il 한국하천협회 2005 하천과 문화 Vol.2 No.-

논단 1 - 물 관리의 선진화 과제

김국일,Kim, Guk-Il 한국하천협회 2014 하천과 문화 Vol.10 No.2

대용랑 보급형 GIS엔진 WISEMap 개발 소개

김국일,Kim, Guk-Il 한국수자원학회 2007 물과 미래(한국수자원학회지) Vol.40 No.6

하천협회소개

김국일,Kim, Guk-Il 한국하천협회 2005 하천과 문화 Vol.1 No.-

"협회의 발전을 위하여"

김국일,Kim, Guk-Il 한국하천협회 2007 하천과 문화 Vol.3 No.2

조직의 여유자원이 혁신활동에 미치는 영향: 1996-2017까지 우리나라 기업을 대상으로

김국일(Kim Guk Il),권석균(Kwun Seog Kyeun) 한국인사관리학회 2018 조직과 인사관리연구 Vol.42 No.4

조직 여유자원(organizational slack)은 혁신활동의 중요한 원천으로 알려져 있다. 그러나 그 효과성에 대해서는 혼재된 주장들이 존재한다. 특히 재무적 여유자원(financial slack)과 인적 여유자원(human resource slack)은 그 속성이 이질적임에도 불구하고 이들 여유자원이 혁신활동에 미치는 영향에 대한 비교연구는 찾기 어렵다. 본 연구의 목적은 이질적인 자원특성을 지닌 재무적 여유자원과 인적 여유자원이 기업의 혁신활동에 미치는 독립적인 효과와 상호작용 효과를 실증하는데 있다. 이를 위해 설명변수는 1996년부터 2016년까지, 그리고 종속변수는 1997년부터 2017년까지 1년 시차(1-year time lag) 모형을 설계하여 과거 21년간 우리나라 비금융 외감업체 23,541개사, 257,272개 기업-연도 관측치를 분석에 활용하였다. 분석 결과, 재무적 여유자원과 인적 여유자원은 이질적인 특성에도 불구하고 양자 모두 혁신활동에 역U자형의 비선형적인 영향을 미치는 것으로 나타났다. 이는 개별적 차원에서 재무적 여유자원 또는 인적 여유자원을 각각 너무 적거나 너무 많이 보유하는 것은 혁신활동을 위축시킬 수 있다는 것을 의미한다. 한편, 두 여유자원의 상호작용항은 혁신활동에 정(+)의 영향을 미치는 것으로 나타났다. 추가적인 분석에서도 자원풍요 기업(양자 모두 산업평균 이상인 기업)은 자원제약 기업(양자 모두 산업평균 이하인 기업) 혹은 선별적 자원제약 기업(하나는 산업평균 이상, 다른 하나는 산업평균 이하인 기업)에 비해 혁신활동에 더 긍정적인 영향을 미치는 것으로 나타났다. 이는 개별 차원에서는 두 여유자원이 각각 역U자 형태의 비선형성을 보였으나, 두 여유자원이 번들(bundle)로 서로 묶이게 되면 상호작용을 통해 각각의 여유자원이 혁신활동에 미치는 긍정적인 영향은 강화되고, 부정적인 영향은 완화되는 시너지 효과를 갖는다는 것을 의미한다. 본 연구의 결과는 기업이 혁신성을 강화하기 위해서는 각각의 여유자원을 적정 수준에서 관리해야 한다는 점, 그러나 번들로 묶일 경우에는 두 여유자원을 동시에 많이 보유하더라도 개별 여유자원의 비선형성이 완화되어 혁신활동에 도움이 된다는 사실을 확인하였다는 점에서 경영상의 여유자원 관리에 도움이 될 것이다. Organizational slack is one of the core determinants of innovative activity. But there are mixed claims about its effectiveness. In particular, although the attributes of financial slack and human resource slack are heterogeneous, it is hard to find comparative studies on the effect of these resources on innovative activity. This study aims to demonstrate the separate and interaction effects of financial and human resources slack on the firms’ innovative activity. For this, we adopted a 1-year time lag model for the independent and control variables from year 1996 to 2016 and the dependent variable from year 1997 to 2017. Longitudinal data were analyzed for 23,541 nonfinancial external auditing firms and 257,272 firm-year observations. After suffering the Asian financial crisis in late 1990s, the Korean companies converted their management paradigm from the pursuit of external growth through loans to the long-term survival through profit management. Using this new management paradigm, the companies have put more emphasis on organization capability to accumulate and utilize organizational slack resources than in the past. Accordingly, the research target and research period for this study would be very timely considering the relationship between slack resources and innovative activity. Causal relationships between slack resources and innovation activities have been analyzed using generalized estimation equations(GEE). The hypotheses are suggested as follows. H1. Financial slack will have the effect on the innovative activity in an inverted U-shaped curvilinear manner. H2. Human resource slack will have the effect on the innovative activity in an inverted U-shaped curvilinear manner. H3. The interaction term of financial slack and human resource slack will have the positive effect on the innovative activity. The findings of this study are as follows. First, financial slack has had a significant impact on the innovative activity in a inverted U-shaped curvilinear manner. Therefore, Hypothesis 1 was supported. Second, human resource slack also showed a significant effect on the innovative activity in a inverted U-shaped curvilinear manner as suggested in Hypothesis 2. Third, the interaction between financial slack and human resource slack exerted a positive significant effect on the innovative activity, confirming Hypothesis 3. In summary, the results of this study indicate that in order to strengthen the innovative activity, firms should have moderate levels of financial slack and human resource slack. This study suggests that the accumulation of slack resources should be managed as a bundle, not separately, to capitalize the interaction effect of the two slack variables on the innovative activity. Based on these findings, the paper explores relevant theoretical, practical, and methodological implications, and also future research directions.

적대적 환경 하에서 조직변화 노력이 조직실패에 미치는 영향

김국일(Guk Il Kim),권석균(Seog Kyeun Kwun),강성원(Sung Won Kang) 한국경영학회 2013 經營學硏究 Vol.42 No.6

This study examined whether organizational change efforts under hostile environment could prevent organizational failure or not. Organizations are making efforts to avoid the failure, but whether these efforts are effective or not remains yet controversial. Previous studies have proposed inconsistent arguments about the effectiveness of the change efforts. Studies emphasizing organizational adaptive capacity and the contents of organizational change have expected positive results of the change efforts, while others emphasizing natural selection and organizational change processes have predicted negative outcomes. Organizational change efforts and their effectiveness has drawn much attention to strategic management scholars and organizational adaptation and contingency theorists as well. They proposed the needs for organizational change to survive and prosper, given the changing nature of organizational environments. But organizational ecologists argue that organizations can not overcome the great difficulties in adapting to uncertain and fast changing environments, albeit various kinds of organizational changes are attempted in reality. In this view, organizational change efforts have a limited influence and organization can be still exposed to failure risk, because organizational cores are damaged and thus it would face the “liability of newness”. In examining whether organizational change increase or decrease organizational failure, we adopted four independent variables which are considered as major organizational changes; business scope change, CEO change, workforce reduction, and accumulated organizational slack. We drew and utilized extensive database of Korea Specialty Contractor Financial Cooperative (KSCFC). A population of 42,365 firms were extracted during the 6 years from 2007 to 2012. During this period, Korean construction firms had experienced not only economic shocks initiated by global economic downturn but also institutional shocks caused by deregulation and unlimited bidding competition. These shocks led to hostile business environments, especially for Specialty Contractor companies, so they faced fierce competition for limited resources available in the market. Drawing on rich and objective database from KSCFC, we formed solid objective variables for our study, such as business scope change defined as actual change of business licenses and organizational failure including actual operational discontinuance and bankruptcy. We also obtained and used actual financial data including financial performance of current and previous years, and initial endowments. A total of 168,673 pooled data for 6 years under the hostile environment were analyzed by using the discrete-time logit regression model. Tested are the three competing hypotheses about the relationships between the three change variables(business scope change, CEO Cchange and workforce reduction) and organizational failure. One hypothesis was proposed about the relationship between organizational slack and organizational failure. H1a : Business scope change will decrease organizational failure. H1b : Business scope change will increase organizational failure. H2a : CEO change will decrease organizational failure. H2b : CEO change will increase organizational failure. H3a : Workforce reduction will decrease organizational failure. H3b : Workforce reduction will increase organizational failure. H4 : Organizational slack will decrease organizational failure. The findings of this study are very intriguing. Net effects of the antecedents were examined with important financial variables controlled, while previous studies had not controlled financial variables effectively. The results showed that business scope enlargement decreased organizational failure while business scope contraction, CEO change and workforce reduction increased the failure. Organizational slack always showed negative relationships with organizational failure. These findings suggest that the tw

전과정평가(LCA)를 이용한 호안공법 선정시 통합 VE/LCC 방법개발

박기학,정재수,장완복,김국일,Park, Gi-Hak,Jeong, Jae-Su,Jang, Wan-Bok,Kim, Guk-Il 한국수자원학회 2006 물과 미래(한국수자원학회지) Vol.39 No.10