1886년 일본망명자 김옥균 유폐의 전말과 그 원인

김성혜(Kim, Sung-hyae) 고려대학교 아세아문제연구소 2015 亞細亞硏究 Vol.58 No.3

갑신정변에 실패한 김옥균 등이 일본으로 망명한 이후, 조선정부는 이들을 역적으로 간주하고 김옥균의 본국 송환을 위해 노력해 나갔다. 이러한 조선정부와 달리, 일본정부는 국사범을 보호해 일본의 인도적 행동을 드러내고 조선과의 협상카드로 김옥균을 이용하고자 했다. 따라서 번번이 일본국내법과 만국공법, 그리고 조일간 범죄인인도조약의 부재를 이유로 조선정부의 김옥균 송환 요구를 거절했다. 그렇지만 일본정부의 김옥균 비호 방침은 오사카사건 관련자들의 김옥균에 대한 회유 모색이 발각되고 조선정부가 장은규와 지운영을 파견해 김옥균을 암살하려 하면서 변화되었다. 이로 인해 김옥균의 일본체류가 일본국내 치안을 불안하게 만들고 외교 분쟁의 빌미를 제공한다는 사실이 표면화 되었기 때문이었다. 그러자 일본정부는 김옥균문제를 해결할 방안을 강구했는데, 공교롭게도 이때 스스로를 지키고자 한 김옥균의 행동이 일본정부를 더욱 자극했다. 일본정부는 1885년까지 망명 국사범의 보호라는 명분과 대조선 정책에서의 활용이라는 실리를 모두 얻고자 김옥균의 일본체류를 묵인했다. 그렇지만 점차 조?청 양국의 반복적인 송환 요구와 일본내 반정부세력과의 연계, 암살자들의 도일 등으로 김옥균을 내치외교의 걸림돌로 판단하게 되었다. 결국 일본정부는 김옥균의 공식적인 신변보호 요청을 계기로 추방을 결정해 오가사라와에 유폐시켰다고 하겠다. The Korean government had constantly promoted the repatriation of political asylum in Japan like Kim Ok-kyun(金玉均) who led a failed coup and fled to Japan. At that time, the Korean government recognized Kim was a threat to the regime and made the feelings of the people disturb. However, the Japanese government opposed the Korean government for they permitted Kim’s residence in Japan. By the way, the Japanese government’s policy had changed because of the discovery of the Osaka plot(大阪事件) with Kim Ok-kyun and an assassin dispatched by the Korean government. The Japanese government had to prevent a coup by the opposition with Kim Ok-kyun or the assassins would kill Kim in Japan. Therefore, the Japanese government had decided on Kim’s deportation from Japan because of the obstacles in diplomacy and sedition. Then Kim had consulted his personal problems with an Englishman belonging to the judiciary of Japan and moved to a hostel of France concession in Yokohama, leaving Tokyo. Kim then sued Ji un-yeong(池運永) in court. In addition, Kim asked for personal protection and asylum in Russia from the Speyer of Russian consul in Japan. However, Kim Ok-kyun’s formal request for personal protection antagonized the Japanese government and made his expulsion one of force. As a result, Kim Ok-kyun was confined to Ogasawara(小笠原) Island.

현암 김종희 회장의 생애와 경영이념 연구

김성수(Sung Soo Kim) 한국경영사학회 2009 經營史學 Vol.52 No.-

이 논문은 한국 화약산업의 개척자 한화그룹의 창업주 현암 김종희 회장의 생애와 경영활동 연구를 통한 경영이념 및 신 기업가정신(New Entrepreneurship)을 발굴하는 데 목적을 두었다. 현암 김종희 회장은 1922년 11월에 출생하여 1981년 7월(59세)에 영면 하였다. 비교적 짧은 생을 살았지만, 현암 김종희 회장은 1952년 30세 때에 화약산업의 불모지인 한국에서 한국화약㈜을 창업하였다. 그는 ‘다이너마이트’ 생산의 성공으로 혁신적인 화약류 국산화의 꿈을 실현한 훌륭한 기업가이다. 그는 한화그룹의 창업주로서 화약, 석유화학, 기계, 호텔, 건설, 무역 등 생전에 17개의 대기업집단을 이룬 창업 CEO이다. 그는 신의와 혁신, 도전과 개척 정신 그리고 변혁적 리더십 소유의 기업가로, 한국의 화약산업 개척자로서 화약산업사의 역사적 인물로 부각되며, 우리나라 화약산업의 기업 가사 연구의 중요한 경영사학적 사례를 제공한 기업인으로 평가된다. 그는 생애 경영활동을 통하여 사업보국 이념을 중심으로 ‘신용과 의리 그리고 봉사’로서 인류사회에 공헌하고자 하는 경영이념을 실현한 기업가이다. 특히 사업보국을 이념으로 발굴된 그의 신 기업가정신은 이 연구에 큰 의미를 준다. 즉, (1) 신의정신, (2) 도전과 개척정신, (3) 책임정신, (4) 근검절약정신, (5) 합리주의 정신, (6) 창의와 혁신정신, (7) 인재육성정신 등 7개의 기업가정신으로 나타나고 있다. 그리고 그의 혁신적 기업인 상은 (1) 인간성 중시의 변혁적 리더십을 소유한 기업인으로 대표되며, (2) 정도경 영을 실천한 기업인 (3) 경영이념(사업보국주의)을 통한 생산성 향상 정신을 실천한 기업인, (4) 혁신경영과 기술개발 노력을 실천한 기업인, (5) 위기극복과 문제점 해결능력을 갖춘 기업인 등으로 평가된다. 특히 (6) 국익증대의 선봉에 선 민간 외교관, (7) 스포츠 강국을 꽃피운 체육계의 거목이라는 경영인 상을 가진 기업가로도 높이 평가된다. The purpose of this study is to explore the chairman Chong-Hee Kim’s life and Managerial ideology, founder of Hanwha group. This research was to Highlight the entrepreneurship of chairman Chong-Hee Kim of Korea explosive founded (currently Hanwha Corp. Explosive Division), who carries the management principle which focuses on the devotion to business patriotism of social responsibility by providing best products and services with talent and technology. Also it aimed to revisit the life and the management principle of chairman Chong-Hee Kim who, with the business patriotism of righteousness and sense of mission, tried to found korea’s first gunpowder corporation. This research was mainly divided into two parts:literature-history research method and managerial history research method, and it analyzed the managerial accomplishment chronically according to the literature history documents, and managerial history method. This study took 12 months in which the document collecting process, writing process, and 6 party joint research processes were completed. The content of the research divided and categorized chairman Chong-Hee Kim’s life and managerial principle in the following order:(1) Social back ground at time of his birth (2) Elementary, middle and high school education in his teenage period (3) Business career begins (age 20-30) in his adolescent (4) 30s (age 31-40):president inauguration of the korea explosive founded, (currently Hanwha corp.explosive division), and his management his managerial growth process in his early adult life, in case, oct, 1952 korea explosive founded (gunpowder corp), oct, 1955 Incheon explosive plant acquired, jan,1959 all domestics industrial explosive suppled by korea explosives (5) 40s (age 41-50):his managerial revolution process in his middle the prime of the life, in case, Jan, 1964 Shinhan bearing industrial acquired, Nov, 1969 Kyungin energy established (6) 50s (age 51-59):genius management and establishment of the leading corporation in the Korean defense industrial and diversified management in his latter the prime of the life. In case, dec,1972, Hankook plastics industrial established, sept, 1974, union polymer established (currently Hanwha polydreamer), may 1975, Cheon-an Bukil foundation established, may 1976, sundo securities acquired (currently Hanwha securities). Next, the entrepreneurship through chairman Chong-Hee Kim’s managerial creed and ideology was examined. The 7 elements of Chong-Hee Kim’s new entrepreneurship of business patriotism that were examined are as follows : (1) Spirit of faithfulness (2) Spirit of challenge and pioneer (3) Responsibility for the fulfillment of obligation (4) Spirit of diligence and frugality (5) Spirit of rationalism for management (6) Spirit of creative and Innovation (7) Spirit of corporative social responsibility and service to society His entrepreneurship is based on the transformational leadership of rich humanity and management of righteousness, he is pioneer of schumpeter’s (J.A), and the creative entrepreneur who seeks for Innovation. The management philosophy of Hanwha (chong-hee, kim) is embedded in the Hanwha TRI circle ; the three circles Represent Trust, Respect and Innovation, respectively. They are the three pillars of how it’s conduct our business. Vision of Hanwha (chong-hee, kim) is just as committed being trustworthy, respected and Innovative as a responsible member of society as the Hanwha be to becoming dynamic global enterprise. As symbolized in the Hanwha TRI Circle, Trust, Respect and Innovation are core value as its interact with customer, serve our community and improve the everyday lives of people in general.

일반 : 일본망명자 김옥균 송환을 둘러싼조,일 양국의 대응

김성혜 ( Sung Hyae Kim ) 성균관대학교 대동문화연구원 2014 大東文化硏究 Vol.88 No.-

1884년 12월, 갑신정변이 실패한 직후 김옥균 등의 주도세력은 곧바로 일본으로 망명했다. 그 중 김옥균은 1886년 7월 오가사와라(小笠原)로 유폐될 때까지 쿠데타를 시도하는 등 조선의 정치현실을 바꾸려는 활동을 펼쳤고, 1891년에 홋카이도(北海道)의 유폐에서 벗어난 후에 또다시 정치활동을 재개하며 조선의 정치문제에 개입하고자 했다. 이러한 김옥균은 고종을 비롯한 측근세력에게 위협적인 존재로 여겨졌다. 따라서 고종은 비밀리에 암살자를 파견해 김옥균 살해를 시도하거나 정부관료와 외국인 고문 등을 활용해 정식 송환을 요구하는 등, 음양으로 김옥균문제를 해결하기 위해 노력했다. 조선정부는 갑신정변 직후 조선에 파견된 특명전권대사 이노우에(井上馨)에게 즉각적인 김옥균 등의 송환을 촉구했고, 서상우와 묄렌도르프(Paul George von Mollendorf)를 특사로 일본에 파견해 일본정부에 공식적으로 김옥균 송환을 의뢰했다. 이때 서상우는 외무대보(外務大輔) 요시다(吉田淸成)와 담판하고 이노우에에게 조회해 난을 일으켜 조·일 인민에게 상해를 입힌 후 도망간 난적 김옥균, 박영효 등을 체포·송환해 양국의 우의를 돈독히 해 줄 것을 요청했다. 뿐만 아니라, 러시아정부에 김옥균 송환에 대한 협조를 구하거나 서울주재 각국공사를 초대해 김옥균 송환의 정당성을 호소하기도 했다. 그러나 일본정부와 열강은 조선정부의 요청을 받아들이지 않았다. 당시 일본정부는 일본에서 망명자들에 대한 범죄 유무의 판정이 쉽지 않고, 판정한다 해도 조·일 양국에 범죄인인도조약이 없으며 국사범의 체포·송환이 만국공법의 예가 아니라면서 김옥균의 송환을 거부했다. 여기에 열강들은 일본측 입장에 동조하거나 확실한 입장 표명을 유보하는 등, 조선정부에 협조하지 않았다. 이처럼 일본정부와 열강들이 김옥균 송환에 부정적인 입장을 취하자, 조선정부는 김옥균문제 해결을 위해 다른 방법을 강구하게 되었다. 그 중 하나가 김옥균을 꾀어내 귀국시키려는 방안이었고, 이로 인해 발발한 것이 1885년 12월 김옥균의 쿠데타 사건이었다. 당시 조선정부는 김옥균이 어떤 생각과 행동을 하는지 파악하기 위해 사촌형인 이재원을 이용해 김옥균을 움직일 계획을 세웠고, 장은규를 보내 김옥균에게 접근시겼다. 그리고 장은규로 하여금 김옥균의 신임을 얻게 한 후, 그를 통해 이재원의 서신을 전달함으로써 김옥균 스스로 어떤 계획을 세우고 있는지 폭로하도록 유도했다. 그 결과 김옥균은 자신이 일본인 조력자와 함께 군사나 낭인 천 명을 모집해 서울진격을 준비중이라면서 이재원에게 총 천 자루 구매를 청하는 서간을 보내게 되었다. 김옥균 서간을 접수한 조선정부는 이를 증거로 일본에게 김옥균에 대한 추방을 요구했다. 그러나 이것이 김옥균을 이용해 일본의 주권에 개입하려 한다고 판단한 일본정부는 서간에 포함된 고종과 민씨세력에 관련된 불온한 내용이 조선의 체면을 해친다며 반환했다. 그리고 김옥균 서신이 일방적인 심정의 토로에 불과하고 일본을 비롯한 국제사회에 심리(心理)를 처벌할 법이 없다는 이유로 조선측의 요구에 응하지 않을 것임을 분명히 했다. 일본정부는 김옥균이 쿠데타계획을 털어놓고 협조를 요청한 증거에도 불구하고 김옥균의 체포·송환에 부정적 입장을 굽히지 않은 것이었다. 이에 따라 쿠데타 음모를 조장해 김옥균을 일본으로부터 추방당하게 만들고자 했던 조선정부의 계획은 수포로 돌아갈 수밖에 없었다. 이러한 상황에서 조선정부가 직접 암살자를 파견해 살해를 시도하는 쪽으로 김옥균문제의 해결 방침을 선회해 가면서 일본에 암살자가 잠입하고 일본 국내에서도 김옥균과 협력해 조선정벌을 꾀하는 세력이 나타나게 되었다. 그러자 일본정부는 김옥균의 일본체류가 조·일 양국관계를 악화시키고, 일본 국내 치안을 어지럽힌다고 우려하지 않을 수 없게 되었고, 그 결과 김옥균의 해외 이주나 일본 내 특정지역으로의 유폐를 결정·추진해 나갔다고 하겠다. In December 1884, shortly after the failed Gapsin Coup(갑신정변), led forces such as Kim Ok-gyun(김옥균) was immediately asylum to Japan. Until he was confined to the Ogasawara(小笠原), Kim Ok-gyun had expanded the activities to change the political reality of Choseon Dynasty. Because of this, the aides forces including King Gojong(고종) was thinking that Kim Ok-gyun threaten the regime, so they tried to solve the problem of Kim Ok-gyun, such as required a formal repatriation to the Japanese government or dispatched an assassin to try to kill Kim Ok-gyun. Korean government``s activities for the repatriation of Kim Ok-gyun and response of the Japanese Government can be summarized the following four kinds of contents. First, the Korean government had continued diplomatic efforts towards the Japanese government for repatriation of Kim Ok-gyun. In addition, the Korean government sought to cooperate with the Russian government or invited to consuls of the country of residence in Seoul in order to appeal to the legitimacy of the repatriation of Kim Ok-gyun. Second, King Gojong and his aides were planning a coup plot of Kim Ok-gyun for voluntary return of Kim or deportation on Kim by the Japanese government. And at the time, Kim was made fun of a resurgence over the coup. This coup plot of Kim Ok-gyun was caused by matching the interests of King Gojong and Kim both sides. As a result, the Korean government has put the evidence of Kim``s coup in hand, so Korean government was out to strengthen the demands of deportation on Kim Ok-gyun towards the Japanese government by emphasizing the risk of Kim. Third, the Korean government officially raised this issue a few months later, after they get the evidence of coup plot of Kim Ok-gyun, because the Japanese government had taken a lukewarm attitude toward repatriation of Kim Ok-gyun. Did Korean government was forced to postpone despite got a conclusive proof that Kim``s letter because of favorable attitude of the Japanese government on the Kim Ok-gyun. Thus, Korean government was looking for a good opportunity, raised the relevance of the Osaka incident and Kim and went out to persuade the necessity of deportation on Kim for security of Japan and the relationship between the two countries. Fourth, the Japanese government had refused Korean government``s demand of repatriation on Kim Ok-gyun because there was no extradition treaty between Korea and Japan also it was contrary to the example of public law of all nations. The Japanese government had also decided that the Korean government to intervene in the sovereignty of Japan. So they had denied the credibility and legitimacy of letter of Kim and testimony of Jang Eun-kyu(장은규) utilized as evidence of coup plot. The Japanese government had emphasized that there is no law to punish the human mind in the international community including Japan and had actively questioned the reliability of Jang Eun-kyu. Under these circumstances, it was to fail that Korean government``s plan was encouraging a coup plot to want to let Kim Ok-guyn was expelled from Japan. Since as Korean government was turning a policy of solving the problem on Kim Ok-gyun in the direction of attempting murder by the assassin who was sneaking in Japan, And in Japan, the forces had appeared to occupy Korea government in cooperation with the Kim. After all, the Japanese government was concerned about the stay of Kim in Japan that worsens the relationship between Korea and Japan and unhinge the security of Japan. As a result, the Japanese government had promoted the migration abroad or confinement in a particular area in Japan of Kim Ok-gyun.

Characteristics of Consumers' Demand for "Kim Chee" in Hawaii

Kim, Sung-Hoon 전남대학교 한국농어촌개발연구소 1972 농산어촌개발연구 Vol.6 No.-

As mentioned earlier. there are five Kim Chee processing plants in the State; two are located on the big island and three on the island of Oahu as of 1968. Among the oldest firm in the industry is "Joe Kim’s" which has been in. busÎness for 25 years. The rest of the firms in the industry were established during the last eighteen years.

일반논문 1 : 김종익의 유언과 경성여자의학전문학교 설립과정

백운기 ( Woon Ki Paik ),김상덕 ( Sang Duk Kim ) 연세대학교 의과대학 의사학과 의학사연구소 2011 연세의사학 Vol.14 No.1

Dr. Rosetta Hall, an American missionary physician, and Dr. Jeong-hee Gil, a young Korean physician, founded the Joseon (Keijo) Women`s Training Institute in 1928. Between 1933 and 1937, Dr. Gil and her husband, Dr. Kim Tak-won, maintained and financed the medical institute. Supporting the institute placed a heavy burden on the young doctors who were just establishing their private medical practice. Despite this burden, they undertook the work necessary to elevate the institute to a full medical college. In order to generate the substantial funds needed to establish the medical college, they created a foundation for the “creation of a women`s medical college” in 1934 and solicited funding. In 1937, a philanthropist interested in furthering education, Mr. Kim Jong-ik, agreed to donate the funding necessary to elevate the institute to a medical college. Mr. Kim, however, unexpectedly contracted dysentery and died. In his will, Mr. Kim bequeathed a portion of his estate to upgrading the institute to a medical college. The executor, contrary to Mr. Kim`s intent as set forth in his will, however, did not use the funds to elevate the institute, but rather established a completely new women`s medial college. The executor`s actions were a clear violation of Drs. Kim`s and Gil`s legal rights as beneficiaries under the will. They, nonetheless, accepted the outcome, because challenging the executor`s actions under Japanese rule would have been futile as Dr. Kim was a noted anti-Japanese patriot well known to the Japanese. Moreover, Sato Gozo had been Dr. Kim`s teacher at the Keijo Medical College. Most importantly, their dream of establishing a women`s medical college in Korea had been realized regardless of how. Regardless of whether the institute had been elevated to a medical college or not, Drs. Kim Tak-won and Gil Jeong-hee made great sacrifices to further the education of women medical doctors in Korea and should be recognized for their great contributions to the creation of Korea Women`s Medical College.

Characteristics of Consumers' Demand for "Kim Chee" in Hawaii

Kim, Sung-Hoon 전남대학교 농어촌개발연구소 1972 농어촌개발연구 Vol.6 No.1

As mentioned earlier. there are five Kim Chee processing plants in the State; two are located on the big island and three on the island of Oahu as of 1968. Among the oldest firm in the industry is "Joe Kim’s" which has been in. busÎness for 25 years. The rest of the firms in the industry were established during the last eighteen years.

서울의 Penicillinase Producing Neisseria Gonorrhoeae 발생빈도(1996)

김재홍,황동규,전재홍,김윤석,김중환,김용준,이창균,임동진,김현수,조창근,김경문,박상훈,전우형,김희성,이호정,차명수,김갑형,김형석,김석우,황지환,박병순,권오상,이민수,송기훈,성소영,이인섭,부태성 대한화학요법학회 1999 대한화학요법학회지 Vol.17 No.2

Background : In recent years, gonorrhea has been panedemic and remains one of the most commom STDs in the world, especially in developing countries. Objective & Methods: For the detection of a more effective therapeutic regimen and assessing the prevalence of PPNG, we have been trying to study the patients who have visited the VD Clinic of Choong-Ku Public Health Center in Seoul since 1980 by means of the chromogenic cephalosporin method. Results: In 1996, 139 strains of N. gonorrhoeae were isolated, among which 53(39.0%) were PPNG. Conclusion: Our results suggests that after a peak of 74.3% in 1993, the prevalence of PPNG in Seoul is gradually declining.

戱曲 「山돼지」 硏究

김성진(Kim Sung-jin) 중앙어문학회 2000 語文論集 Vol.28 No.-

This dissertation deals with Kim Woo-jin's 「Wild Boar」. Kim Woo-jin became indulged in his art during his University education. What's more, he tried to express the theatre art through a sharp insight of the times and created an optimistic atmosphere for Koreans under Japanese rule. His father, Kim Sung-kyu, was a president of the 'Mokpo Literary Association' and enjoyed writing poems. He also had such a special affection for literature that he contributed lots of money to support the 'Mokpo Literary Association'. And the world of death in Kim Woo-jin's works does not mean a real death. The world suggests the death of Korea traditional and conservative customs and reflects the difficult reality to break the traditional customs. His leaving home to lead a spiritual life carried on the very important meaning. 〈Noon〉 deals with the consciousness of class and nation, and 〈Lee Young-yeo〉 criticizes the defect of masculine centered society through Lee Yong-yeo. According to 「The Disgust of Poet Dooduckee」 and 「Shipwreck」 represent Kim Woo-jin's self conscious drama and the words of disgust and wreck symbolizes Kim Woo-jin's self desire for a new world. 「Wild Boar」 represents the free society for all people and the social awareness for reform. Kim Woo-jin includes the 'Dong Hak movement' in his drama and suggests a uncompromising willingness of social revolution established by young intellectuals and himself who showed only conscious conflict within the predestined yoke of the individual. In the play he changed his dramatic techniques which brought him closer to his readers and audiences but he emphasized intellectuals' awakening in much of his work. In other way, Kim Woo-jin developed a new contemporary drama movement in Korea for the nation which might have expressed real life under Japanese colonial rule. Kim Woo-jin was the representative of Korean drama in the 1920's who lived as a poet and critic as well as a experimental playwriter. Kim Woo-jin was one of the most excellent dramatists and the forerunner of Korean modern literature who led the new theatre movement, developed Korean drama from the early literature stages of the 1920's, and established himself as a leader in Korea literature.

1920년대 통영지역 청년운동과 ‘김기정 징토운동’

김상환(Kim, Sang-Hwan) 부산경남사학회 2014 역사와 경계 Vol.91 No.-

본 논문은 3.1운동 이후 통영청년단을 비롯한 청년운동의 발전과정을 살펴보고, 그 과정에서 나타난 ‘김기정 징토운동’이 통영지역에서 항일운동으로까지 전화되어가는 과정을 검토해보았다. 1919년 7월 창립된 통영청년단은 지역사회운동과 항일운동의 중심이었다. 통영청년단의 멤버들은 다수의 다른 청년단체에 복수의 멤버십으로 가담하기도 했으며, 시대의 조류와 중앙의 청년단체들의 변화에 부응하면서 발전해 갔다. 즉 1925년에는 통영지역에도 ‘정의단’, ‘거화동맹’, ‘안우회’, ‘사과실탄티’ 같은 사상단체도 만들어 지고, 청년조직들도 청년동맹으로 변화되어 가기도 했던 것이다. 김기정 사건에서도 이들은 함께 ‘민정회’를 출범시켜 한시적인 임무수행을 위해 ‘특별위원회’의 위상을 부여하였다. 각 청년조직들이 이렇게 별도의 조직을 만들어가면서 개별단체들이 한계를 극복해 나갔다. 김기정 징토운동은 경상남도 도 평의회에서의 김기정의 발언이 단초가 되었고, 통영 사상단체의 효시인 ‘정의단’에서 활동한 김원석의 징토문 살포로 촉발되었다. 게다가 경찰 출신자들의 모임이자 친일 단체인 ‘삼구회’라는 친일조직에 대한 통영민들의 반감으로 항일의식은 더욱 고취되었다. 김원석의 전격구속에 이은 3월 25일의 보고대회가 진행되어 김기정에 대한 징토운동운동이 확산되어가는 시점에 김기정이 관선 도 평의원으로 재임 된다든지, 5월 9일 앞의 보고대회 집행위원 11인을 추가 구속함으로써 사건은 증폭되었다. 3월 15일부터 시작된 이 운동은 동년 5월 15일까지 두 차례에 걸쳐 도합 33인이 구속되고 김기정이 공직에서 사퇴함으로 마무리 되었다. 이 운동을 주도한 것은 ‘통영청년단’을 비롯한 지역의 청년조직이었다. 이 운동이 두 달 동안 지속되어 목적을 달성할 수 있었던 것은 전적으로 통영지역민의 일치단결된 항일의식과 민족반역자에 대한 분노였다. 통영지역의 김기정 징토운동은 지역을 넘어 전국으로, 해외로까지 알려져 일제의 식민지 지배정책 가운데 내선일체에 대한 허구를 공격하고, 부일협력자에 대한 경종을 울려주었다. This thesis examines Tongyeong Youth Union as well as the youth’s movement after the 3·1 Independence Movement. Also, the thesis has identified the process in which the ‘Punish-Movement Ki-jeong Kim’ has evolved into an anti-Japanese movement. The Tongyeong Youth Union which was established in July 1919, was the center of the regional society movement and the anti-Japanese movement. The members of Tongyeong Youth Union participated simultaneously in other numerous youth associations and continued developing after adapting to and fulfilling the changes which the central youth organizations underwent with the tides of the times. In other words, an organization advocating a particular system of ideology emerged in Tongyeong 1925, such as ‘Jeongeuidan’, ‘Geohwa-alliance’, ‘Ahnwoohwae’, ‘Sagwasiltanti’ and other organizations. Moreover, youth organizations transformed into youth alliances. Also in the ‘Ki-jeong Kim Incident’, the youths established the ‘Minjeonghwae’ and for carrying out temporary duties, they also appointed the status of special commission. Each and every youth organization established these separate organizations, which supported independent organizations to overcome limits. The ‘Punish-Movement Ki-jeong Kim’ was triggered by Won-seok Kim (an individual who had participated in the ‘Jeongeuidan (the first ideology organization in Tongyeong))’s Punish-Movement and also by Ki-jeong Kim’s remark during the Gyeongsangnam-do provincial council. Furthermore, the pro-Japanese organization ‘Samgoohwae’, consisting of personnel with backgrounds as policemen and in pro-Japanese organization, had forced the people of Tongyeong to foster a sense of rebellion towards the Japanese during this organization’s development. Following the imprisonment of Won-seok Kim, a briefing conference had been held on the 25th of March when ‘Punish-Movement Ki-jeong Kim’ was expanding. This period marked a point when Ki-jeong Kim was to be repositioned for office by the government as a provincial councillor, and marked the amplification of the incidence when 11 more member of the executive committee (briefing conference) were imprisoned on the 9th of May. This movement, which started on the 15th of March, resulted in 33 total individuals being imprisoned until the 15th of May and ended with Ki-jeong Kim’s resignation from public office. Those who led this movement were nonetheless, the Tongyeong Youth Union and the region’s youth organizations. The reasons as to how this movement continued for two months were down to the unanimity of Tongyeong residents’ anti-Japanese sentiment and the rage felt towards traitors. The ‘Punish-Movement Ki-jeong Kim’ of the Tongyeong region spread across the nation to overseas, which attached the fabrication of the ‘Naeseon Ilche (‘Korea and Japan are One’ policy) which was part of Japan’s policy of domination. Lastly, it sounded the alarm for those who acted for the Japanese domination over Korea; traitors.

한국투자금융지주 김남구 부회장의 시너지경영

이상철(Sang Cheol Lee),김주원(Joo Won Kim) 한국경영학회 2018 Korea Business Review Vol.22 No.3

한국의 금융투자기업이 변화된 환경에 적합한 사업구조를 갖추고 고객의 수요에 적합한 상품과 서비스를 제공함으로써 신뢰를 회복할 수 있는 경쟁력을 갖추는데 필요한 요건을 모색하기 위해, 본 연구에서는 한국금융투자업계의 변화를 선도하며 뛰어난 경영성과를 창출하고 있는 한국투자금융지주 김남구 부회장의 시너지경영 사례를 분석하였다. 사례를 분석하기 위해 김남구 부회장 시너지경영의 기초를 전문성과 정도경영에서 파악하고, 이러한 기초 위에 구축한 장기주의경영이라는 토대와 시너지경영의 구체적인 사례에 초점을 맞추었다. 한국투자금융지주 김남구 부회장의 시너지경영은 전문성과 정도경영에 기초를 두고 있다. 김남구 부회장은 철저한 현장경험, 학업을 통한 자기계발, 전문가들의 전문성을 활용하기 위한 노력 그리고 방대한 양의 독서와 메모하는 생활습관 등을 통해 업에 대한 전문성을 쌓아왔다. 김남구 부회장은 등기임원으로 직접 경영에 참여하여 책임경영을 실천하고 있으며, 전문경영인과의 신의, 권한위임 그리고 공정한 성과평가와 보상을 바탕으로 오너-전문경영인 파트너십을 구축하였다. 그리고 전문경영인이 주인의식을 갖고 기업가정신을 발휘할 수 있도록 지원 및 협력함으로써, 전문경영인의 전문성이 장 · 단기 성과에 직결될 수 있도록 촉진하였다. 또한 솔선수범하는 도덕적 리더십을 발휘하여 정도경영을 한국투자금융지주의 사풍으로 정착시켰다. 한국투자금융지주 김남구 부회장은 전문성과 정도경영이라는 기초위에 장기주의경영이라는 토대를 구축하였다. 김남구 부회장은 열정과 도전정신을 바탕으로 자신만의 스토리를 만들어갈 수 있는 인재를 선발하여 자신과 함께 꿈을 펼칠 파트너로 인정함으로써, 믿고 맡기는 신뢰에 기반한 조직문화를 정착시켰다. 김남구 부회장은 이러한 조직문화를 바탕으로 창출된 조직역량을 통해 고객수익률을 최우선으로 삼는 방향으로 리테일 패러다임을 변화시켰다. 또한 김남구 부회장은 장기적인 관점에서 수익성을 높일 수 있는 가치동인을 발굴하여 지속적으로 투자함으로써, 고객의 만족과 신뢰를 회복하고 주주가치를 극대화시키는 장기주의경영을 실천하고 있다. 김남구 부회장은 전문성과 정도경영의 기초위에 장기주의경영이라는 토대를 쌓고 시너지경영을 실행하고 있다. 김남구 부회장은 성공적인 인수합병을 통해 규모의 경제를 확보하고 각 계열사들의 경쟁력을 업계 최고 수준으로 끌어올림으로써, 기존 사업영역의 강점을 바탕으로 새로운 사업영역을 개척하는 전략적 시너지를 추구하고 있다. 또한 김남구 부회장은 지주회사를 중심으로 한 투명한 지배구조를 통해 다양한 사업간 시너지역량을 극대화하고 있다. Synergy management of Namgoo Kim, Vice Chairman of Korea Investment Holdings, is based on both professionalism and ethical management. First, Kim has accumulated expertise in business through rich field experience, academic studies, efforts to utilize various external specialists and life style of reading and taking notes of vast amounts of information. In addition, Kim not only establishes an owner-professional management partnership based on trust, authority delegation, fair performance evaluation and compensation with professional managers but also supports and cooperates with professional managers to demonstrate entrepreneurial spirit with a sense of ownership. Second, Vice Chairman Namgoo Kim participates in management as a board member and competes fairly in business based on his accumulated expertise through faithful management. Furthermore, by demonstrating ethical leadership, Kim set up a corporate culture of ethical management. Synergy management of Vice Chairman Kim is established on the basis of long-term management. With his passion and challenging spirit, Kim has selected talented people who can make their own stories and recognized them as partners to dream with him, thus establishing an organizational culture based on trust. Kim changed the retail paradigm to combine the organizational competence based on this organizational culture with the business process for customer-oriented management execution, and to make customer profitability a top priority from a long-term perspective. In addition, Kim is pursuing a long-term management that maximizes shareholder value by continuously investing in and discovering value drivers from a strategic and long-range point of view. Kim`s long-term management expands into synergy management. Kim is seeking strategic synergies by securing economies of scale through successful mergers and acquisitions and by raising the competitiveness of each affiliate to the highest level in the industry. Furthermore, establishing the holding company with a wholly owned subsidiary system, Kim maximizes the synergy capability among various businesses by securing the flexibility of integration and coordination.