간조직내 B형 간염표지자의 검색

김상표,김찬환,이상숙,정재홍 대한병리학회 1988 Journal of Pathology and Translational Medicine Vol.22 No.4

In-out Formalism for the QED Effective Action in a Constant Electromagnetic Field

김상표 한국물리학회 2012 THE JOURNAL OF THE KOREAN PHYSICAL SOCIETY Vol.61 No.8

In the in-out formalism, the effective action is given by the vacuum persistence amplitude and is expressed by using Bogoliubov coefficients between the in-vacuum and the out-vacuum. In the second quantized field theory, the Jost functions with proper boundary conditions determine the Bogoliubov coefficients for spin-1/2 fermions or spinless, charged bosons in electric fields. We apply the in-out formalism to compute the complex effective action in a constant electric field parallel to a constant magnetic field in the space-dependent gauge and in the time-dependent gauge. The vacuum polarization has the proper-time integral representation through the gamma-function regularization, and the vacuum persistence is twice the sum of the residues at the poles.

과정 철학과 프로네시스- 조직의 창조적 전진을 위한 길찾기 -

김상표,김영진 한국화이트헤드학회 2011 화이트헤드 연구 Vol.0 No.22

How Whitehead's ultimate category and foresight can contribute to organization theory? This paper tried to show how Whitehead's work on process paradigm has contributed significantly towards efforts in organization theory to explore organization as process. For a long time, management scholars have been trying to exclude subjectivity from management in order to build an "objective" theory that can be applied universally to any situation that managers face. Despite this rational effort, it is impossible to completely exclude subjectivity from management. As Whitehead points out, science or knowledge cannot be freed from subjective factors because it is about issues of subjectivity, such as values, intensity. Creativity plays a important role in the relationship between human beings and the world. Process philosophy has been incorporated into the works of a few management scholars. Among them, Nonaka(2007) propose concrescence model of organizational change based on the philosophy of Whitehead. According to Nonaka, to understand management, we have to understand the process in which humans are interrelated. In the substance thinking of conventional economical theory, where the person is viewed as homo economicus, individual relationships are defined in contracts for satisfying people's desires only in terms of the possession and consumption of goods and the accumulation of wealth. There, there is no community, only individuals who exist apart from others. A contract-based view of external relationships cannot grasp the process of ultimate category(creativity, one, many). Nonaka also asserts that what defines the firm and the knowledge it creates is its practical ability to make value judgements in each particular situation to realize its vision of the future. This ability was described by Aristotle as an essential habit of mind that grasps the truth. It is the intellectual virtue he called phronesis, roughly translated as prudence, practical wisdom, and practical rationality. Whitehead translated it as foresight, seasonable truth. Therefore, The aim of this paper is to discuss the notion of Whitehead's process philosophy as being a unifying label for theoretical models that together emphasize innovation and stability, foresight(phronesis), concrete relationship and community. 화이트헤드는 초월성보다는 내재성을 통해서 실재에 대한 이해를 탐구하였다. 내재성은 과정을 실재로서 이해하는 것이다. 과정을 지성으로써 이해한다는 것은 베르그손의 말대로 ‘공간화’에 머물 수도 있다. 과정은 오직 직관을 통해서만 이해할 수 있다는 것이 베르그손의 관점이다. 화이트헤드는 베르그손과는 달리 지성과 직관은 모두 인간 경험의 중요한 측면이라고 보며, 이 양자의 결합을 통해 과정을 더욱 정합적이고 논리적으로 포착할 수 있다고 본다. 이 글은 화이트헤드의 과정철학에서 궁극자의 범주에 해당하는 창조성, 일자, 다자를 보다 쉽게 이해할 수 있게 설명하였으며, 이를 조직이론에 어떻게 적용가능하지를 살펴보았다. 오늘날 조직이론에서 다양한 변화의 물결이 일어나고 있다. 우리는 이런 변화가 전체적으로 과정철학, 특히 화이트헤드의 개념들과 밀접한 관련이 있음을 밝혀보고자 하였다.

사회적 교환, 수용자의 능력, 그리고 성과

김상표(Sang-Pyo Kim),전수욱(Su-Wook Jeon),김태열(Tae-Yeol Kim) 한국인사조직학회 2010 한국인사ㆍ조직학회 발표논문집 Vol.2010 No.2

본 논문은 조직에서 사회적 교환이 계속적으로 유지되기 위해서, 수용자의 능력이 중요한 역할을 할 것으로 가정하고, 이를 증명하기 위해 연구하였다. 구체적으로, 사회적 교환이 수용자의 능력인 행동의 자주관리에 미치는 영향과 행동의 자주관리가 성과에 미치는 영향, 그리고 행동의 자주관리가 매개효과를 발생시키는지 연구한 것이다. 연구자료는 경상북도와 경상남도에 위치한 기업을 대상으로 최고경영자의 양해를 구해 각 부서의 부서장이 부하와 직속상관에 대한 목록을 작성하여 수집했다. 총 배부된 설문지는 800부이고, 분석에 사용된 설문지는 610부이다. 구조방정식 모형을 사용하여 자료를 분석한 결과, 사회적 교환이 수용자의 능력인 행동의 자주관리에 정(+)의 영향을 주는 것으로 나타났다. 또한 행동의 자주관리가 조직의 성과변수인 직무만족, 조직몰입, 조직시민행동, 직무성과에 정(+)의 영향을 미치는 것으로 확인되었다. 사회적 교환은 대체로 조직의 성과에 직접적인 영향을 주지 않는 것으로 나타났으며, 행동의 자주관리를 매개로 하여 간접적으로 조직의 성과에 영향을 미치는 것으로 검증되었다. 이러한 연구결과를 바탕으로 연구의 시사점, 한계 및 추후연구 과제에 대해 논의하였다. Social exchange theory suggests that employees and their supervisors and organizations build social exchange relationships (i.e., supervisory and organizational social exchange, respectively) within which both parties continuously exchange socio-emotional benefits such as recognition and esteem (Cropanzano & Mitchell, 2005; Rupp & Cropanzano, 2002). Social exchange relationships are different from purely economic exchange relationships in that the obligations of the both parties in social exchange are unspecified. The open-ended obligations strengthen bonds of indebtedness and trust which trigger one exchange party to become committed to the other (Blau, 1964). As a result, employees in social exchange relationships tend to form a high degree of trust, a high level of investment and obligation, and a long-term orientation relationship with their supervisors and organizations (Rupp & Cropanzano, 2002; Shore, Tetrick, Lynch, & Barksdale, 2006). In addition, employees who enjoy the goodwill and caring of an organization will feel obligated to reciprocate with positive behaviors toward the supervisors and organizations. Current social exchange studies have contributed to enhance our understanding about the effects of social exchange relationships on employee outcomes. However, they paid little attention to examining how social exchange relationships influence employees’ intentions or abilities to reciprocate with behaviors and attitudes that benefit the supervisors and organization. Supervisory and organizational social exchange can be maintained if the receiver who gets the benefits (e.g., employees) can provide some intangible socio-emotional resources to the giver (e.g., supervisors or organizations), if the receiver harms the giver, the social exchange relationship can be broken (Gouldner, 1960). In general, the receivers in social exchange relationship are willing to improve their ability to benefit the giver because they would not like to break the trust with the giver and feel obligation to benefit the giver. In this study, we examined how supervisory and organizational social exchange influenced the receivers (i.e., employees)' behavioral self-management (i.e., ability) and how employees’ behavioral self-management affected their work attitudes and behaviors. We collected the data from three organizations in Republic of Korea (i.e., one air manufacturing, one hotel, and one telecommunication company). In the survey, employees assessed supervisory and organizational social exchange, their behavioral self-management, job satisfaction and organizational commitment. Supervisors reported their subordinates’ job performance and organizational citizenship behavior. We distributed 500 employee-supervisor pair surveys. Of 351 surveys collected (i.e., response rate = 70.2 %), we deleted 34 ones due to errors and missing values. The reliabilities of all the measures are great. The average of supervisory and organizational social exchange was 4.43 and 4.53, respectively, which is not high on a 7-point Likert-type scale. As expected supervisory and organizational social exchange significantly correlated with employees’ behavioral self-management. To test the research hypotheses, we used structural equation modeling and tested the mediation effects using Sobel (1982)’s test. Results revealed the positive effects of supervisory and organizational social exchange on employee’s behavioral self-management. Employees’ behavioral self-management was also significantly associated with their job satisfaction, organizational commitment, organizational citizenship behavior, and job performance. In addition, supervisory and organizational social exchange influenced employee outcomes (i. e., job satisfaction, organizational commitment, organizational citizenship behavior, and job performance) indirectly through employees’ behavioral self-management.

사회적 교환, 수용자의 능력, 그리고 성과

김상표(Sang-Pyo Kim),전수욱(Su-Wook Jeon),김태열(Tae-Yeol Kim) 한국인사조직학회 2011 인사조직연구 Vol.19 No.1

이 논문은 조직에서 사회적 교환이 계속적으로 유지되기 위해서 수용자의 능력이 중요한 역할을 할 것으로 가정하고, 이를 증명하기 위해 연구하였다. 구체적으로, 사회적 교환이 수용자의 능력인 행동의 자주관리에 미치는 영향과 행동의 자주관리가 성과에 미치는 영향, 그리고 행동의 자주관리가 매개효과를 발생시키는지 연구한 것이다. 연구 자료는 경상북도와 경상남도에 위치한 기업을 대상으로 최고경영자의 양해를 구해 각 부서의 부서장이 부하와 직속상관에 대한 목록을 작성하여 수집했다. 총 배부된 설문지는 800부이고, 분석에 사용된 설문지는 610부이다. 구조방정식 모형을 사용하여 자료를 분석한 결과, 사회적 교환이 수용자의 능력인 행동의 자주관리에 정(+)의 영향을 주는 것으로 나타났다. 또한 행동의 자주관리가 조직의 성과변수인 직무만족, 조직몰입, 조직시민행동, 직무성과에 정(+)의 영향을 미치는 것으로 확인되었다. 사회적 교환은 대체로 조직의 성과에 직접적인 영향을 주지 않는 것으로 나타났으며, 행동의 자주관리를 매개로 하여 간접적으로 조직의 성과에 영향을 미치는 것으로 검증되었다. 이러한 연구결과를 바탕으로 연구의 시사점, 한계 및 추후연구 과제에 대해 논의하였다. Social exchange theory suggests that employees and their supervisors and organizations build social exchange relationships(i.e., supervisory and organizational social exchange, respectively) within which parties continuously exchange socio-emotional benefits such as recognition and esteem(Cropanzano and Mitchell, 2005; Rupp and Cropanzano, 2002). Social exchange relationships are different from pure economic exchange relationships in that the obligations of parties in social exchange are unspecified. An open-ended obligations strengthen bonds of indebtedness and trust which trigger one exchange party to become committed to the other(Blau, 1964). As a result, employees in social exchange relationships tend to form a high degree of trust, a high level of investment and obligation, and a long-term orientation relationship with their supervisors and organizations(Rupp and Cropanzano, 2002; Shore, Tetrick, Lynch, and Barksdale, 2006). In addition, employees who enjoy a goodwill and a caring of an organization will feel obligated to reciprocate with positive behaviors toward supervisors and organizations. Current social exchange studies have contributed to enhance our understanding about the effects of social exchange relationships on employee outcomes. However, they paid little attention to examining how social exchange relationships influence employees’ intentions or abilities to reciprocate with behaviors and attitudes that benefit supervisors and organizations. Supervisory and organizational social exchange can be maintained if the receiver, who gets the benefits(e.g., employees), can provide some intangible socio-emotional resources to the giver(e.g., supervisors or organizations). On the other hand, if the receiver harms the giver, the social exchange relationship can be broken(Gouldner, 1960). In general, receivers in social exchange relationship are willing to improve their ability to benefit the giver and maintain the trust. In this study, we examined how supervisory and organizational social exchange influence receiver’s(i.e., employees) behavioral self-management(i.e., ability) and how employees’ behavioral selfmanagement affect their work attitudes and behaviors. We collected the data from three organizations in Republic of Korea(i.e., one air manu-facturing, one hotel, and one telecommunication company). In the survey we provided, employees assessed supervisory and organizational social exchange, their behavioral self-management, job satisfaction and organizational commitment. Supervisors reported their subordinates’ job performance and organizational citizenship behavior. We distributed the survery to 500 employee-supervisor pair. Of 351 surveys collected(i.e., response rate = 70.2 %), we deleted 34 due to errors and missing values. All measures had high reliabilities. The average of supervisory and organizational social exchange was 4.43 and 4.53, respectively, which are not high based on a 7-point Likerttype scale. As expected, correlations between supervisory and organizational social exchange and employees’ behavioral self-management were statistically significant. To test the research hypotheses, we used structural equation modeling and tested the mediation effects using Sobel’s(1982) test. Results revealed positive effects of supervisory and organizational social exchange on employee’s behavioral self-management. Employee’s behavioral self-management was also significantly associated with their job satisfaction, organizational commitment, organizational citizenship behavior, and job performance. In addition, supervisory and organizational social exchange indirectly influenced employee outcomes(i. e., job satisfaction, organizational commitment, organizational citizenship behavior, and job performance) through employees’ behavioral selfmanagement. This study provides several theoretical and practical implications.

조직의 사회화 전략들과 근거리 사회화 결과들 그리고 원거리 사회화 결과들 사이의 관계에 관한 연구

김상표(Sang Pyo Kim),김태열(Tae Yeol Kim) 한국경영학회 2004 經營學硏究 Vol.33 No.6

The past organizational socialization studies have devoted their attention to examining how organizational socializations affect various individual outcomes. Although they have provided useful insights on organizational socialization, they have generally failed to examine the processes by which organizational socialization tactics affect various socialization outcomes. In addition, Jones (1986) provided a 3-factor conceptualization of socialization tactics (i.e., context, content, and social aspects) which is conceptually richer and allows for greater hypothesis-testing regarding specific classes of socialization tactics than a single continuum. However, only Cable and Parsons (2001) used the framework to examine the relationship between organizational socialization and person-organization fit (P-O fit). To address these limitations, this study investigated the effects of the 3-factor conceptualization of socialization tactics on socialization outcomes, based on the process model proposed by Saks and Ashforth (1997). According to Saks and Ashforth, socialization tactics are predicted to result in proximal socialization outcomes that are more directly affected by organizational socialization than others. Proximal socialization outcomes are then expected to influence a wide variety of more distal socialization outcomes. That is, proximal socialization outcomes mediate the relationship between organizational socialization and distal socialization outcomes. In this study, we examined how person-organization fit and role clarity (i.e., proximal socialization outcomes) mediate the relationship between the 3-factor socialization tactics and various distal socialization outcomes (i.e., organization commitment, job satisfaction, and intention to quit). To test this research model, we collected data from newcomers whose tenure is between 3 months and 2 years in 9 Korean organizations. Based on 347 completed surveys, we conducted structural equation modeling analysis using AMOS 4.0. The results show that overall the proposed research model fits to the data well based on various fix indices such as CFI and GFI. More specifically, significant tests of each path coefficient show that, as expected, content and social aspects of socialization were positively associated with person-organizational fit and role clarity. P-O fit and role clarity were also significantly associated with three distal socialization outcomes. In addition, P-O fit and role clarity partially mediated the relationship between organizational socialization and the distal socialization outcomes. For example, person-organizational fit and role clarity fully mediated the relationship between content aspect of socialization and organizational commitment and job satisfaction. However, as unexpected, collective and formal socialization (i.e., context aspects of socialization) was negatively and significantly associated with P-O fit. It is possible that when organizations provide the same socializations to newcomers while separating them from the existing employees, the newcomers may develop their own subcultures that may deviated from the current organizational culture and values. In particular, in Korea, where generation differences are substantial (Inglehart, 1990), the negative impact of collective and formal socialization on person-organizational fit may be not unusual. Thus, when organizations use collective and formal socialization tactics (i.e., the context aspect of socialization), they have to pay more attentions to clarifying the purpose and the content of the socialization. Theoretical and practical implications are discussed.

전략수립과정과 중소기업의 성과 사이의 관계

김상표 ( Sang Pyo Kim ),신진교 ( Jin Kyo Shin ) 한국중소기업학회 2006 中小企業硏究 Vol.28 No.1

감정표현규칙의 명확성과 긍정적 정서전달 간의 관계

김상표(Kim, Sang Pyo),하환호(Ha, Hwan Ho) 한국서비스경영학회 2009 서비스경영학회지 Vol.10 No.3

원발성 중추신경계 림프종의 치료전략

김일만,이창영,손은익,김동원,임만빈,김상표,Kim, Il-Man,Lee, Chang Young,Son, Eun Ik,Kim, Dong Won,Yim, Man Bin,Kim, Sang Pyo 대한신경외과학회 2001 Journal of Korean neurosurgical society Vol.30 No.3

Objective : We have currently changed treatment strategies to methotrexate(MTX)-based preirradiation chemotherapy with subsequent planned radiation for the initial therapy of primary central nervous system lymphoma (PCNSL). The aim of this study was to evaluate the results of treating PCNSL with chemotherapy plus radiotherapy (CRT) or radiotherapy(RT) alone. Method and Material : This study involved 10 females and 3 males patients with a mean age of 54.2 years. All patients underwent surgery, open(8 cases) or stereotactic biopsy(5 cases) for histological diagnosis. Eleven tumors were diffuse large B-cell lymphomas. Tumor volume change in the follow-up images and survival time were evaluated in patients treated with CRT and RT alone. In the beginning, two patients received ProMACE-Cytabom chemotherapeutic regimen, but did not complete the course and died of progressive tumor 8 and 9 months after diagnosis, respectively. One patient died at 6 months before chemotherapy. These three were excluded from the survival analysis. Five patients(RT group) completed full courses of cranial irradiation with or without boost. For the current combined modality treatment, high-dose MTXbased chemotherapy(systemic and intrathecal MTX, IV vincristine, and oral procarbazine) followed by whole brain irrdiation to 45Gy to tumor was introduced in 5 patients of CRT group. Result : A complete response was achieved in three of five who received RT only and in all of five who received CRT. All patients in CRT groups are in disease free status at a mean 23 months following therapy. The RT group patients refused any additional salvage therapy at tumor relapse and survived at mean 20 months from diagnosis. The Karnofsky performance status improved in eight of ten patients with treatment. The treatment toxicity included leukoencephalopathy in RT group and severe leukopenia, transient hepatitis, avascular necrosis of femoral head, hearing loss, and amenorrhea in CRT group, respectively. Conclusion : The combined modality therapy of MTX-based chemotherapy plus radiotherapy for PCNSL may enhance tumor response and improve patient survival. The patients who received CRT should be carefully followed up because of the higher risk of treatment-induced late neurotoxicity.

한국항공산업의 개방형혁신 특성분석 연구

김상표,윤진효 한국창업학회 2010 한국창업학회 Conferences Vol.2010 No.3

Chesbrough(2003, 2006)은 Intel과 IBM 등과 같은 IT 첨단 기업뿐만 아니라 P&G와 같은 전통 제조업 기업들의 개방형 혁신 현상을 기업 사례를 중심으로 분석한 바 있다. 그런데 West(2006) 등이 밝힌 바와 같이 개방형 혁신은 기업 차원뿐만 아니라 샨업 혹은 Sector 차원 혹은 글러스터 차원에서 다양하게 분석이 요구된다. 특히, 산업의 특성에 따라 기업들의 개방형 혁신이 달라질 수 있다는 것은 모듈 및 비모듈 산업의 개방형 혁신 효과의 차이를 분석한 JHJ YUN(2010)이나 기술의 수명 주기 즉, 해당 산업의 기술적 특성에 따른 개방형 혁신 효과 차이를 분석한 윤진효(2009)에서 이미 상당 부분 추정가능 한 것이었다. 본 연구는 한국의 차세대 성장동력 산업으로 주목받고 있는 항공산업의 개방형 혁신 특성을 분석하고자 한다. 한국의 항공산업의 Flagship 기업인 (주)한국항공과 한국항공에 납품하는 기업 사례들을 대상으로 인터뷰 및 문헌조사를 통해서 한국의 항공산업의 개방형 혁신 특성을 분석하고자 한다. 즉, 한국의 항공산업 분야 Flagship 기업과 관련 기업들은 개방형 혁신 전략을 채택하고 있는가? 그렇다면 이들 항공산업 기업들의 개방형 혁신은 어떠한 특성을 가지는가? 하는 연구문제에 대한 답을 구하고자 한다. 항공산업은 글로벌 가치사슬을 가진 과점형 산업구조를 가지고 있다. 이러한 상황에서 개별 관련 기업들이 자신들의 제품을 납품할 대상이 제한되어 있다. 그리고 글로벌 혹은 국내 주요 항공 Flagship 기업들은 엄격한 항공안전기준에 부합하는 완전한 기술력을 갖춘 부품을 납품받기를 원한다. 이러한 산업 특징으로 인해 항공기 산업은 제조기술에 있어서 어느 산업보다 개방형 혁신이 활성화되어 있다.