임금관리의 쟁점에 관한 서설적 접근

이천기 한국인사관리학회 1990 조직과 인사관리연구 Vol.14 No.-

한·미·일 3국의 직무만족행태에 관한 실증적 비교분석

이천기 서경대학교 1994 論文集 Vol.22 No.1

리더쉽의 콘틴전시 理論과 模型에 관한 硏究

李天基 건국대학교 1985 論文集 Vol.21 No.1

Leadership can be defined as a quality which seriouriously effects people's behavior and their performance within an organization. However, there are many important variables which hove to be considered when studying human beings and organizations. Thus, the more deeply we examine the intricacies of leadership, the wider our topic of research becomes and the more diverse is our research method. Surprisingly, the theory behind leadership has still not been clearly established, despite the immense volume of research accomplished in this subject area. The newly proposed theory of leadership has yet to gain the consensus of the various authorities. Firstly, a new critical approach is needed towards the existing methods of research. These methods failed to eliminate restrictions emerging from former research methods. Secondly, only leadership theories relevant to the features of our own society, culture and management should be studied and developed. Within this thesis, most of the theories analyzed have in fact already been studied within the developed countries. However, the basic concept or research method of leadership can generally be applied to all societies, cultures and organizations; It is the efficiency theory of which is the important factors. 7) Where a certain theory or research model does not reflect reality, or is inefficient, it is necessary to reconsider. To conclude therefore, we must accept that in order to achieve a realistic effective theory of leadership it is necessary that variables such as the leader· s character, behavior and the unique quality of social organizations be analyzed within the framework of the particular country, society, culture and organization involved.

先物去來의 메커니즘에 관한 序說的 硏究 : 헷징이 論理와 限界를 中心으로 Mainly on the Hedging in Theoretical Field

李天基 서경대학교 1988 論文集 Vol.16 No.-

Some written discussions of hedging almost seem to imply that producers and users of epchange traded commodities shoued automatically hedge. This is ridiculous-hedging should only be considered if the futures-implied price is desirable. Otherwise, one is merely exchanging the long run, this type of hedging should be a break-even process in terms of trades and a net loss generator because of commissions. Hedging should be viewed as an important marketing tool, because it provides the producer and user with a wide range of purchase and sale strategies. Hedgers can always choose not to hedge, but nonhedgers eliminate the possibility of enhancing their profits through futures related opportunities. The hedger need not wait until the time of the actual transaction to lift the hedge. For example, reconsider the case of the cotton producer who sell December futures at 86φ/16. If by October, futures have declined to 70φ/16, the hedger might very well decide to cover his short hedge position. Although at u price of 85φ/16 the farmer was eager to protect against the possibility of declining prices, at a price of 70φ/16 he might well prefer to take his chances. If prices were subsequently to rally, the producer might decide to reinstate his hedge. In fact, shophisticated hedgers will often use such a trading approach in hedging. The key point is that, contrary to most textbook illustrations, a hedge should only be maintained as long as the implied price protection is deemed desirable. It is important to keep the time differential and expectations in mind when comparing a current cash price with the cash price implied by futures. Thus, the relevant question is not whether the futures implied cash price is attractive relative to the current cash price, but rather whether it is attractive relative to the expected future cash price. The hedger does not precisely lock in a transaction price. His effective price will depend on the basis. For example, if the cotton producer sells futures at 85φ/16, assuming a -3φ basis, his effective sales price will be 80φ/16, rather than the anticipated 82φ/16, if the actual basis at the time of offset is -5φ. However, it should be emphasiged that this basis price uncertainty is far smaller than the outright price uncertainty in an unhedged position. Furthermore, by using reasonably conservative basis assumptions the hedger can in crease the likelihood of achiving, or bettering, the asseumedlocked-in price. Although a hedger plans to buy or sell the actual commodity, it will usually be far more efficient to offset the futures position and use the local cash market for the actuals transaction. Futures should be viewed as a pricing tool, not as a vehicle for making or taking delivery. Most standard discussions of hedging make on mention whatsoever of price forecasting. This omission seems to imply that hedgers need not be concerned about-the direction of prices. Although this conclusion may be valid for some hedgers, it is erroneous for most hedgers. There is little sense in following an automatic hedging program. Rather, the hedger should evaluate the relative attractiveness of the price protection offered by futures. Price forecasting would be a key element in making such an evaluation. In this respect, it can easily be argued that price forecasting is as important to many hedger as it is to speculators. The value of hedging is that it provides the producer with a much wider range of marketing strategies. Remember, if the prefers to take his chances and wait until after the harvest to market his crop, he can do so. Futures widen the range of possibilities by allowing the producer to lock - in any futures -implied price during the interim. Thus, although he will not always make the right choice presumably, over the long run, the increased marketing flexibility provided by futures should prove advantageous.

國際企業의 經營行態에 관한 實證的 比較硏究 : 한·미·일 세나라의 리이더쉽 類型을 중심으로 With Emphasis on the Leadership Among the Three Countries of Korea, the USA and Japan

李天基 서경대학교 1989 論文集 Vol.17 No.-

Ⅰ. Theoretical Basis and Background A. The Cultural Characteristics of Korea, the USA and Japan In order to compare and analyze leadership, jobsatisfaction and organizational climate of Korea, the USA and Japan, first steps were taken to examine how cultural characteristics of these three countries differ from one another. Rirstly, in the USA, importance is placed on technical efficiency which is linked with reasonably commensurate compensation system. In Korea, priorities are given to personal acquaintence by blood, school and region, and seniority, while in Japan, seniority is much respected. Secondly, in the United States, relationship based on strict contract is established, and people, therefore, expect only what the contract provides. From the spirit of contract comes such organization with corresponding force as trade unions, originates rational way of thinking that enables strict distinction between official and personal. Also, this enables easy control during the working hours specified in the contract and makes it easy to manage. On the other hand, the Koreans respect truthfulness more than the contract and this has developed to the level of human relations. In Japan, both contract and loyalty are important. Thirdly, the Americans have strong sense of participation and openness, while the Koreans tend to be weak in participation and more toward closing themselves in, and the Japanese are found to be participating but weak at openness. Fourthly, in the aspect of leadership, the Americans regard legal and institutional system as the source of leadership and therefore they obey to such leadership somewhat naturally. The Koreans, however, seem to be00000000000 influenced much by the attitude of the leaders, which can be interpreted as that no one can enjoy leadership without building good human relations. In Japan, they seem to place importance on the institutional systemas well as on human relations Fifthly, the Americans possess strong sense of indepen-denace and responsibility, the Koreans tend to be dependant on others and care formoderateness, and the Japanese seem to possess strong sense of responsibility. The cultural characteristics of the three countries we have just viewed above can be summarized as below (Table 1): Ⅱ. Hypothesis A. Hypothesis on Leadership (Hypothesis 1). The type of leadership considered most effective In internationalenterprlse in the three countries will not coincide. (Hypothesis 2). The type of exhibited leadership in international enterprise in thethree countries will not coincide. Namely, in Korea, the paternalistic type prevails, inthe USA, the directive type, and in Japan, the managerial type. (Hypothesis 3). The most ideal type of leadership In international enterprises inthe three countries will coincide. Ⅲ. Leadership Model for Study Purpose Since expectation on leadership in the region with similar culture is consideredthe same, it should be sufficient to consider only the types of leadership and cvlturalcharacteristics for the purpose of leadership measurement and study. With the culturalcharacteristics in the background, this study is intended to search for effective leader-ship type from international enterprises in such countries with different cultural back-ground as Korea, the USA and Japan, based on theoretic background described abovein order to come up with precise prediction yet simple enough for easy application.For this task, we chose four types of leadership artificially classified by crossing thehuman-oriented leadership and task-oriented leadership as the basic model of leadership.This model has been chosen by the writer using managerial grid by Black and Moutonand three-demensional model of leadership by Readdin as the matrix. Further detailsof this model is explained in the Table 2. V. Conclusion An empirical comparative analysis has been undertaken on the type of managementjob satisfaction and organizational climate that exist in international enterprises in Korea,the USA and Japan, the countries with different cultural characteristics. In other words,a comparative analysis has been undertaken on how the style of business managementis affected by cultural characteristics. First, the culture-free theory has been found to have some irrationality. The restof the two theories, the culture-bound theory and the convergence theory have beenfound to contain validity. If the culture-free theory were to hold, the leadership typeshould appear as a type demonstrating free will-power in a positive way. The same ruleshould apply to job satisfaction and organizational climate. However, the outcomeshowed that leadership type differed from country to country among Korea, the USAand Japan, while in the case of job satisfaction and organizational climate, the degreeof satisfaction sometimes came out identical and sometimes different depending on theconstituents variable. Nevertheless, we cannot say that the culture-bound theory holdsabsolutely as has been proven by the outcome of the above study. In order words, if theculturebound theory were to hold completely, the leadership type, job satisfaction andorganizational climate In the international enterprise should show the same amount ofdifference. However, as we have seen already, the result showed that some were the sameand some were not. In all three countries, the most ideal type of leadership coincided butin the case of job satisfaction and organizational climate the result showed mixture of sameness and difference according to variable. This can be explained as that the culture-bound theory contains some invalidity, Again, from the macroscopic point of view, inorder for the culture-bound theory to hold, a business administrator would find himselfin a position to turn over the right of decision-making to the culture as if everything had been predetermined, and furthermore this would raise question that whether thehuman being is something that possesses subjecthood or is a mere produce of the culturewith destiny determined already. In conclusion, we cannot allow ourselves into a helpless situation caught in betweenthe two problems of free will-power theory (the position of the culture-free theory) andthe theory of predetermination (the position of culture-bound theory), for which themankind has never been able to come up with a satisfactory answer since the start of thehuman blistery. When we consider the above three points for debate, it may be inevitablethat we fake the position of combining the culture-bound theory and convergence theory. This would mean that each country should choose the kind of management systembest fit to the cultural characteristics of that country, then blend it with the managementsystem of other countries with different cultural characteristics, but not in a way ofsimply copying it but using it to complement its own system. The management system ofeach country should take the same direction other countries take, but not necessarilyalways.There is no reason why a country should make the same kind of mistake thatother advanced countries made in the past. In conclusion, each country should establish management system (or leadership)based on the unique cultural background of that country while blending it in a compro-mising way with the system other countries have adopted.

다자간 임시상소중재약정(MPIA)의 주요 내용과 시사점

이천기,강민지 대외경제정책연구원 2020 오늘의 세계경제 Vol.20 No.17

서비스産業의 國際分業 可能性에 관한 探索的 接近

李天基 서경대학교 1990 論文集 Vol.18 No.-

The compajrative superioritg of service industy is generally decided to according to the in tellectual capital manpower financial capital and cultural capital. The possibility of international diuision of labor in service industry, eventually is depend on how much the developed countries and dereloping countries occupy these four fields. Firstly, analysis shows that the developed countries have the compajrative superiority in the service part like the intellectual and financial capital. For exampl4e, there are intellectual property, advertisement, in formation communication, engineering, transportation, finance and insurance in this part. The developing countries really cannot but admit that the developed countries have the comparative superiority in this service industry whether they like or not. Secondly, the statistical data shows that the developing countries have comparative saperiority in the manpower field of service industry. As the construction field is belong to this, especialy, the developing countrise like Korea who have comparative superiority in this field are expected to sue the strong speaking rights at the trading negotiation table. Thirdly, in the service industry of cultural capital field, we can't say that the comparative superiority is preponderated to the developed of developing ones. As the sightseeing is belong to this, it is natural that the country who has many cultural relics has comparative superiority. Of course, though it is Undeniable that whether it is developing the cultural capital or not act with a big variable, the source judging the comparative superiority is influenced by yes or no of the culfural capital. So to speak, We can see that both of developed and developing countries might have the comparative lsuperiority in the cultural part service. Thinking synthetically, we can find that the intellectud land financial capital field to the developed countries, the manpower capital field to the developing countries, and in the cultural part service it is difficult to regard that anyone has the comparative superiority. This fact shows that the past belief which the comparative of service part is generally preponderated to the dereloped countries simply is a probability. Therefor, similarly with the circu, mstances of common goods the posibility of the international specialization is sufficien6t in the service fields, too. A solution to the basic problems, the recognition of the importance for this service part, conceptual thesis, the classification of definite type and so on ; should b premised. Meanwhile, the main treatise contains not a few restriction and the point at issue because it is base3d on the inductive method of study that used inadequate statistical data and documents. It is regarded that the lasting efforts of every country is followed in order to a more depth study about the same part.

國際競爭力 提高를 위한 技術革新 메커니즘 硏究 : 한·일 양국의 技術革新政策 比較, 分析 Mainly on the Comparative Analysis of Technology Innovation Policy Within Korea and Japan

李天基 서경대학교 1991 論文集 Vol.19 No.-

노조대표들의 단체교섭 행위에 영향을 미치는 요인 분석

이천기 서경대학교 1993 論文集 Vol.21 No.-

한국기업의 기술개발에 관한 연구 : R & D 조직 및 인력개발을 중심으로

이천기 江南大學校 出版部 1985 經濟論集 Vol.2 No.1

The purpose of this study is to suggest a methodology to solve problems mentioned above. The formost task of businessmen is to pay total attention to the organization and manpower for research and development (R&D). They have to do without a lingering attachment for limping growth which has been deeply rooted in their minds during the last two decades based on political supports by the government, They also have to proceed with the activities of technical know-how development by their own necessity. As a J. A. Schumpeter's words which states that businessmen's investment to the development of technology by the profit motive results in securing the sustained growth of companies, it is needless to say that innovation is indispensable for them to exist and to develop by themselves, thus contribution to the growth of national economy. (1) Situation Analysis In conclusion, Korean business firms have to establish and practice the strategy of the organization and manpower for research and development more than anything else in the process of management. It is another conclusion that we thanks of abundant capital and skillful salesmen as the main factor in the growth of firms but technical skill is the more important factor. (2) A Way for Solution It is believed that the best way, by which small and medium sized industries in short of abundant capital and excellent salesmen can grow by themselves and overcome keen external competitiveness, is to product and sell new commodities by the research and development of new organization and manpower for technological innovation.