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'스콜라' 이용 시 소속기관이 구독 중이 아닌 경우, 오후 4시부터 익일 오전 7시까지 원문보기가 가능합니다.
This study aims at suggesting strategic devices in order to introduce and apply CALS which is called as the fifth wave of recent global economy as a method of improving international competitive power of KUN-JANG port logistics. And this study aims at assisting KUN-JANG port authorities to establish strategies to guarantee competitiveness of international logistics by analyzing synthetically the problems disclosed through the data analysis on management and utilization of the international port logistics, grasping exactly the problems faced in the field of international port logistics and suggesting the alternatives to these problems, on the basis of the actual arrangement on international port logistics and CALS. In this study, I have suggested a basic theories in introducing and applying CAL Sindispensible for a positive development of international port logistics' competitiveness by the KUN-JANG port authorities, and I assure that the exporting firms can get a full effect in strengthening international competitiveness of port logistics in worldwide economy war by effectively utilizing the application method suggested in this study as well as by erecting its basic direction. It will be very significant for KUN-JANG port to introduce and utilize CALS as a method for innovation and rationalization of port logistics management as well as a method for strengthening international competitiveness of KUN-JANG port logistics. This study will serve the study of this field, for the purpose of this study is on analyzing its propriety in introducing and utilizing CALS. It will guarantee the importance that this study helps the domestic port authorities to upgrade understanding on introduction and utilization of CALS for strengthening their port logistics competitiveness, and this study serves to improve international port competitiveness in an era of information and globalization.
According to professor John Corter of Harvard University, one of the main factor that cause corporate to experience failure in reform is due to the existing cooperate cultural that may hamper the smooth penetration. Hence when cooperate is building ethical culture, it is necessary to construct an infrastructure that brings ethical execution in the center of organizational management process. Yet the reform, constructing a new ethical infrastructure, can only be driven by the CEO of the organization. Chairman Kun-Hee Lee, the head of the Samsung, has set his own ethical spirit further building an infrastructure with ethical management mindset that applies from a high-ranked executive to low-ranked manager: through this Chairman Kun-Hee Lee, as a guiding figure, has advanced powerful reform even to bring change in the mindset of CEO``s, other executives and its employees. Samsung`s ethical infrastructure lies in “to produce the superlative goods and services based on competent human and technological resources to make a contribution to human society” and in management philosophy that is regulating the creditability or trustiness of the company. Thus Samsung, through the regular sessions of education and forwarding the ethical infrastructure, has developed into leading group not only in domestic sphere but also maintained its peculiarity in global sphere. The Samsung``s management reform strategy began with “The Frankfurt declaration” on June 1993 and the epochal event has altered Samsung``s constitution. At that time, Samsung Electronics were fiercely competing against currently known as LG Electronics in a domestic market yet applying the “quality based management” and recruiting competent human resources as well as investing more on R&D to stand as globally recognized first-class manufactured goods, Samsung Electronics became the leading electronics sector in domestic economy. Furthermore overcoming the IMF crisis in the late 90`s, Samsung was put as a leading figure among the corporate with globally competent information technology sources in year 2000. In year 1992, a year before starting the grand reform strategy, Samsung`s total profits before tax stayed 230 billion Korean Won but by the end of 2004, the total profits before tax became 60 times more, 14 trillion Korean Won. At the same time, the debt ratio was reduced from336% to 90% and moreover, Samsung`s brand value hiked up as competent as No.1 brand at a global market: they became one of the leading companies in the world. In addition, Samsung carries the vision of an enterprise based on sharing and coexisting humanity, Samsung, through the active social contribution to the digitally neglected social class, not only in Korea but also in countries like Russia and Southeast Asia, has strengthened its brand image, friendliness and trustiness as well as taking full responsibility as an undertaking citizenry. Due to the Chairman Kun-Hee Lee`s endeavors to build Samsung as the world`s best company, active corporate activities and incessant management strategies led Samsung as the leading domestic enterprise in the global market also one of the most preferable company to invest among the Foreign Direct Investors. Currently, Samsung is putting all-in efforts in preparation for anew management project for coming decade along the training employees to become globally competent: they are not just leading a comfortable life with present time, the biggest profit in history, rather they are still seeking for reform or change in preparation to future: the exploratory question of what could Samsung do to compete in the future global market? Such a forwardly put vision of Samsung could be guidance and may well be considered to search for future direction of Korean corporate and society. Samsung aims 4 main strategies: first, management of globally competent human resources in preparation to the next 5~10 years, second, procuring the service sector and world``s best product, third, seeking the opportunity for preoccupying global market by searching for the hopeful sector in the future, and last, social-friendly management and reaching the world top brand value. As the world moves step closer to the post-internet, ubiquitous and biotechnology era, the encouragement of society to such entrepreneurs is needed for Samsung to continue the myth of the world``s best enterprise.
This study aims at suggesting strategic devices in order to introduce and apply CAL,S which is called as the fifth wave of recent global economy as a trethod of improving international competitive power of KL1N-JANG port logistics. And this study aims at assisting KLTN-JANG port authorities to establish strategies to guarantee competitiveness of international logistics by analyzing synthetically the problems disclosed through the data analysis on management and utilization of the international port logistics, grasping exactly the problems faced in the field of international port logistics and suggesting the alternatives to these problems, on the basis of the actual arrangement on international port logistics and CATS. In this study, I have suggested a basic theories in introducing and applying CALSindispensible for a positive development of international port logistics' competitiveness by the KUN-JANG port authorities, and I assure that the exporting firn~s can get a full effect in strengthening international competitiveness of port logistics in worldwide economy war by effectively utilizing the application method suggested in this study as well as by erecting its basic direction. It will be very significant for KUN-JANG port to introduce and utilize CAL S as a method for innovation and rationalization of port logistics management as well as a method for strengthening international competitiveness of KUN-JANG port logistics. This study will serve the study of this field, for the purpose of this study is on analyzing its propriety in introducing and utilizing CALS. It will guarantee the importance that this study helps the domestic port authorities to upgrade understanding on introduction and utilization of CAL.S for strengthening their port logistics competitiveness, and this study serves to improve international port competitiveness in an era of information and globalization.
'스콜라' 이용 시 소속기관이 구독 중이 아닌 경우, 오후 4시부터 익일 오전 7시까지 원문보기가 가능합니다.
According to profesSOf John Corter of Harvard University, one of the main factor that cause corporate to experience failure in reform is due to the existing coo야 rate cultural that may hamper the smooth penetration. Hence when cooperate is bui lding ethical cutture, it is necessary to construct an infrastructure that brings ethical execution in the center of organizational management process. Yet the reform, constructing a new ethical infraslructure, can only be driven by the CEO of the organization. Chairman Kun- Hee Lee, the head of the Samsung, has set his own ethicaJ spirit further building an infrastructure with eth ical management rnindset that applies from a high-ranked executive to low-ranked manager through this Chairman Kun-Hee 나e. as a g미 ding figure, has advanced powerful re form even to bring change in the mindset of CEO's. other executives and its employees. Samsung's ethical infrastructure lies in Mto produce the su야r lative goods and services based on competent hurnan and technological resources to make a contribulion to human societ y ' and in management philosophy that is regulating the credita비 lity or t rustiness of the company. Thus Samsung, through the regular sessions of education and forwarding lhe ethical infrastructure,
Purpose: Anterior cruciate ligament (ACL) injury is one of the most common injuries that occur in the knee, and ACL reconstruction (ACLR) is commonly performed for preventing aggravation of degenerative changes and restoring of knee stability in young, athletic patients. This meta-analysis has a purpose of evaluating the clinical and arthrometrical outcomes of ACLR in a group of middle age patients (40 years and older) and comparing with patients under 40 years of age.Methods: MEDLINE, EMBASE, the Cochrane Central Register of Controlled Trials, Web of Science, and SCOPUS electronic databases were searched for relevant articles comparing the outcomes of ACLR between younger and older than 40 years of age until December 2016. Data searching, extraction, analysis, and quality assessment were performed based on the Cochrane Collaboration guidelines. Clinical outcomes were evaluated and compared between groups. The results were presented as mean difference for continuous outcomes with 95% confidence intervals whereas risk ratio for binary outcomes.Results: Seven studies were included in the meta-analysis. Based on International Knee Documentation Committee classification, side-to-side difference, Tegner activity score, Lysholm knee score, there were no significant clinical and mechanical differences between the groups. Conclusions: This meta-analysis confirmed that after ACLR, middle age (>40 years) and young age (<40 years) patients did not present with significant difference in clinical and arthrometric results.
'스콜라' 이용 시 소속기관이 구독 중이 아닌 경우, 오후 4시부터 익일 오전 7시까지 원문보기가 가능합니다.
Doosan Group has been incorporated 106 years ago, according to the entrepreneur ship with reliability, creditability based on the human harmony of Doosanism. In the beginning of period, the founder, Seung-Jik Park(1896~1952) incorporated the company. Seung-Jiks Park's Shop at Baogae(Chong-ro 5-ka, Seoul) as a starting point for formation of national capital in Korea, in spite of Japanese colonism in 1896. Then, the shop sold the food, cosmetics, linen and cotton cloth and grown with the spent with honesty and reliability and formed modern managerial seed. As a Second chamnan. Doo- Byung Park(1952~1973) newly created the Doosan Group according to the founders directives as a modern corporate. Chairman Doo-Byung Park's entrepreneurship expanded the business size and concentrated on Beer Industry on cotton cloth, corn food, trade and developed the company tn transportation, trade, construction, package and communication media business. Third Chairman, Soo-Chang Chung(1974~1980) developed the corporate activities with safety and growth. Especially he expanded Electronics Industry through merger and acquisition, diversification and liquidation and he managed Group Steering Committee and transferred to productive stuff business. Fourth Chairman, Yong-Kun Park expanded foreign market to export the goods such as Beer, Construction Materials, Electronics, Glasses, Machinery and Equipment Division. Moreover He devoted the affliated Industry and new business Industry including the existing business Industry. Also he expanded size of Group industry horizontally and vertically. Especially he concentrated to promote for technical level of each division, and he devoted for enforce the international competition in the period of 1990 years of globalization and open-door policy. At the centennial Day of Doosan in 1996 after the Doosan Group incorporated in 1896, the Holding Company of Doosan reestablished the managerial creeds for customeroriented and clientele-minded business paradigm after Big Accident of Phenol-Penituration In Nakdong River in 1991. A new Total Management System for Environment Management developed and initiated Green Management by Doosan Group and merged the same business division restructured three dimension business unit such as the Living Business Technical Unit Industrial Material Business Unit and information Channel Business Unit. In 1995, Doosan Group executed by reengineering and restructuring and disposed the surplus assets through liquidation procedures and settle down the low income business. And Doosan Group transferred to high income business and acquisited the Korea Heavy Industry and renamed Doosan Heavy Industry for promotion. At last, the fifth chairman Yong-Ob Park(1996~2002, present) innovated managerial strategy for ① Five-steps Restructuring Plan, ② Cash Flow Management ③ Profit Measuring Plan ④ CEO Compensation System, New Start as new growth strategy. And Doosan Group started another centennial step for promotion and development.
This study was to investigate the preventive effect of taemyeongcheong (TMC, a Korean traditional health drink) on acetaminophen (APAP, 800 mg/kg BW)-induced hepatic damage in ICR mice. TMC is prepared from Saururus chinensis, Taraxacum officinale, Zingiber officinale, Cirsium setidens, Salicornia herbacea, and Glycyrrhizae. A high dose of TMC (500 mg/kg BW) was found to decrease APAP-induced increases in serum levels of alanine aminotransferase, aspartate aminotransferase, alkaline phosphatase, and lactate dehydrogenase. TMC pretreatment also increased the hepatic levels of hepatic catalase, superoxide dismutase, glutathione peroxidase, and glutathione, and reduced serum levels of the inflammatory cytokines tumor necrosis factor (TNF)-? and interleukin (IL)-6 in mice administered APAP (P<0.05). TMC (500 mg/kg BW) reduced hepatic mRNA levels of TNF-?, IL-1?, IL-6, COX-2, and iNOS by 87%, 84%, 89%, 85%, and 88%, respectively, in mice treated with APAP (P<0.05). Furthermore, histological observations suggested TMC pretreatment dose-dependently prevented APAP-induced hepatocyte damage. These results suggest that TMC could be used as a functional health drink to prevent hepatic damage.
Effect of solvent extracts and juice supernatants from kimchis on the growth of various human cancer cells was studied, comparing with the actions on normal cells. Inhibitory effect of kimchi extracts on [^3H] thymidine incorporation in cancer cells was also investigated. The methanol extract, hexane extract and methanol soluble fraction (MSF) of 3-week fermented kimchi did not have growth inhibitory effect on Ac2F rat normal liver cells at the concentrations of 0.5∼2%. However, marked decrease in the growth of AGS human gastric cancer cells was shown by the treatment of those extracts. The juice from the kimchi samples also suppressed the growth of K-562 human leukemia cells and MG-63 human osteosarcoma cells. Especially, the juice of 3-week fermented kimchi exhibited the strong growth inhibitory effect in MG-63 human osteosarcoma cells. At the photomicrographs, growth inhibition and morphological change of the cells treated with kimchi juice were observed. And the solvent extracts of 3week fermented kimchi supressed the growth of cancer cells more than the extracts or juices from fresh and 6week fermented kimchi. When AGS human gastric cancer cells were treated with the extracts of 3-week fermented kimchi, [^3H] thymidine incorporation in the cells also decreased. These results showed that kimchi extracts and juices had growth inhibitory effects on human osteosarcoma, leukemia and gastric cancer cells, but had no toxicity to the normal cells. We suggest that kimchi might have anticancer effect in part due to inhibition of the growth and DNA synthesis of cancer cells.