오늘날의 기업환경에서 정보시스템은 기업에 있어서의 경쟁우위를 확보해주는 아주 보편적이고 중요한 수단이 되었다. 정보기술이 발전해 감에 따라 기업에서의 정보 시스템은 이제 거의 전분야에 걸쳐 활용되고 있다. 독자적으로 확대 구축된 정보시스템 간에 상호통합의 필요성이 증가 되었다. 최근에 등장한 기업자원계획 시스템은 전자 자원을 통합 관리하여 생산성과 효율성을 크게 향상시켜 줄 뿐 만 아니라, 패키지로 되어 있어 단기간에 구축이 가능한 획기적인 정보 시스템으로 많은 기업들의 주목을 받고 있다. 기업자원계획 시스템을 구축하려면 리엔지니어링이 필연적으로 따르게 된다. 많은 기업들이 정보 시스템의 구축 또는 그를 이용한 리엔지니어링을 단지 비용절감이라는 소극적인 목적을 위한 수단으로 인식한데서 문제가 있었다. 리엔지니어링은 단지 업무 프로세스를 재구축하는 것이 아니라, 기업의 문화자체를 바꾸게 되고 기존의 장점까지도 버려야 할지도 모른다. 기업문화는 프로세스라기 보다는 인적자원의 몫이다. 리엔지니어링에 따른 종업원들의 혼란과 저항은 정보시스템 구축을 어렵게 만들고, 기업문화에 악영향을 줄 수도 있다. 기업의 업무 전반을 지원해주는 통합된 시스템은 업무 대체를 위한 수단으로 보다는 기업의 경쟁력을 높여주는 전략적 목적으로서의 사용이 중요하며, 경쟁우위의 지속성을 확보할 수 있어야 한다. 기업자원계획 시스템의 구축 그 자체에 관심을 가질 것이 아니라, 장기적인 관점에서 기업의 전략을 뒷받침해 줄 수 있는 sustainer로서의 역할을 염두에 두어야 한다. 정보 시스템이 경쟁우위를 지속시켜주는 역할을 할 수 있으려면 인적자원에 대한 관심이 무엇보다도 중요하다.

This paper reports on a contingency framework for selecting the most appropriate strategy to implement the enterprise Resource Planning(ERP) system in an organization. The two dimensions of our framework are information technology level and culture level of organization. For each of the four contingencies, we recommend a desirable implementation strategy, based on scope and pace of the implementation effort. ERP implementation data from ten organizations were analyzed to validate the proposed framework.

Enterprise resource planning(ERP) in nature entails large scale business process redesigns and the corresponding risks. To reduce such risks, enterprise modeling(EM) approach could be adopted through which ERP is planned and effectively implemented on a consistent basis throughout the entire organization. The scope of this paper is to report on EM experiences and lessons learned in the process of ERP implementation. Through a case study, this paper presents and EM methodology which takes due account of strategic business processes, information flows, organizational requirements, and their interdependencies. To assess the impact of distributed application scenarios on effective ERP implementation, alternative EMs have been created and evaluated whether they support information requirements for strategic decisions and day-to-day operational activities, core business processes, and business functions as required. Practical issues and problems raised in the EM process have been discussed.

According to the Gartner Group, the market for ERP software in Korea is growing rapidly. However, the number of successful ERP implementations is quite few. Standard(unmodified) ERP's are built based on best practices. Improvements expected from successful implementation are based on best practices built into the software. Many improvements are lost through modification to "standard" software. Even minor changes in software can significantly reduce benefits. Both implementation time and risk factors are increased with modifications. We introduce a methodology, called package Enable Re-engineering (PER) and the main components of change management program by Ernst & Young. "To-Be" model could be developed through the software capabilities. And change management processes such as continuous education and self-developments are required. The philosophy of the change management processes is to let the software package drive the re-engineering practices and avoid moving the software toward the "As-IS" process. Extensive top management involvement, major focus on speed, extensive communication program, and "clear" picture of the future are essential components of change management. We are sure that the complied experiences and model have implications for practice and for academicians for their endeavors in their fields.

ERP is a new concept which attempts to combine the applications of BRP and information technology in order to enhance the competitive positions of the firms in a rapidly changing environment. It is expected that a paradigm transition will take place which transforms the current practice of in-house development into the introduction of ERP packages. In response to this trend. ERP introduction strategies need to be investigated. This paper reports the case study of Standard Telecom Co. in successfully implementing Oracle ERP applications package. It describes the background, implementation strategy, project management, benefits, and the critical success factors of the Vanguard Project.

Today, ERP becomes very popular as a vehicle of implementing an integrated information system since this package not only facilitates reengineering but also provides the function of generating consolidated financial statements. Yet a successful introduction strategy on the integrated information system needs to be set up because ERP has weaknesses as well as strengths. The strengths include the prompt reaction to environmental changes, the integrated management of information, the adoption of open systems, and the selection of modules according to functionsl However, the weaknesses of ERP include the provision of only basic functions, the development of package on international standard processes, and possible disadvantages to small and medium-sized firms. This paper is to suggest recommendations on the implementation strategy of ERP as an integrated information system. According to the case study with Firm A that has successfully implemented an ERP package, the most significant advantage of adopting ERP was that Firm A was able to implement an integrated information system for only six months. Finally, this research generates suggestions, such as the importance of the project team structure, the sufficient amount of time for education, and the minimization of the package modification.

Recently ERP(Enterprise Resource Planning) package has been on of important issues in developing information systems in many Korean companies. The main objectives of this study are to analyse the case of implementing ERP system in Samsung Display Devices Co. which is rated to be successful, and to derive significant implications for effective ERP implementation. First, this study focused on showing the detailed roadmap of performing ERP implementation project which largely consists of 5 stages(planning and organizing, visioning. process redesign and mapping, testing and arrangement, and installation and roll-out to overseas subsidiaries), and explaining key activities in each stage. Second, the performance of this project was evaluated on the basis of both process-centered critieria and result-centered ones. Finally, this study intended to discuss and explicate the bottlenecks and the critical success factors in implementing this project. The findings of this case study are thought not only to be useful as a practical guideline in carrying out ERP implementation project but also to provide significant basis for constructing the theoretical framework of effective ERP implementation.

Recently, as the importance placed on the design phase of system development has increased, the use of diagrams to design the overall system before implementing the actual program code has seen a proportionate increase. This study focuses on the diverse diagrams depicting organizational processes when integrating multiple processes of individual organizations to form an Inter-Organizational System(IOS). In this study, we attempt to identify the critical representation features of process diagrams that enable the effective integration of Inter-Organizational processes. In particular, the effect of the mapping relationship between the representation features of different diagrams to be integrated was tested empirically in a laboratory setting. The experimental task consisted of integrating the processes of two organization based upon the given process diagrams. Actual business processes were selected from real world cases and process diagrams were formulated based upon existing object-oriented notation. An analysis of the errors committed by the subjects during the integration process indicated that the mapping relationship between the diagram features representing the respective organizational processes had a significant impact upon the final integration outcome. Based upon these results, the present study provides a guideline for process diagrams that are crucial to effective Inter-Organizational process implementation and maintenance.

The aggregation on linear large-scale dynamic systems is examined in this paper and a "two-step" approach is proposed. In this procedure, the aggregated system consists of two subsystems. The first subsystem represents aggregation through the retainment of dominant eigenvalues of the original system, leading to a first approximation of the desired output of the original system. The purpose of augmenting it with a second subsystem is to provide an estimation of the error on the first approximation, thus permitting a second correction to the output approximation and resulting in an output approximation of greater accuracy. Optimization techniques are discussed for the determination of unknown parameters in the aggregated system. These techniques use minimization principles of certain suitable performance indices and are developed for both single input-single output and multiple input-multiple output system. Numerical examples illustrating these procedures are given and the results are compared with those obtained using existing methods. Finally, a pharmacokinetics problem is studied from the aggregation point of view.

This paper focuses on the determining the optimal replacement interval and the corresponding minimum cost of replacement for the renewal T-53 engine. It is assumed that sample failure data of T-53 engine are drawn from the mixed population, and then parameters of the failure distributions are estimated. On the basis of the above situation, the Multi-step Weibull distributions are estimated and then the optimal replacement time of T-53 engine is determined. This paper shows that if the replacement time is reduced to 2000 hours, the 2,217won of the replacement cost per unit time is only saved but also reliability of the T-53 engine is increased.

Clustering or classification is a very fundamental task that may occur almost everywhere for the purpose of grouping. Optimal clustering is an example of very complicated combinatorial optimization problem and it is hard to develop a generally applicable optimal algorithm. In this paper we propose a general-purpose algorithm for the optimal clustering based on SA(simulated annealing). Among various iterative global optimization techniques imitating natural phenomena that have been proposed and utilized successfully for various combinatorial optimization problem, simulated annealing has its superiority because of its convergence property and simplicity. We first present a version of accelerated simulated annealing(ASA) and then we apply ASA to develop an efficient clustering algorithm. Application examples are also given.

As organizations have come to be more complex and diverse, management has come to spend an increasing proportion of its time and efforts in handling organization conflict. Moreover, organizational conflict problems are often not recognized until the balance of interests is destroyed or a radical organizational change such as BPR takes place. Once an organizational conflict arises, however, it reduces corporate synergy seriously, leading to organizational ineffectiveness. Therefore, it is important to identify the cause of organizational conflict in advance and resolve it based on the proper diagnosis as early as possible lest it should undermine the organizational effectiveness. We propose a method that facilitates diagnosing potential organizational conflict and determining appropriate strategy to the conflict, based on the analysis of cognitive maps. To support the application of the method in the real world context, a computerized tool is introduced. The working procedures of the method and the features of the tool are illustrated with their application to the real case of the cable TV home shopping company.

One of organization's generic functions is the interpretation of events to carry out decision-making activities. In intelligent Data Interpretation System(IDIS), Interpreting is computationally modeled as classification of new data into categories having similar features. We define the Extensional Object Model(ExOM) as a formalism for IDIS. In ExOM, objects and categories are loosely coupled to provide flexibility for both object description and category definition in data gathering and interpretation process. Objects are classified inductively based on exemplars of categories as well as deductively based on category structures.

Truck dispatching is one of the most commonly occurring problems of transprot management. We developed an interactive decision support system named IDSSTD, for the truck dispatching problem where two conflicting objectives are treated and travel speed varies depending on the passing areas and time of day. The IDSSTD aids the decision-making process by allowing the user to interact directly with the database, to direct data to a decision model, and to portray results in a convenient form. The IDSSTD is consisted of two major interactive phases. The pre-scheduling interactive phase is to reduce the complexity of a given problem before applying the BC-saving heuristic algorithm and the post-scheduling interactive phase is to improve practically the algorithmic solution. The IDSSTD has the capabilities of its own manipulation(analysis and recommendation) and diverse graphic features in order to facilitate a user's interaction.

The process of implementing risk management systems for the organizations in financial service industry can be viewed as a diffusion of innovation since the introduction of the risk management systems changes the decision making process on risks faced by the organizations. The purpose of the reported research is to examine the factors that affect the successful implementation of ALM(asset & liability management) systems, the risk management systems managing interest rate risk. Specifically, this paper presents an investigation of three factors from the diffusion of innovation studies; internal factors, external factors, and time. A field survey was conducted for Korean banks that have implemented ALM systems. The results suggest that the perceived uncertainty of market, system supports, and management supports be most significantly related to the successful implementation of the risk management systems. The findings of the current study also suggest a certain amount of time should be passed to diffuse the risk management systems in organizations.

This paper presents a new algorithm for the K Shortest Paths Problem which is developed with a Double Shortest Arborescence and an inward arc breaking method. A Double Shortest Arborescence is made from merging a forward shortest arborescence and a backward one with Dijkstra algorithm. and shows us information about each shorter path to traverse each arc. Then K shorter paths are selected in ascending order of the length of each short path to traverse each arc, and some paths of the K shorter paths need to be replaced with some hidden shorter paths in order to get the optimal paths. And if the cross nodes which have more than 2 inward arcs are found at least three times in K shorter path, the first inward arc of the shorter than the Kth shorter path, the exposed path replaces the Kth shorter path. This procedure is repeated until cross nodes are not found in K shorter paths, and then the K shortest paths problem is solved exactly. This algorithm are computed with complexity o($n^3$) and especially O($n^2$) in the case K=3.

Facing the globalization of world economy, intense market competition, radical change of information technology, firms are obliged to create a new type of organizations characterized by flexibility and adaptability to new and dynamic environments. This paper reviews the theories of complexity in physics briefly and discusses the implications of them on the management of business organizations. It analogizes the core concepts from complexity theories such as cooperative phenomena, self-organization, adaptation, positive feedback, and butterfly effect, and attempts to identify their implications on business management. Particularly, it suggests principles of 'Fractal' management which apply the fractal structure to the business organization.