• Information Systems Review
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• v.9 no.3
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• pp.45-65
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• 2007

As digital economy era and knowledge society advent, division of the industry has been indistinctive and complex. This change of business environment has leaded todifficulty in operations of firms consisted of continuous decision making. To develop effective SDSS needs systematic strategic decision making process, efficient problem solving techniques, information of good quality, efficiently information system, and analysis ability of problem solver. This research develop SDSS framework combined strategic decision making process with various problem solving techniques for designing SDSS. Finally, this paper developed the technique recommendation system by selected the criterions of technique assortment.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2001.10a
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• pp.97-100
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• 2001

제조 기업의 가치사슬 최적화를 위한 전략적, 운영상 의사결정 문제는 수리적 모델을 이용한 DSS의 효과적인 활용을 통하여 해결 될 수 있다. 의사결정 프로세스는 필연적으로 공급사슬의 여러 성과 목표와 관련 조직간의 Trade-off 및 연계관계(Interaction)가 고려되므로 복수의 DSS 활용이 필요하게 된다. 이와 관련하여 본 논문에서는 공급 사슬 전체의 최적화를 위한 다수의 전략적 목표 및 의사결정 프로세스, 연계된 수리적 모델들을 정의하고, 관련 조직 및 성과 지표 별 부분적 최적화(Local Optimality)를 지양하고 전체최적화 (Global Optimality)를 달성하기 위한 DSS Logic을 철강산업 프로세스를 대상으로 수리적 모델들의 분할(Decomposition) 및 통합개념을 통하여 제시하였다.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.10a
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• pp.494-497
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• 2004

지금까지 국가연구개발사업은 체계적인 기술 확보전략이 없었다. 본 연구는 국가연구개발 사업도 기술확보 전략이 있어야 한다고 주장하면서, 국가연구개발사업에 적용할 수 있는 기술확보 의사결정프로세스를 제안한다. 국가연구개발사업은 자체개발(insourcing)과 해외위탁/용역, 라이센스, 공동연구의 외부기술(out-sourcing)으로 유형을 구분하였으며, 이에 적합한 기술확보 유형결정을 위한 다단계 의사 결정프로세스를 제시한다.

• Proceedings of the Korea Society for Industrial Systems Conference
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• 2008.10b
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• pp.589-594
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• 2008

정보기술과 지식 사회의 발달로 인해 기업의 다양한 업무 프로세스를 대행해주는 비즈니스 프로세스 아웃소싱(Business Process Outsorucing: BPO)이 대표적 아웃소싱 형태로 자리잡아가고 있다. BPO의 수용에 대한 의사결정은 전략적 관점에서 매우 신중하게 이루어져야 함에도 불구하고, 국내 기업을 대상으로 한 BPO의 채택과 확산에 관한 실증적 연구는 거의 찾아보기 어려운 실정이다. 따라서 본 연구는 국내 기업의 BPO 수용 의사결정에 영향을 미치는 주요 요인들을 추출하고, 이러한 요인들이 수용의도에 어떠한 영향을 미치는지를 검증한다. 이를 위해 BPO 수용 관련 위험요인과 혜택요인을 추출하고, 이들 요인이 신뢰를 매개하여 수용의도에 미치는 영향 관계를 실증적으로 탐색해 향후 BPO연구를 위한 명제와 모델을 제시한다. 실무적으로는 BPO 수용요인에 관한 검토를 통하여 향후 BPO 추진 기업을 위한 성공적 추진 전략을 제시한다.

• Proceedings of the Safety Management and Science Conference
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• 2000.05a
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• pp.381-391
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• 2000

우리는 어떠한 문제이든지 인간들이 구성하고 있는 모든 조직 및 정책전략에 있어서 크고 작은 의사결정들에 의해서 움직여진다고 할 수 있다. 불확실한 상황에서의 의사결정이 필요한 경우는 무수히 많지만, 분야별로 분류해서 의사결정을 지원한다 해도 정확한 결과를 예측하고 시행할 수 있는 표준안은 완벽하게 준비되 있다고 말할 수 없다. 단지 완벽에 가까운 의사결정방법론을 제시하고, 의사결정을 할 뿐이다. 본 연구논문에서는 정보기술 관련 벤처 사업의 전략적 대안들을 어떻게 하면 가장 최적으로 추출하고, 분석해서 그 대안들을 위해 어떻게 준비할 것인가에 대한 지원프로세스를 중요 관점으로 해서 불확실한 상황에서의 직면한 문제에 대한 해결책을 제시하고자 한다.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.2
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• pp.115-123
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• 2018

This study is empirically intended to put forward the modeling and process improvement measures for the SCM capability in small venture firms. The findings are summarized as follows. There were strategic alliance, technological development and centralization in the modeling of strategic planning for supply chain, not the least of which is strategic alliance, followed by centralization and technological development. There were routing scheduling, network integration and third party logistics outsourcing in decision making, not the least of which was network integration. There were customer service management, productivity management and quality management in management control, not the least of which was quality management. And there were order management choice, pricing demand, shipment delivery and customer management in transaction support system, not the least of which was order management choice. As for the above-mentioned findings, to maximize the SCM capability and operate the optimized process in small venture firms, the existing strategic alliances can optimize the quality management and stabilize the transaction support system through the network sharing and integration from the perspective of relevant organizational members' capability and process improvement. And the strategic linkage between firms can maximize the integrated capability of information system beyond the simple exchange relation between electronic data, achieving a differentiated competitive advantage. Consequently, the systematization and centralization for the maximization of SCM capability, including the infrastructure construction based on the system compatibility and reliability for information integration, should be preceded before the modeling of the integrated capability for optimum supply chain and the best process management in the smart era.

• 한국IT서비스학회:학술대회논문집
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• 2003.05a
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• pp.171-179
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• 2003

기업들은 IT 아웃소싱을 통하여 급속한 IT의 변화에 대하여 신속히 적응하고, IT 구축 및 운영 비용을 효율적으로 절감하고 있으며, 특히 IT의 전략적 가치가 주요해짐에 따라 아웃소싱을 통하여 서비스 품질을 향상시키고, 핵심역량에 집중하고자 노력하고 있다. 공기업에서도 최근의 정부의 민간위탁에 대한 적극적인 제도 지원에 의해 IT 아웃소싱이 활성화되고 있으나, 이에 따른 의사결정을 위해서는 민간 부문과는 다른 요인들이 고려되어야 한다. 지금까지 많은 연구가 주로 위험요인, 조직요인, 도입목적 등의 단편적인 요인들을 제시하는 수준이었기 때문에 실질적인 의사 결정에 있어서는 활용성이 부족하므로, 본 연구에서는 실질적인 의사결정을 지원할수 있도록, 기존 연구들을 바탕으로 IT 아웃소싱 의사 결정의 전범위에 걸친 체계적인 의사결정 모형을 제시하고, 각 의사결정단계에서 우선적으로 고려해야 하는 요인들을 구체적으로 나타내고자, IT 아웃소싱의 의사결정 영역을 네가지로 분류하고, 고려해야 할 55개의 요인들을 문헌연구들을 통하여 도출하였다. 그리고, 11명의 전문가 집단을 구성하여 각 의사결정 영역별로 주요한 요인들을 도출하였다. 또한, 공기업 M사 사례를 통하여 IT 아웃소싱 의사결정 프로세스의 실례를 보여줌으로써 향후 활용방안을 제시하고 있다.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.1
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• pp.15-23
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• 2014

A Case Study on Venture and Small-Business Executives' Use of Strategic Intuition in the Decision Making Process This paper is a case study on how Venture and Small-Business Executives managers can take advantage of their intuitions in situations where the business environment is increasingly uncertain, a novel situation occurs without any data to reflect on, when rational decision-making is not possible, and when the business environment changes. The case study is based on a literature review, in-depth interviews with 16 business managers, and an analysis of Klein, G's (1998) "Generic Mental Simulation Model." The "intuition" discussed in this analysis is classified into two types of intuition: the Expert Intuition which is based on one's own experiences, and Strategic Intuition which is based on the experience of others. Case study strategic management intuition and intuition, the experts were utilized differently. Features of professional intuition to work quickly without any effort by, while the strategic intuition, is time-consuming. Another feature that has already occurred, one expert intuition in decision-making about the widely used strategic intuition was used a lot in future decision-making. The case study results revealed that managers were using expert intuition and strategic intuition differentially. More specifically, Expert Intuition was activated effortlessly, while strategic intuition required more time. Also, expert intuition was used mainly for making judgments about events that have already happened, while strategic intuition was used more often for judgments regarding events in the future. The process of strategic intuition involved (1) Strategic concerns, (2) the discovery of medium, (3) Primary mental simulation, (4) The offsetting of key parameters, (5) secondary mental simulation, and (6) the decision making process. These steps were used to develop the "Strategic Intuition Decision-making Model" for Venture and Small-Business Executives. The case study results further showed that firstly, the success of decision-making was determined in the "secondary mental simulation' stage, and secondly, that more difficulty in management was encountered when expert intuition was used more than strategic intuition and lastly strategic intuition is possible to be educated.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.6
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• pp.119-130
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• 2019

Although a well-established line of research has addressed the funding decision, the activities of investee startups to receive funding have been overlooked because prior research has been conduced from investor's point of view. In addition, funding does not result from one off decisions but from decision process with many stages. Moreover, the emphasis placed on specific investment criteria varies by different stages during the process. Therefore, understanding the initial funding of startups requires to analyze the strategic behaviors of startups throughout the entire funding decision process from first meeting with investors to funding success. This study investigates the initial funding process of startups, and the analysis is based on a case study of LetinAR one of the successful startups founded by students in South Korea. This study investigates how early start-ups were able to receive funding from startup's point of view, and the analysis is based on a case study of LetinAR, an augmented reality(AR) startup using Pin mirror technology. By adding "legitimacy building" stage that had not been addressed previously, we divided funding process into four stages: 1) legitimacy building, 2) familiarization, 3) screening, and 4) bargaining phase. We did not only analyze major criteria, but also strategic activities of startup at each stage. This study makes a contribution by helping us understand complicated process of funding and the successful strategic behavior of investor backed startups.

• Journal of Information Technology and Architecture
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• v.9 no.3
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• pp.303-321
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• 2012

Scenarios are an effective tool for supporting a company to be successful in its increasingly complex, changing business environment. They are especialy effective in dealing with uncertainties. This paper show how business managers or supervisors can develop scenario-based business strategies. This is explained by the case study of MVNO (Mobile Virtual Network Operator) in Korean mobile service market. In addition, we discuss on theoretical background of scenario- based management and describe the integration of scenarios into process of strategic management. This includes specific methodological approaches to identify the key factors and logics for scenario building, to develop new strategies.