• The KIPS Transactions:PartB
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• v.10B no.2
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• pp.205-212
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• 2003

ThruBook is a collaborative work platform based on ebook documents, supporting synchronized group work sessions. Using this platform, users can participate in a group session based on a same ebook, and share group actions synchronously. In this paper, we consider annotations as all kinds of additional data on ebooks, including bookmarks, memos, and figures. Also, model shared actions such as sharing/navigating these annotations. As a result, we could model all collaborative actions as annotations, and propose a collaborative work model as communicating annotation objects between session participants. This approach implemented in ThruBook platform could easily model shared actions in collaborative systems. The collaborative work platform implemented in ThruBook can be applied to other types of collaborative work systems.

• The Journal of Society for e-Business Studies
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• v.8 no.1
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• pp.15-33
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• 2003

A business process is classified into two processes; the private process which is implemented within an enterprise and the public process which is implemented between enterprises. The public process commonly used for B2B e-business is defined as a collaborative business process. To date, the collaborative business process has been studied in various aspects. We have categorized the research trends into two viewpoints, i.e., EAI(Enterprise Application Integration) and B2Bi (business to business Integration). In this paper, research trends in inter-organizational workflow are analyzed from the EAI point of view, and research trends in message-based business process and transactions from the B2Bi point of view.

• International Journal of Contents
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• v.5 no.3
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• pp.79-85
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• 2009

Emergent requests or urgent information among enterprises require their intimate collaboration in B2B EC (electronic commerce). This paper analyzes the needs of intimate cooperation of distributed EC systems in terms of business contracts and presents an active rule-based methodology of close cooperation among EC systems and an active rule component to support it. Since the rule component provides high level rule patterns and event-based immediate processing, system administrators and programmers can easily program and maintain intimate cooperation of distributed EC systems independently to the application logic. The proposed active rule component facilitates HTTP protocol. Its prototype is implemented in B2B EC environment and evaluated using basic trigger facility of a commercial DBMS.

• Journal of Information Technology Applications and Management
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• v.15 no.4
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• pp.159-188
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• 2008

This study suggests strategies which can enable to creation of new opportunities of competitive advantages while operating a long lasting and consistent business with major trading partners, based on interorganizational information systems (IOISs) specially established and installed for interorganizational transactions. Nowadays, IOISs based mechanism having been widely expanded as a conventional business infrastructure for the interorganizational transactions and/or exchanges, it is customary difficult to obtain any strongly sound advantage over the competitors who have adopted even the simplest deployment of the IOIS mechanisms. In this connection, this study intends to investigate the interorganizational collaborative activities conducted by under the auspicious of IOISs, focused on the prospect of the exploitation of IOISs rather than the implementation of the IOISs. In this study, we, firstly, suggest the concept of Electronic Collaboration which can be defined by the collaborative activities conducted by IOISs, compared to the ones conducted on off-line. In addition, we suggest the Electronic Collaboration as a multi-dimensional concept, constituted by three sub-constructs, the Electronic Information Sharing (EIS), the Electronic Joint Activity (EJA), and the construction of the Electronic Relational Knowledge Store (ERKS). Secondly, we empirically verify the effects of relational and environmental determinants on the Electronic Collaboration. In this study, the relational determinants relate to the variables created in interorganizational relationship like Trust, Influence, Relational Specific Asset-asset invested for the transaction-, and Continuity of the relationship. On the other hand, the environmental determinants relate to the variables surrounding the relationship which are difficult to control. We consider Product Complexity, Technological Uncertainty, and Market Variability as the domain of the environmental determinants. To test our hypotheses, we conducted both paper-based survey and online-based survey. After refining the data with missing responses, a total of 150 data was used for analysis. The results were as follows : Firstly, it is statistically significant that the Electronic Collaboration is composed of EIS, EJA, and ERKS. In particular, the results imply that the firms are able to accumulate relational knowledge base as well as to exchange information or knowledge, and to conduct joint activities through effort to further expand the Electronic Collaboration. Secondly, we have verified the individual effects of the relational and the environmental determinants on the Electronic Collaboration. Product Complexity has been revealed as the most influential variable affecting the Electronic Collaboration. Next, Interorganizational Trust and Technological Uncertainty, in that order, have been seen to have significant effects on the Electronic Collaboration. In other words, when products or services seem to be difficult to standardize, and the core technologies seem to rapidly change, the need for the Electronic Collaboration increase. In addition, the observation dictates that the interorganizational trust turns out to be a critical variable in building a relationship and in seeking further collaboration. The results, further, illustrate that the environmental determinants are relatively more effective than the relational determinants, which is not consistent with a few prior researches relational determinants emphasized. It is because this study doesn't consider the size of the firm. A few researchers have given an emphasis on the relational determinants like trust and influence, especially from the perspective of small firms in interorganizational relationship. However, in our study, where all the sizes of the firms are contained, electronic collaboration is considerably affected by the environmental determinants.

• Journal of Internet Computing and Services
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• v.14 no.6
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• pp.95-105
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• 2013

Recently, SME's Collaboration activities have become one of a vital factor for sustaining competitive edge. This is because of the rapidly changing and competitive market environment, and also to leverage performance by overcoming obstacles of having limited internal resources. Discussing about the effects and relationships of the firm's collaboration activities and its outputs are not new. However, as ICT and various technologies have been diffused into the traditional industries, boundaries and practice capabilities within the industries are becoming ambiguous. Thus contents of the products/services and their development methods are also go and come over the industries. Although many researchers suggested the relations of SME's collaboration activities and innovation performances, most of the previous literatures are focusing on broad perspectives of firm's environmental factors rather than considering various SME's idiosyncrasy factors such as their major product and customer types at once. Therefore, the purpose of this paper is to analyze how SME(Small Medium Enterprise)'s external collaboration activities by their idiosyncrasy act as an input to types of innovation performance. In order to analyze collaboration effects in detail, we defined factors that can represent the SME's business environment - Perceived importance of using external resources, Perceived importance of external partnership, Collaboration and Collaboration levels of Major Product types, Customer types and lastly the Firm Sizes. We have also specifically divided the performance of innovation types as product innovation and process innovation based on existing research. In this study, the empirical analysis is based on Probit Regression Model to observe the correlations with the impact of each SME's business environment and their activities. For the empirical data, 497 samples were collected which, this sample data was extracted from the 'Korean Open Innovation Survey' performed by ETRI(Korean Electronics Telecommunications Research Institute) in 2010. As a result, empirical test results indicated that the impact of collaboration varies depend on the innovation types (Product and Process Innovation). The Impact of the collaboration level for the product innovation tend to be more effective when SMEs are developing for a final product, targeting on for individual customers (B2C). But on the other hand, the analysis result of the Process innovation tend to be higher than the product innovation, when SMEs are developing raw materials for their partners or to other firms targeting on for manufacturing industries(B2B). Also perceived importance of using external resources has effected to both product and process innovation performance. But Perceived importance of external partnership was statistically insignificant. Interesting finding was that the service product has negative effects on for the process innovation performance. And Relationship between size of the firms and their external collaboration activities with their performance of the innovations indicated that the bigger firms(over 100 of employees) tend to have better for both product and process innovations. Finally, implications of the results can be suggested as performance of innovation can be varied depends on firm's unique business idiosyncrasy as well as levels of external collaboration activities. The Implication of this research can be considered for firms in selecting an appropriate strategy as well as for policy makers.

• Korean System Dynamics Review
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• v.5 no.1
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• pp.99-110
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• 2004

Building trust assurance particularly in case of commercial practices in cyber space without physical contact is a very complex task to tackle. Several factors are interrelated in not necessarily technical but also societal dimensions over the entire process of e-commerce firm ex-ante through ex-post transactions. This paper attempts first to brief the substance of e-trust and examine the natuure of its complexity by using system dynamics simulation technique, followed by its current address and the future directions to move. A framework of 3 x 3 matrixes is deviaed and the key issues of e-trust are mapped into cross-cells of the table. The paper also includes some possible suggestions on the matter of trust assurance especially for B2C and B2B in policy wise and organizational perspective from the context of international collaboration.

• Knowledge Management Research
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• v.21 no.3
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• pp.1-25
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• 2020

This study analyzed key success factors of Korean car-sharing enterprises, Socar and Greencar, and the responsive strategies of Korean car-manufacturing company, Hyundai Motor Group, in the face of emerging sharing economy under the specific economic and regulatory system in Korea. The outcomes of the analysis are as follows. 'Timely market entry' in early startup phase and 'use of external resources' in early growth phase were key success factors common to both Socar and Greencar. However, the differences in the eventual business directions of the two companies also resulted in different key success factors in the expansion phase of their business. For Socar which focused on maintaining its independence and the external growth of B2C business, customer relation marketing and sufficient capital raising were key success factors. For Greencar which became a part of a business group and focused on improving the efficiency of business operations, timely market entry (B2B market) was key success factor. The use of external resources and cooperation with large corporations emerged as key success factors common to both companies in the rapid growth phase. The responsive strategies of the Hyundai Motor Group were collaboration, investment and direct management of DeliveryCar. The short-term goal of the responsive strategy was the operation of test-bed in collaboration with car-sharing company while the mid/long term goal was planning new mobility services by utilizing collected data. Securing opportunities for early market dominance for autonomous car industry was also found to be an important goal.

• Journal of Distribution Science
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• v.12 no.12
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• pp.83-92
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• 2014

Purpose - A business ecosystem refers to mutually dependent systems interconnected by a loose foundation of various ecosystem members such as customers, suppliers, partners, and other stakeholders. The ecosystem-based strategy attempts to achieve competitive advantage for firms by enriching a business ecosystem or building a sustainable business ecosystem through the collaboration and co-evolution of its members. A sustainable business ecosystem is a source of competitiveness for firms anda manageable resource for gaining a competitive advantage. Customers represent the core membership of the business ecosystem and play a pivotal role in building a sustainable business ecosystem. This study examines the effects of customer participation on economic and social value in the business ecosystem and suggests a course of action for building a sustainable business ecosystem. Research design, data, and methodology - Two business cases of South Korea are selected from two different business types: business-to-business (B2B) and business-to-customer (B2C) firms. Business ecosystems for B2B and B2C firms reflect contrasting characteristics. Data was collected from in-depth interviews with four representatives of four firms. Results - The study suggested seven propositions for the relationships between customer participation and a sustainable business ecosystem through multiple case studies based on in-depth interviews. The results reveal the following four strategic actions for building sustainable business ecosystems based on the suggested propositions: alignment, systemization, socialization, and co-evolution. Alignment refers to achieving a harmonic balance or virtuous circle among the firm's mission, investment, and value creation. Systemization refers to building and implementing management and infrastructure systems rooted in the corporate culture. Socialization of customers in the business ecosystem reinforces the harmony or virtuous cycle. Finally, co-evolution is associated with the relationship between firms and customers as buyer firms in a restricted business ecosystem. Conclusions - This study considers multiple cases for the execution of a sustainable business ecosystem in collaboration with customers and suggests seven propositions and four strategic actions. The results are based on qualitative data from interviews with business associates from two firms in an open business ecosystem and two firms in a restricted business ecosystem, both in South Korea. Our research results regarding two contrasting business ecosystems shed light on business issues and policy making in Asian business environments, which are in the transition stages from a traditional conglomerate-driven to an inclusive growth-driven economy. The business ecosystem itself should be considered a manageable resource for firms' competitive positions in the market. A customer is a member of the business ecosystem and should thus be viewed not only as a purchasing entity and an object of relationship management but also as a co-creator of value. Therefore, firms should collaborate with customers to build sustainable business ecosystems. For this, firms must create social value, which cannot be created by customers alone, within the business ecosystem. Then, customers participate in a business ecosystem and build it to be favorable to them. Implications for academics and practitioners were suggested.

• Proceedings of the CALSEC Conference
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• 2003.09a
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• pp.54-59
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• 2003

The information sharing is essential to make collaboration by participants in the collaboration environment. The sharing of the information is necessary to reduce time-to-market of new Product. In this paper, V2-model is proposed far supporting the sharing of the information on product development. V2-model supports collaborative product development in design and supply chain. Through viewpoints, V2-model supports 1) two-level structure that consist of private level and public level ,2) level-up process and 3) product development process. The public level information supports to share the product information on collaborative supply chain and design. The viewpoints in V2-model are divided into public viewpoints that point to the public level information and private viewpoints that point to the private level information. Private viewpoints are transformed into public viewpoints. The extended Topic Map has B-Topic, S-Topic and View for representing V2-model in this paper. The level-up process of V2-model is implemented through the merging of S-Topics. V2-model is implemented with washing machine model using extended Topic Maps. In this model, the public viewpoints and private viewpoints are represented and the level-up process, which transforms private viewpoints into public viewpoints, is implemented.

• Proceedings of the Korea Information Processing Society Conference
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• 2002.04b
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• pp.1093-1096
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• 2002

기업간 비즈니스 거래를 하기 위해서는 B2B(Business to Business)기업이 지원하는 업무 프로세스에 관한 정보와 업무 정보 교환을 위해 기업의 기술적인 사항을 정의하고 거래 기업간에 비즈니스 거래를 위하여 거래 파트너간 합의된 상호작용을 정의한 문서가 필요하다. 이러한 문서를 XML 기반의 개방형 전자상거래 프레임 워크인 ebXML(electronic business XML)에서는 기업의 비즈니스 협업능력을 정의한 전자를 협업 프로토콜 프로파일(Collaboration-Protocol Profile:CPP)이라 하고 거래 기업간에 비즈니스 협업 상호작용을 정의한 후자를 협업 프로토콜 약정서(Collaboration-Protocol Agreement:CPA)라고 한다. 본 논문에서는 ebXML에서 거래 기업간 상호 운용성을 증대시키는 CPP문서를 효율적으로 저작 할 수 있는 생성기와 거래 기업들의 CPP 문서들을 기본으로 상호 협업을 정의한 CPA 문서를 저작 할 수 있는 Composer 시스템을 설계 및 구현하였다.