• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• 2002.05a
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• pp.452-455
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• 2002

In terms of B2B, business partners require works that define their ability to operate business collaboration. The document outlining collaboration is the basis of improving the system of business partner and its interoperability. In addition, the definition of business interaction that is bastd on the documents demonstrating inter-cooperation of business companies is needed to function interoperability properly, and business trading is performed depending on the documents that define reciprocal action of collaboration. In ebXML, CPP(Collaboration-Protocol Profile) defines one business parter's technical capabilities to engage in electronic business collaborations with other partners by exchanging electronic messages. A CPA(Collaboration-Protocol Agreement) documents the technical agreement between two partners to engage in electronic business collaboration. In this paper, 1 draw up a plan for a system that deals with business collaboration document to ameliorate the interoperability of B2B companies.

• Korean Journal of Computational Design and Engineering
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• v.16 no.6
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• pp.414-423
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• 2011

The collaboration hub has been developed since 2004 as an online collaboration space, which supports the various collaborative works amongst small and medium enterprises using information sharing, collaboration project management, and project history management. Because of the change of manufacturing environment and rapid development of information technologies, it should be evolved from the existing version called Collaboration Hub 1.0. Recently, a lot of manufacturing enterprises know the importance of business process management(BPM) and start to introduce BPM systems. Our research group has developed the new version of Collaboration Hub 1.0 called Collaboration Hub 2.0 which contains the BPM concept, the consistent product data management, and the specialized functions overcoming the various variation of manufacturing. This study scrutinizes the meaning and role of the Collaboration Hub 2.0 and introduces an application study of it to the value chain of automobile module development consisted of a leading company and subcontractors. The case study covers the definition, execution and monitoring of collaboration process, the specialized functions overcoming the manufacturing variation and the key performance index of collaboration business.

• Journal of Korea Multimedia Society
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• v.6 no.5
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• pp.928-936
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• 2003

In terms of B2B, business partners require works that define 1h13ir ability to operate business collaboration. The document outlining collaboration is the basis of improving the system of business partner and its interoperability. In addition, the definition of business interaction that is based on the documents demonstrating inter-cooperation of business companies is needed to function interoperability properly, and business trading is performed depending on the documents that define reciprocal action of collaboration. In ebXML, CPP(Collaboration-Protocol Profile) defines one business partner's technical capabilities to engage in electronic business collaborations with other partners by exchanging electronic messages. A CPA(Collaboration-Protocol Agreement) documents the technical agreement between two partners to engage in electronic business collaboration. In this paper, I draw up a plan for a composer system that deals with business collaboration document to ameliorate the interoperability of B2B companies.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.589-592
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• 2007

While it is these days, and is increased importance as opposed to design management in managing a construction business necessity as opposed to collaboration business design management between collaboration business business company is regarded as important. An object was put in deriving a flow of a design process about the design management business and a grasp, management element as opposed to management by reason of the first, building design business ability improvement by a study of a book hereby, and an alternative plan of collaboration business design management for use in design optimization of difficulty of a disagreement, workshop modification city design information chase between books by lack of collaboration business between things of each minimization, company was shown with, air in a base in problems grasp as opposed to a collaboration business design by the second" work-site operations and a design process management element. Therefore, this thesis is going to show expected effect of a project about collaboration business design management through systematic practical use about a collaboration business design.

• Journal of Korea Society of Digital Industry and Information Management
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• v.10 no.2
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• pp.203-211
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• 2014

In recent highly competitive business environment, collaboration has become one of the important business strategies for companies to survive and/or prosper. There are many different types of collaboration strategies, and it is crucial for companies to select the right ones according to the types of collaboration they require. To select the right type of collaboration options for business, in the past research, there have been two important criteria to classify collaboration types, namely governance (who makes key decisions - one kingpin participant or all players?) and membership (can anyone participate, or just select players?). In this research, we add a new classification criterion, recognition of collaboration purpose, which means whether collaborators know or do not know the purpose of collaboration in advance. Recently, we see many cases in which social media data are used in many unknown purposes a priori. In this research, we add such cases to develop new classification model.

• Journal of Korean Institute of Industrial Engineers
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• v.31 no.2
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• pp.152-163
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• 2005

The focus of enterprise collaboration of supply chain management, has changed from integrating and exchanging business information to integrating and managing business processes between business partners. However, the collaboration is difficult due to the inherent complexity such as diverse business processes and dynamic business environments. To settle these problems, a reference model based enterprise architecture framework for the collaboration of supply chains is proposed in this paper. The supply chain collaboration framework is composed of three reference models capturing the different views of supply chain collaboration: supply process reference model, service component reference model, and technology and standard reference model. As the framework adapts the OMG's metadata architecture, the processes in the supply chain can be extended and integrated with other value chains, such as design chains, when it is necessary. Using the proposed framework, business managers can rapidly integrate and manage their business processes with their suppliers and customers.

• Proceedings of the Korea Society for Simulation Conference
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• 2001.05a
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• pp.163-163
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• 2001

The primary research questions in this paper are why and how competing firms collaborate, not compete, in the virtual marketplace, e.g., B2B marketplace in the Internet environment. In order to answer the questions, we take on a system dynamics simulation approach: we consider two broad e-collaboration strategies: · Exclusive e-business strategy If the firm adopts this strategy, it allocates all of its resources (available for e-business development) to its own e-business capability building only. · Collaborative e-business strategy When the firm adopts a collaborative e-business strategy, it invests not only in its own, but also the industrys e-business capability building. From the system dynamics simulation results, we conclude that e-collaboration pays off in the long run: although it is hard to tell whether the collaborative strategy is better than the exclusive one during the initial period, it is unambiguous that the collaborative e-business strategy Performs much better in the long run. We infer that such collaboration could occur when the firms realize that they benefit from the expansion of the market demand due to their collaboration. That is, in order for such collaboration between competing firms to be sustainable, such collaboration should create more demand in the market so that each company could earn more profit even if it gets less in terms of market share.

• Journal of Information Technology Services
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• v.12 no.2
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• pp.153-170
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• 2013

As global competition of enterprises heats up recently, there is a growing the need to introduce business knowledge platform. Many enterprises work with other partners in a variety of situations and collaboration has emerged as new competitiveness of them. Collaboration improves the performance of members, and besides it has an important bearing on innovation, result, and increased productivity of enterprise. Lots of businesses, locally and abroad, extend the environment of collaboration and try to share business contents efficiently. In addition, they look into ways of invigorating collaboration by providing community tools. Corporations and Governments around the world are pushing smart work to respond effectively to this paradigm change. Smart work provides many types of collaboration and raises the productivity. Various infrastructures should be constructed for activating smart work. Most of all, core technology is to be developed. Virtual Cluster is the space of collaboration corresponding to change in business paradigm. In overseas policy of Virtual Cluster has been already enforced as an alternative to geographical cluster. The establishment and development of collaboration platform through Virtual Cluster can contribute to business competitiveness by smart work.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.1
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• pp.279-290
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• 2020

Informal networks between individuals are widely seen as important in East Asian business systems. However, while the performance implications of guanxi in China have been extensively studied, much less is known on how informal networks may influence business outcomes in other East Asian countries. We examine informal networks in inter-organizational research collaborations in South Korea by studying the role of pre-existing social ties and relational orientation in new product development (NPD) collaborations and university-industry research (UIR) collaborations. We conduct an interview-based, in-depth case analysis of five NPD collaborations and five UIR collaborations. Pre-existing social ties and relational orientation are prevalent in both types of research collaborations. However, they have different consequences for collaboration outcomes. Pre-existing social ties strongly vary in their types and strength, and negatively affect collaboration outcomes unless they result in the selection of competent and motivated partners. Relational orientation manifests itself in a task-related and social exchange between collaboration partners, which contributes to outcomes such as knowledge acquisition and business performance. Korean collaboration managers should rely only on pre-existing social ties that are well-aligned with task-related requirements when initiating and conducting research collaborations. However, the creation of strong relationships between collaboration team members of partnering organizations should be encouraged.

• The Korean Journal of Franchise Management
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• v.13 no.1
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• pp.1-17
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• 2022

Purpose: In this study we aim to identify factors affecting successful inter-firm collaboration. We tried to find out whether government subsidies to small-business owners should be made to experienced and competent cooperatives or to cooperatives with potential even if inexperienced. Research design, data and methodology: Using analytic hierarchy process (AHP), we examine if evaluation criteria for the Small Business Collaboration Grant (SBCG) reflect the potential of successful collaboration of applicant cooperatives. Results: We found that experts tend to think that applicant cooperatives without any experience as a recipient for the SBSG need to be evaluated by their growth potential and their preparation of the application rather than by their business performance or achievement history. The weight of the evaluation must be different between the growth potential and the achievements already achieved. By means of an expert survey, we confirmed that Rookies should weigh evaluation indicators that can reflect their growth potential, and experienced groups should give weight to evaluation indicators that can reflect their achievements. Conclusions: For SBCG applicants with experiences, experts tend to weigh more on SBCG business performances and feasible sharing systems. The screening procedure for the first applicant cooperatives need to focus more on "partner selection" stage, whereas elements related to "realization" apply to experienced applicant cooperatives.