• Proceedings of the CALSEC Conference
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• 1999.11a
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• pp.75-84
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• 1999

CALS is a strategy to share integrated product data through a set of standards to achieve efficiencies in business and operational mission areas. In this research, we first studied current status for CALS standard and then analyzed the case of US DoD. The results can be summarized as implementing for two major standard in defense CALS system. They are STEP and XML. Our recommendations can be used to set direction for CALS standard implementation and standard selection process.

• Journal of Korea Water Resources Association
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• v.43 no.7
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• pp.609-623
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• 2010

In this paper the feedback loop mechanisms that are inherent in the management of water supply systems were identified based on the system dynamics modeling methodology. As a result, a system dynamics (SD) computer simulation model that can be used to aid efficient management of water supply systems was developed. The developed SD model can be used to predict operating conditions of water supply systems including the effects of pipe maintenance on the entire system. The developed model is consisted of water supply, pipe maintenance and water supply business finance model. The operation and maintenance data from a study water supply system were used to verify the model and to predict the past and future operating conditions of the system. The policy leverage that greatly affects the operating condition was evaluated by the sensitivity analyses for the operational indices due to changes in the exogenous variables. It was found that while the pipe maintenance related exogenous variables had great effects on the leakage and conditions of pipes, they did not have great effects on the major operational indices such as revenue water ratio. It is considered that the social costs due to leaks and pipe breaks and the corresponding mechanism of propagation of the costs must be modeled to better evaluate the effects of pipe maintenance on the operational conditions of water supply systems.

• KSII Transactions on Internet and Information Systems (TIIS)
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• v.8 no.2
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• pp.691-708
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• 2014

This paper formalizes a special type of social networking knowledge, which is called "workflow performer-role affiliation networking knowledge." A workflow model specifies execution sequences of the associated activities and their affiliated relationships with roles, performers, invoked-applications, and relevant data. In Particular, these affiliated relationships exhibit a stream of organizational work-sharing knowledge and utilize business process intelligence to explore resources allotting and planning knowledge concealed in the corresponding workflow model. In this paper, we particularly focus on the performer-role affiliation relationships and their implications as organizational and business process intelligence in workflow-driven organizations. We elaborate a series of theoretical formalisms and practical implementation for modeling, discovering, and visualizing workflow performer-role affiliation networking knowledge, and practical details as workflow performer-role affiliation knowledge representation, discovery, and visualization techniques. These theoretical concepts and practical algorithms are based upon information control net methodology for formally describing workflow models, and the affiliated knowledge eventually represents the various degrees of involvements and participations between a group of performers and a group of roles in a corresponding workflow model. Finally, we summarily describe the implications of the proposed affiliation networking knowledge as business process intelligence, and how worthwhile it is in discovering and visualizing the knowledge in workflow-driven organizations and enterprises that produce massively parallel interactions and large-scaled operational data collections through deploying and enacting massively parallel and large-scale workflow models.

• Journal of Korean Society for Quality Management
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• v.37 no.4
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• pp.61-70
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• 2009

This paper introduces quantitative tools for evaluating the relative efficiency of Career & Counseling Jobs in universities. As tools, it uses Data Envelopment Analysis (DEA) developed by Charnes and Cooper. It finally selects 29 DMUs which are listed on the Ministry Of Education, Science And Technology(http://academyinfo.go.kr). We measures the technical efficiency of each DMU with the use of DEA-CRS, rather then DEA-VRS because DEA-CRS not only compares relative efficiencies but also implicitly considers economies of scale based on the assumption of linearity. We run a linear programming model Frontier Analyst Program for the estimation of the relative efficiencies of each DMU. The model also indicates the precise amount of inefficiencies for each input, which mean how much inputs are wasted for a given output and how much the university is inefficiently operated. This analysis helps to give guideline for the organization to construct a futureoriented operational strategy and also to show clear picture of contents of mismanagement for the past. The details of mismanagement are to be identified, analysed and finally corrected.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.6
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• pp.449-456
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• 2020

This study examines the relation between the quality of leader-member relationship and operational performance of processing enterprises employees in Vietnam, while job satisfaction and innovation are as a mediator variable. In depth interviews are first conducted with five managers and professional workers in five processing enterprises to determine the latent variables and build the structured questionnaire with observed variables. A quantitative survey with 438 employees and managers from 300 processing enterprises was carried out. The method of exploratory factor analysis (EFA), Cronbach's alpha analysis, and confirmatory factor analysis (CFA) was used to test the reliability, the convergent nature, and the consistency of the concepts. Structural equation modeling (SEM) is used to test the proposed model. The result shows that job satisfaction, innovation and operational performance have positive effects on the quality of leader-member relationship. The relationship between leaders and members had indirect impact on employee's operational performance via their job satisfaction and innovation, which illustrates a mediator role of job satisfaction and innovation for employees' performance. The findings of this study suggest that managers need to focus on developing relationship with employees to improve their satisfaction, innovation and performance.

• Asia pacific journal of information systems
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• v.30 no.2
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• pp.397-419
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• 2020

Business analytics is a management tool for achieving significant business performance improvements. Many organizations fail to or only partially achieve their business objectives and goals from business analytics. Business analytics adoption is a multi-stage complex activity consisting of evaluation, adoption, and assimilation stages. Several research papers have been published in the field of business analytics, but the research on multi-stage BA adoption is fewer in number. This study contributes to the scant literature on the multi-stage adoption model by identifying the critical themes for evaluation, adoption, and assimilation stages of business analytics. This study uses the thematic content analysis of peer-reviewed published academic papers as a research technique to explore the key themes of business analytics adoption. This study links the critical themes with the popular theoretical foundations: Resource-Based View (RBV), Dynamic Capabilities, Diffusion of Innovations, and Technology-Organizational-Environmental (TOE) framework. The study identifies twelve major factors categorized into three key themes: organizational characteristics, innovation characteristics, and environmental characteristics. The main organizational factors are top management support, organization data environment, centralized analytics structure, perceived cost, employee skills, and data-based decision making culture. The major innovation characteristics are perceived benefits, complexity, and compatibility, and information technology assets. The environmental factors influencing BA adoption stages are competition and industry pressure. A conceptual framework for the multi-stage BA adoption model is proposed in this study. The findings of this study can assist the practicing managers in developing a stage-wise operational strategy for business analytics adoption. Future research can also attempt to validate the conceptual model proposed in this study.

• Korean Management Science Review
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• v.23 no.3
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• pp.209-224
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• 2006

The mobile communication technology would be one of the most appropriate means for achieving process innovation in the actual business area. This article performs a simulation study to examine the effect of introducing a mobile technology to the after-sales service and its logistics process. The performances of the two different systems, before and after introducing a mobile technology, are examined based on operational cost, operational efficiency, and customer service level using a discrete event simulation. The real-world data, extracted from a leading Korean electronics firm, was collected for this study. The results show that the TO-BE(after) model outperforms the AS-IS(before) model over all the performance indices. And the effects of introducing the mobile technology are more significant on the more tightly controlled inventory policy.

• Journal of Korean Society for Quality Management
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• v.38 no.3
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• pp.463-474
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• 2010

In this study, we evaluate the efficiency of Construction Industry using Data Envelopment Analysis(DEA). Since the Construction Industry has been traditionally operated through competition, it is important to measure the efficiency. In this paper, we empirically analyze the Efficiency of the 50 Korean Construction Industry. In detail, we used the scale of efficiency in order that efficiency cannot be affected by the total technical efficiency of each company and the scale of DMU by applying CCR or BBC model. Also, we analyzed the changes of measurement DEA model score. we adopted the basic DEA, RTS Region and MPSS(Most Productive Scale Size) method which are combined with efficiency measurement model in order to analyze the operational status. Furthermore, by complementing the shortfalls of the scale efficiency value of the DEA Model, RTS Region Model can be recommended to be appropriate in the evaluation of ideal input/output Quantity. In particular, input variables are total assets, construction capacity, the technical staff and output variables are sales volume, operating income. The result of RTS Region and MPSS shows that 9 DMUs of the efficiency frontier in the Construction Industry are analyzed to be relatively efficient DMUs, and 41 DMUs are analyzed to be inefficient DMUs, and finally inefficient DMUs are separated with Region 1 and Region 6.

• Communications for Statistical Applications and Methods
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• v.30 no.1
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• pp.75-94
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• 2023

The growing trend of cyber risk has put forward the importance of cyber risk management. Cyber risk is defined as an accidental or intentional risk related to information and technology assets. Although cyber risk is a subset of operational risk, it is reported to be handled differently from operational risk due to its different features of the loss distribution. In this study, we aim to detect the characteristics of cyber loss and find a suitable model by measuring value at risk (VaR). We use the loss distribution approach (LDA) and the time series model to describe cyber losses of financial and non-financial business sectors, provided in SAS^® OpRisk Global Data. Peaks over threshold (POT) method is also incorporated to improve the risk measurement. For the financial sector, the LDA and GARCH model with POT perform better than those without POT, respectively. The same result is obtained for the non-financial sector, although the differences are not significant. We also build a two-dimensional model reflecting the dependence structure between financial and non-financial sectors through a bivariate copula and check the model adequacy through VaR.

• Asia pacific journal of information systems
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• v.23 no.1
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• pp.87-106
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• 2013

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization's management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dynamic capability and service innovation. Knowledge management capability is the basis of dynamic capability as well. The theoretical and practical implications are discussed further in the conclusion section.