• The KIPS Transactions:PartD
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• v.13D no.4 s.107
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• pp.565-572
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• 2006

Product Line Engineering (PLE) is an effective reuse methodology where common features among members are captured into core assets and applications are developed by reusing the core assets, reducing development cost while increasing productivity. To maximize benefits in developing systems, business case analysis for PLE is essential. If the scope for core assets is excessively broad, it will result in high cost of asset development while lowering reusability. On the other hand, if the scope is too narrow, it will result in a limited applicability which only support a small number of members in the domain. In this paper, we propose a process for business case analysis for PLE and for deciding economical analysis of core asset scope. Then, we define guidelines for each activity of the process. Since variability often occurs in PLE, we significantly treat the variability of features among members in detailed level. By applying our framework for business case analysis, one can develop core assets of which scope provide the most economical value with applying PLE.

• Journal of the Korean Operations Research and Management Science Society
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• v.32 no.3
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• pp.97-114
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• 2007

IT outsourcing providers has been expanded from a single functional system to the entire IT service to gain sustainable competitiveness. This new trend of IT outsourcing need outsourcing management capability based on a firm's core capacity. Hiring external IT service providers to manage part or all of its information-related services helps a firm focus on its core business and provides better services to its clients, thus obtaining sustainable competitive advantage. This research investigates the major factors that determine the level of a particular firm's success at IT outsourcing. Based on process innovation and core-competency theories, we identify three significant components of a firm's IT outsourcing management method (ITOMM): level of core-competency-based management, maturity of outsourced tasks, and maturity of outsourcing management. Comprehensive data collection was conducted through an outsourcing association. The survey data were analyzed using a structural analysis method. Maturity of outsourced tasks and maturity of outsourcing management were found to affect project performance directly, while level of core-competency-based management only indirectly impacted project performance through its positive impact on the other two ITOMM components.

• Journal of Fashion Business
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• v.26 no.3
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• pp.98-115
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• 2022

The purpose of study was to analyze the process of accepting by BTS fans. The methodology used in this study was qualitative research using grounded theory and the results of the study follow. As a result of open coding, 47 concepts, 23 subcategories, and 14 categories were derived. In the axis coding stage, the casual conditions were "Recognition of BTS image," "Fascinated by BTS image," "Simple consumption of BTS image," and "Arising and expansion of curiosity about BTS image." The contextual conditions were "Accessibility of BTS image" and "Abundance of BTS image searching paths." The central phenomenon appeared to be "Immersing and studying BTS image." The arbitration conditions were "Capabilities required to reproduce BTS image" and "Motivation for contributing BTS image." The actions/interactions were "Presenting BTS image," "Contribution to the spread of BTS image," and "Involved in forming new BTS image." The result was "Emergence and expansion of new BTS image meaning" and "Strengthening attachment to BTS." Through process analysis, it was found that acceptance of BTS images consisted of five stages: "Recognition of BTS image," "Becoming curious about BTS image," "Searching BTS image," "Intervention of BTS image." and "Reproduction of BTS image." As a result of deriving the core categories through selective coding, the core category was "Forming a bond while participating in the BTS image."

• Asia pacific journal of information systems
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• v.21 no.2
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• pp.59-87
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• 2011

These days, firms are focusing on the improvement of relationships with business partners. The supply chain integrations are taking critical role in improving the relationships with business partners. In accordance with the development of the IT technology, it became possible for firms not only to integrate inner parts of the organization, but also to integrate the company with other organizations in the supply chain. Therefore, in e-Biz environments, it is imperative for firms to strengthen the core capacity through the supply chain, and to precisely determine the components of the determinants of e-Business integration which impact the firm performance. This study analyzed determinants that have impacts on e-business integration in e-business capacity perspectives in competitive environments. This study based on the premise that the resources and capacities that Grant(1991) and Hart(1995) emphasized do not directly influence the corporate performance. This study focused on the fact that corporate must create core competencies based on these capacities to establish competitive edge. Therefore, this study model analyzed to find out which e-Biz competencies are needed to integrate e-Biz according to competitive environment elements. This study designed to empirically analyze the impact of the e-Biz competencies to the e-Biz integration and to the corporate performance. Independent variables of this study-IT management, partner management, e-Biz knowledge, e-Biz establishment and proliferation, process innovation-are selected based on precedent studies on e-Biz competencies. We selected intermediate variables to verify that e-Biz competencies do not have direct impact on the corporate performance, but have impact on the e-Biz integration, which is intermediate effect. That is to verify that if the components of supply chain improve the integration level using e-Biz competencies, the overall supply chain performances will improve. Dependent variables are selected to verify that e-Biz integration has impacts on corporate performances. This study used factor analysis, path analysis, moderating effect analysis as statistical tests. First, we used exploratory factor analysis and confirmatory factor analysis to analyze reliability and validity. Because e-Biz competencies are presented variously by preceding studies, we used SPSS16.0 to verify if survey questionnaire used by theoretical backgrounds is properly composed. Second, we tested the property of structure model by AMOS. We did path analysis using AMOS16.0 to test structure that is composed of e-Biz competencies and e-Biz integration. Last, we tested moderating effects of measure factors. We analyzed 163 domestic companies to find out many significant suggestive points. First, relationship improvement capacity, e-business knowledge sharing capacity with business partners, and process innovation capacity are adopted as determinants of differentiation and competitive edges against competing firms. Second, e-business knowledge sharing capacity, and process innovation capacity are analyzed as the determinants of e-business integration in the firm which demand fluctuation in the market is high. On the other hand, among the determinants that require capturing ideas on new products, and strengthening the technological power, process innovation capacity are adopted as the determinants. These results provide us the foundation that the determinants that we have analyzed can impact the supply chain integration strategies which take into account the competitive environments.

• Journal of Korean Society for Quality Management
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• v.47 no.2
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• pp.295-314
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• 2019

Purpose: This study aims to investigate the factors affecting productivity performance for Korean SMEs of manufacturing which had obtained the certification of Productivity Management System(PMS) that is a Korean assessment program for enhancing maturity of company's management systems. Methods: The proposed model is based on the PMS model. The valid 759 data registered from 2010 to 2018 year was analyzed using SEM analysis for testing hypotheses. Results: The results are as follows. First, Leadership affects the five core sub-system processes positively, but doesn't a significant Business Performance directly. Secondly, HRM, Customer & Market Analysis, and Process Management excluding Productivity Development and Measurement Analysis and Knowledge Management have a significant effect on Business Performance. Lastly, when examining the mediation effect, Process Development, Customer & Market Analysis, and HRM have indirectly effect between Leadership and Business Performance. Conclusion: This study results suggest not only the role of leadership to improve productivity performance of SME, but also which core processes are focused and differentiated.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.12
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• pp.5764-5769
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• 2012

Business relationships can be divided in vertical and horizontal relationships. Vertical relations, such as the relation to suppliers and contractors, are of great importance and often determine a firms success. In general, many scholars produced numerous models of business relationships covering with a wide array of variables. However, models with a focus on vertical relationship did not receive much attention. This paper deals with problems related to vertical relationships and a the business model paying special attention to vertical relationships is developed. Vertical relationships span over a wide range of industries, including industrial electronics and automotive firms. In Chapter 2, the theoretical approach needed to develop a process model to examine the vertical relationships is developed. Chapter 3 features core findings about business relationships. Chapter 4 deals with vertical relationships as developed between the core business process model. Finally, Chapter 5 of the study covers limitations and future research directions.

• Asia-pacific Journal of Multimedia Services Convergent with Art, Humanities, and Sociology
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• v.8 no.12
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• pp.909-918
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• 2018

Sports event is core product of sports business and the scale of sports event business is steadily increasing. For the successful operation of sports events, it is necessary to analyze the stackholder in stage according to the Function Area(FA) in the process of hosting / preparation / operation. This study is a study to define stakeholder by analyzing sports event process of sports events horizontally and vertically. This study consists of three categories : 1) investigation, 2) analysis and systematization of core processes, 3) analysis stakeholder. As a result of the analysis, the core stakeholders in the stage of hosting(bid) were analyzed as local organizations and committees including the promotion TF team, government organizations, domestic and foreign competition associations, national and international sports organizations (committees), and bid committees. Stakeholders in the stage of preparation / operation include stakeholders from organizational committees, various sports committees, international organizations and international organizations, governments and local governments, related companies and businesses, media, sponsors, donors or volunteers, athletes, teams and spectators.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.95-102
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• 2007

This paper presents the core technology of Construction Business Process Automation to model and automate construction business processes. Business Process Reengineering (BPR) and Automation (BPA) have been recognized as one of the important aspects in construction business management. However, BPR requires a lot of efforts to identify, document, implement, execute, maintain, and keep track thousands of business processes to deliver a project. Moreover, existing BPA technologies used in existing Enterprise Resource Planning (ERP) systems do not lend themselves to effective scalability for construction business process management. Application of Workflow and Object Technologies would be quite effective in implementing a scalable enterprise application for construction business processes by addressing how: 1) Automated construction management tasks are developed as software components, 2) The process modeling is facilitated by dragging-and dropping task components in a network, 3) Raising business requests and instantiating corresponding process instances are delivered, and 4) Business process instances are executed by using workflow technology based on real-time simulation engine. This paper presents how the construction business process automation is achieved by using equipment reservation and cancellation processes simplified intentionally.

• Journal of Technology Innovation
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• v.19 no.1
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• pp.79-109
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• 2011

In his highly cited book, Innovator's Dilemma (1997), Christensen introduced a notion of disruptive technology that is based on the observations from disk-drive industry and used it as an explanatory variable through which new entrants outperform incumbents in the industry. In explaining his later observations of disruptive innovations in other industries, however, his early theory based on disruptive technology has been applied to all cases without careful distinction between the notions of technology and business model (Markides, 2006). Furthermore, it has been criticized that his model suffers from lack of enough explanatory power and other important factors that are necessary to fully explain the observed phenomena in various cases (Danneels, 2004). Motivated by the critics in literature, the current study carefully distinguishes between innovation of technology and innovation of business model in the process of disruptive innovation, and apply our framework to the case of internet shopping mall business. Our study yields two main results. First, the internet-related business model which Christensen argued as an example of disruptive innovation is accomplished through two distinctive and separable growth phases: a period of technology growth and a period of business model growth. Second, in the process of disruptive innovation, the notion of enabling technology plays an important bridging role that connects core technology and business model. Furthermore, we confirm that the success of business model innovation depends on the degree of maturity of the enabling technologies. In conclusion, Christensen's notion of disruptive innovation can be further detailed in terms of technology innovation and business model innovation, and if there exist enabling technologies, the chance of success of the business model is higher when the enabling technology is matured rather than when the core technology is merely acknowledged as a disruptive technology.

• Journal of Technology Innovation
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• v.11 no.2
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• pp.219-238
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• 2003

This study aims to investigate the impact of wide use of digital technology, in particular, the Internet, on innovation process and corporate strategy in electronics industry. The introduction of digital technology has changed innovation process, business model and organizational structure of the electronics companies. With the wide use of digital technology, the entire value chain of electronics industry from procurement, sales, and marketing to R&D and manufacturing has been restructured. This paper examine how digital technology has changed firms' behaviors in various areas through e-commerce, virtual reality and simulation, the rise of a new type of firm called EMS (Electronics Manufacturing Services), and etc. Amidst these changes building up innovation-friendly organization has emerged as a critical concern for firms. Due to the striking decrease of transaction cost, a network type of organization has proliferated, and a business function turns into a modular organization. As a whole, digital technology has pushed electronics firms into developing their own business model, which takes consideration of standardization of business platform and their core competency.