• Journal of Information Technology Services
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• v.16 no.3
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• pp.185-203
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• 2017

Call center service is enabled by the use of a firm's various information technologies (IT) and accumulated knowledge. IT and knowledge resources have been considered a fundamental infrastructure for developing a firm's business capabilities. Recognizing this, this study examines whether a firm's IT and customer knowledge resources enhance its customer service process capability and thereby contribute to creating superior customer service, at the level of customer service representatives (CSRs). That is, constructs in this study were measured on a basis of CSRs' perception. Moreover, this study verifies the moderating role of CSRs' computer self-efficacy on the relationships between IT and customer knowledge resources and customer service process capability. To test the proposed hypotheses, this study conducted partial least squares (PLS) analysis with a total of 234 data which were collected on CSRs working at four call centers. The key findings are as follows: first, IT infrastructure integration and customer knowledge integration are positively associated with customer service process capability. Second, customer service process capability is a key determinant of customer service performance. Finally, CSRs' computer self-efficacy has a moderating effect on the relationship between IT infrastructure integration and customer service process capability. The details of the findings and implications are presented.

• Journal of Distribution Science
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• v.20 no.8
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• pp.21-31
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• 2022

Purpose: This study aims to enrich the literature related on Patronage intention in the context of omnichannel in Tunisia. It reveals the determinants of Patronage intention in the fashion retailer context by examining the roles of omnichannel integration quality (IQ), omnichannel perceived value (PV), flexibility, operational logistics service quality (OLSQ) and customer satisfaction. Research design and methodology: A quantitative online survey with 400 customers of fashion retailers was executed. A structural equation modeling approach was applied to test the research hypotheses using AMOS 25 and SPSS 25 software. Results: The findings show that the omnichannel integration quality, omnichannel perceived value, and operational logistics service quality affect play crucial roles in customer satisfaction. A positive relationship between flexibility and operational logistics service quality was also highlighted. And it is also found that a higher omnichannel integration quality led to a higher omnichannel perceived value in the omnichannel retailing context. Furthermore, customer satisfaction within omnichannel retailing can enhance patronage intention. Conclusions: This research adds to the body of knowledge in omnichannel retailing and presents a comprehension of the omnichannel system from the customer's point of view. In addition, this study provides practical implications for omnichannel retailers to improve customer satisfaction and patronage intention.

• Journal of Distribution Science
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• v.20 no.12
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• pp.59-69
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• 2022

Purpose: The purpose of this research is to identify and design a model for the integration between marketing and supply chain management (SCM) of technopreneurship-based souvenirs MSMEs to fulfil customer value creation. Research design, data and methodology: This research method uses the system development life cycle method. This study draws its insights and conclusions from a literature review in several fields followed by an interactive research approach that helps identify, validate, and implement a theoretical framework so that the modelling results can be adopted in applicative manner for souvenir MSMEs. Result: Implementing the "G-ASPOO-L" supply chain management integration model based on technopreneruship to fulfil value creation in the 5.0 society era created three perspectives: an inter-functional perspective, a process perspective, and an integrated business concept perspective. The supply chain management involves enterprise integration, strategic customer integration, strategic supplier integration, and marketing strategy integration. Conclusion: The proposed model framework leads to managerial problems of supply chain management strategy, which urgently requires an interaction approach that challenges the traditional view of demand creation and implementation of supply chain management to fulfil value creation. This research leverages existing knowledge and advances our understanding of the strategic integration issues companies face in digital-based competition.

• Knowledge Management Research
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• v.6 no.1
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• pp.105-122
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• 2005

The LG Electronics case shows the process whereby an organization evolves as a learning organization through the integration of e-learning and knowledge management. In other words, it shows the process whereby e-learning is recognized as an important means of solving a problem concerning actual worksite operations, as it became one of the daily activities in the organization. In terms of organizational learning, this process points to the fact that e-learning is emerging as the fastest and most effective means of transferring the internally shared value of a company. Recently, advanced corporations and organizations have been endeavoring to boost their internal and external customer satisfaction and customer loyalty, paving the way for changes in their organizational cultures, and establishing learning organizations through e-learning. Therefore, from an advanced viewpoint, e-learning within a company is not a simple system of transferring educational contents, but is a knowledge portal concept connected with knowledge management. To achieve this end, the organization is required to undergo changes that is, it should make the acquisition of learning possible through e-learning and a knowledge management system (KMS) in order to improve corporate performance. Since LG Electronics is utilizing e-learning as a strategic means to change the paradigm of corporate education, and, in particular, is attempting to integrate this with knowledge management, insights that will facilitate the understanding of the core success factors in and challenges to the integration of knowledge management and e-learning can be obtained through this case.

• Proceedings of the Korean Society of Precision Engineering Conference
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• 2005.10a
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• pp.440-443
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• 2005

The wide spread of internet business recently necessitates recommendation systems which can recommend the most suitable product fur customer demands. Currently the recommendation systems use content-based filtering and/or collaborative filtering methods, which are unable both to explain the reason for the recommendation and to reflect constantly changing requirements of the users. These methods guarantee good efficiency only if there is a lot of information about users. This paper proposes an algorithm called 'demand articulate & integration' which can perceive user's continuously varying intents and recommend proper contents. A method of knowledge classification which can be applicable to this algorithm is also developed in order to disassemble knowledge into basic units and articulate indices. The algorithm provides recommendation outputs that are close to expert's opinion through the tracing of articulate index. As a case study, a knowledge base for heritage information is constructed with the expert guide's knowledge. An intelligent recommendation system that can guide heritage tour as good as the expert guider is developed.

• Journal of Korean Society for Quality Management
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• v.36 no.4
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• pp.65-76
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• 2008

The purpose of this study is to contribute to escalation of a management quality of local public enterprise through integrating local public enterprise evaluation(LPEE) and Malcolm Baldrige Model(MBM). In order to achieve the purpose, I suggested that develop an integration model of LPEE and MBM criteria and use AHP(Analytic Hierarchy Process) as a technique posting weight value to criteria. Of two suggests, it is the former to date or discuss seriously. Therefore the integration model is redesigned for leadership/strategy category(leadership, strategy), management system category(customer management system, business management system, measurement/knowledge management system), and management result category(business result, customer satisfaction result, human resource management result, financial management result).

• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.4
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• pp.157-179
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• 2006

Recently, as business becomes more dependent on information technology for their operations, SI project managers are under increasing pressure to implement SI projects on time and within budget, and to satisfy customer requirements. For the success of SI projects and customer satisfaction, SI project managers should master the critical shills and knowledge requirements and consider the proper leadership style to lead the team members and to manage SI projects. The leadership style includes four categories, such as directive leadership, supportive leadership, participative leadership, and achievement-oriented leadership. This study has examined the project managers' competency and suggests the three competency factors, which are technical, human, and conceptual shills, for the success of SI projects and customer satisfaction. The study suggests that SI project managers should master the three critical skills and knowledge requirements, and consider the proper leadership style for the successful implementation of SI projects. Also SI project managers should consider contingency factors such as project size and duration and outcome variables such as protect performance and customer satisfaction so as to enhance the leadership effectiveness.

• 한국경영정보학회:학술대회논문집
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• 2007.06a
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• pp.571-575
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• 2007

For better predictions and classifications in customer recommendation, this study proposes an integrative model that efficiently combines the currently-in-use statistical and artificial intelligence models. In particular, by integrating the models such as Association Rule, Connection Frequency Matrix, and Rule Induction, this study suggests an integrative prediction model.

• The Journal of Korean Institute of Communications and Information Sciences
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• v.22 no.4
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• pp.823-832
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• 1997

As enterprises use ATM networks for their private networks and as these private networks use public ATM networks for wide area communication, the need for the customers to be able to manage both private and public networks. Currently, some standardization work is being done towards providing this capability to customers. In this paper, we propose a new customer network management (CNM) system architecture for the management of both ATM a private network and a public network in a uniform way. The particular features of the proposed architecture lies in the efficient support of the complex hierarchial TMN manager-agent relationships at M3 and M4 interfaces, and the support of SNMP and CMIP integration which is necessary for the implementation of a CNM system. The TMN hierarchical many-to-many manager-agent relationships are realized by the utilization of CORBA-Based SMK (Shared Management Knowledge) implementation. We have also implemented the prototype of a ATM CNM system, and measures the performance for the demonstration of the suitability of the proposed architecture.

• Knowledge Management Research
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• v.9 no.1
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• pp.97-116
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• 2008

The purpose of this study lies in examining how knowledge management was applied to PMI(Post Merger Integration) in bank merger. Individuals and organizations in Korea have experienced a lot of changes since the 1997 foreign exchange crisis. In such a situation, individuals came to think the only thing to rely on was personal knowledge. Since organizations had to lay off workers in order of their birth year, not based on whether or not individuals had the knowledge necessary for the organizations, they needed to have such a system that could use their explicit knowledge and even outside knowledge or customers' knowledge as IT developed by changing individuals' tacit knowledge into explicit knowledge as needed in order to continue to maintain their competitiveness and for their own development. Thus, each firm started to pitch for the introduction of knowledge management. Individuals started to store their own experience and knowledge in their homepages or blogs. It was Woori Bank, the merged bank of Hanil Bank and Commercial Bank of Korea, that introduced the knowledge management system and Shared Service Center, in which knowledge creation is available, for the first time in the banking business. Its previous name was Hanbit Bank. Hanbit Bank wanted to construct an advanced bank system, bringing in their chief information officer(CIO) from a foreign bank and introducing an IT software used in Spanish banks to adjust all banking processes to it. However, they could not help giving up the plan in the middle of the road since there was a great difference between Spain and Korea in the financial system and more than 30% of software package had to be changed. In this situation, PMI was delayed, and customer inconvenience continued, which made the integration of organizational cultures slow down. As a breakthrough in this situation, knowledge management was introduced. To integrate knowledge of two organizations in the process of PMI is an important job for all merger candidates. This study aims at presenting the successful results from using knowledge management as a means to PMI ahead of other financial institutions so they can apply them to their organizations. PMI was not achieved properly after the two banks had been merged as Hanbit, but entering the era of Woori Bank, workers were integrated under one standard organization following the organizational and knowledge integration, and knowledge management was introduced for an efficient sharing of knowledge among members. A great number of mergers have occurred up to now, but Woori Bank is the first case that used knowledge management as a means to both PMI and competitiveness enhancement. Probably it was an appropriate time when Woori Bank introduced knowledge management as it was organized. Since Hanil Bank and Commercial Bank of Korea had not introduced knowledge management until then, it could use knowledge management as a means to PMI. Using knowledge management, it could create a new organizational culture and increase competitiveness in the banking industry.