• Asia pacific journal of information systems
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• v.25 no.3
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• pp.445-472
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• 2015

Although knowledge transfer between two different parties occurs in IS development projects, the majority of prior studies focused on knowledge transfer from IT consultants to clients. Considering two parts of knowledge transfer in IS development projects, we must consider both 'where knowledge is transferred from' and 'where it is transferred to'. Therefore, in this study, we attempt to describe two different routes of knowledge transfer, such as knowledge transfer from an IT consultant to a client and knowledge transfer from a client to an IT consultant. In this regard, we have examined the effect of two different routes of knowledge transfer on system implementation success in IS development project. Specifically, we adopted the knowledge stock-flow theory to examine the causal relationship between IT consulting firms and clients in terms of knowledge transfer and eventual system implementation success. Survey data collected from 213 pairs of individuals (both clients and IT consultants) were used to test the model using three different analytic approaches such as PLS (partial least squares) and two types of mediated regression techniques. We found that knowledge transfers partially mediated both the relationships between IT consultants' IT skills (project members' business knowledge) and system implementation success. Furthermore, the effects of each knowledge transfer were distinguished by depending on the types of system, such as ERP or groupware. Our attempts have significant implications for both research and practice given the importance of effective knowledge transfer to IT consulting.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.569-574
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• 2005

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 community. This paper present the technologies and methodologies for automating 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.

• Asia pacific journal of information systems
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• v.10 no.3
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• pp.41-59
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• 2000

The role of information systems(IS) is far more important in business operations today. Managers recognize information as a major resource of the organization, and non-expert end users positively participate in information system development processes. This phenomenon is considered user-led information system development(ULD), where users define the information requirements, oversee system testing, manage system development, and lead the overall project. Based on a socio-technical approach, this study examines the impact of ULD on IS success. This paper also investigates the moderating effects of various contextual factors on the relationships between ULD and the success. The questionnaire was developed and the data was collected from the end users who participated in implementing ERP systems. The results showed that ULD positively affects the success. For the moderating variables, IT complexity was found to have a strong effect on the relationship between ULD and the success while business complexity and top management support have partial effects. Surprisingly, resource adequacy was not found to have the effect. This study provides academia and practitioners with a number of implications and guidelines regarding why and when to introduce ULD in their IS development initiatives.

• 한국IT서비스학회:학술대회논문집
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• 2002.06a
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• pp.238-243
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• 2002

With the advancement of information technology and the proliferation of e-Business, CRM has been emerging as a powerful concept or strategy for dealing with customer relationship, though not a new concept. Most CRM applications have been focused on business situation where there are direct channels with customers, as in retailing and banking industry, etc. In this paper, we analyze the case of a manufacturing company where the primary concern lies on indirect channels management, such as selling agencies and distributors. Some issues related to the characteristics of the manufacturing company and the interface with ERP and SCM need to be investigated. Based on the consultation project with L company, we propose a successful CRM implementation strategy and point out some issues in implementing the CRM for a manufacturing company.

• Journal of the Korea Institute of Military Science and Technology
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• v.9 no.2 s.25
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• pp.60-69
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• 2006

The PMB(performance measurement baseline) is the total time-phased budget plan against which program performance is measured. Additionally it is the schedule for expenditure of the resources allocated to accomplish program scope and schedule objectives, and is formed by the budget assigned. In this paper, we suggest an improvement of the R & D(research and development) program for defense acquisition by using the PMB and an application of the IBR(integrated baseline review) to review the PMB for project manager of the defense agency.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.151-158
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• 2003

Recently, the off-line processes in the construction industry are being changed to the electronic processes by several information technology (IT) tools including CALS. To improve the business processes to on-line processes, the business process reengineering (BPR) is a representative methodology for reviewing unnecessary and additional processes from the established business procedure. This study suggests a new process modeling method for construction BPR (CBPR) that consists of object-related process model (ORPM). In suggested modeling method, the connection with IT tools such as Workflow, enterprise resource planning (ERP), construction CALS, and business breakdown structure (BBS) was considered. The ORPM in the study is the main model for representing the detailed construction processes. It consists of nine relationship and six diagrams to represent the relationship between construction activities and the direction within the process model. Those models suggested from this study can be a useful tool for the CBPR because the researches and the practical applications related to the BPR of construction project are insufficient in our construction industry.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.6 no.4
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• pp.95-110
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• 2011

Deepening of the global competitive environment due to changes in operating environment and business, domestic and abroad companies in automotive industry are trying to optimize their production and logistics, to enhance their supply chain competitiveness and to promote information strategic planning to maximize their IT-enabled capabilities. In particular, the automotive industry is showing the various efforts to build the demand-based production system for responding to the market changes and preparing the global production and sales system. Despite of their various effors, the IT deployment and utilization levels of parts suppliers in the field of production/logistics companies are shown as higher in comparison with other area supplies, but the levels are shown as a very low condition compared to the parts suppliers of other manufacturing sectors. In this sense, the subject of this study, 'A' company (SMEs), has the challenges for improving the IS utilization and the accuracy of the information system according to the inefficiency of manual and field validation. Consequently, to improve and enhance the utilization of information systems, A company is carrying out the project to improve the ERP and POP operations by in-house approach, but they have shown the limitation in introducing and applying the latest technology.

• Journal of Information Technology Services
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• v.14 no.4
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• pp.15-30
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• 2015

SMBA (Small and Medium Business Administration) and TIPA (Korea Technology and Information Promotion Agency for SMEs) have operated the Business Innovation Platform for SME Informatization based on cloud computing technology with the cooperation of seven industry cooperatives since 2013. This project will evolve into the open market platform where service providers and users voluntarily participate and transact. This research conducts the literature review about the concept of open market and the empirical analysis through survey for the software providers and the future users regarding the future operation methods. The policy about how the open market strategy for the business innovation platform needs to be designed and implemented are organized as the three differentiated government support strategies. The first is to provide free IT services including specialized core operation support S/W which is developed only for the small or home office group of firms which lack minimal informatization capability and budget. The second is to augment IT platform service through incorporating ERP supplier initiated commercial S/W sales window for those firms having medium level informatization capability. This includes to provide IT support for customization and system integration with existing government subsidized S/W. The third is to provide upgrading services of existing S/W functions to facilitate better system utilization. The results provide useful insight for government role to enhance SME competitiveness using IT.

• Information Systems Review
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• v.10 no.3
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• pp.207-222
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• 2008

In recent business environment, we realize that MIS is taking important role in which it has been involved. However, we are having difficulty to find out the identity of MIS in business studies since MIS is derived from Micro Economics, Operations Research, Computer Science and so on. And there is no clear boundary in order to classify with other business area in consisting curriculums. Furthermore, IT staffs in the field are facing difficulties to utilize what they have learned MIS curriculums provided from business studies. In this research, we would like to present implications for development of market oriented MIS curriculums, which can be the actual needs of IT fields, through analysis of System Integration project for recent three years, analysis of IT capability based on the survey of IT consultants and analysis of application S/W technology trend in global vendor referred to "MIS Curriculum: The Current State of the Art and a Proposed Future Model (Lee et al, 2007)". As enterprise application software technology develop, the system integration can be achieved through special system solutions such as ERP, CRM, SCM, BI, etc. We also have acknowledged that solution consultants who have the ability of packaged S/W application are in demand since S/W vendors have become larger and more practical through M&A. Therefore, we have come to a conclusion regarding new direction of curriculum for increasing human power in IT industry which we demonstrated in detail through this research.

• 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.