• Journal of Information Technology Applications and Management
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• v.26 no.6
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• pp.119-138
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• 2019

This work examines whether IT managers adopt of real options such as defer, expand, contract, and abandon in order to cope with ERP risks, which include technological risk, relationship risk with SW vendors, economic risk, and security risk. We collect data of logistics firms in Seoul and its suburbs in 2018 to empirically validate the effect of risks upon the adoption of real options. The results suggest that IT managers adopt all 4 options when facing economic risk and adopt contract and abandon options only when facing security risk. Additionally, we find that IT managers prefers expand option and avoid abandon option when they think ERP compatibility is high.

• Journal of Information Technology Applications and Management
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• v.10 no.1
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• pp.61-70
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• 2003

Many enterprises have implemented packaged enterprise resource planning (ERP) solutions rather than system development on the promises of feasible strategic benefits. Typical feasible benefits include adoption of global standards and processes through a proven integrated system, continuous version upgrading by vendors, and thus the easiness of system maintenance. The objectives of this research are to identify what makes a post-implementation success of ERP system and to figure out the critical issues and factors for the successful upgrade of packaged ERP systems. This case study was conducted based on five different organizations that have experienced system upgrade implementation. Success factors of ERP system upgrade include (1) clear statement of upgrade goals, (2) good coordination and communication among the implementation partners, (3) thorough management of customization and maintenance history including documentation, (4) Planning of system requirements of higher version, and (5) redefinition of role between business departments and IT department.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.164-170
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• 2003

This paper is to evaluate the informational direction, current situations and ERP establishment concerning constructing industry, to present the right directions, implemented cases for implementing constructional ERP, also to suggest the effect, influence, problems and shootings in constructional ERP arena. The constructing industries in korea are facing great turning point because of the huge corruptions currently happened and forcing to open the market in 1997. Attempting to establish Computer Integrated construction system (ERP) by breaking down constructing cost, improving quality, operating rapid and effective construction to enhance productivity, it is hard to achieve the goal with only inter-contractor's establishment. Constructing industries are integrated ones, consisted of many organizations for instance ordering agencies, contractors, subcontractors, material vendors, etc. and use various information formats such as texts, graphics, drawings. I dare suggest that implementation of constructional CALS including EDI/EC, GIS is tile only solution to control the information systematically generated in whole stages from planing, designing, constructing through maintenance, and to supply or switch the information.

• Asia pacific journal of information systems
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• v.19 no.4
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• pp.77-100
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• 2009

Information Systems (IS) is an essential tool for any organizations. The last decade has seen an increasing body of knowledge on IS usage. Yet, IS often fails because of its misuse or non-use. In general, decisions regarding the selection of a system, which involve the evaluation of many IS vendors and an enormous initial investment, are made not through the consensus of employees but through the top-down decision making by top managers. In situations where the selected system does not satisfy the needs of the employees, the forced use of the selected IS will only result in their resistance to it. Many organizations have been either integrating dispersed legacy systems such as archipelago or adopting a new ERP (Enterprise Resource Planning) system to enhance employee efficiency. This study examines user resistance prior to the adoption of the selected IS or ERP system. As such, this study identifies the importance of managing organizational resistance that may appear in the pre-adoption context of an integrated IS or ERP system, explores key factors influencing user resistance, and investigates how prior experience with other integrated IS or ERP systems may change the relationship between the affecting factors and user resistance. This study focuses on organizational members' resistance and the affecting factors in the pre-adoption context of an integrated IS or ERP system rather than in the context of an ERP adoption itself or ERP post-adoption. Based on prior literature, this study proposes a research model that considers six key variables, including perceived benefit, system complexity, fitness with existing tasks, attitude toward change, the psychological reactance trait, and perceived IT competence. They are considered as independent variables affecting user resistance toward an integrated IS or ERP system. This study also introduces the concept of prior experience (i.e., whether a user has prior experience with an integrated IS or ERP system) as a moderating variable to examine the impact of perceived benefit and attitude toward change in user resistance. As such, we propose eight hypotheses with respect to the model. For the empirical validation of the hypotheses, we developed relevant instruments for each research variable based on prior literature and surveyed 95 professional researchers and the administrative staff of the Korea Photonics Technology Institute (KOPTI). We examined the organizational characteristics of KOPTI, the reasons behind their adoption of an ERP system, process changes caused by the introduction of the system, and employees' resistance/attitude toward the system at the time of the introduction. The results of the multiple regression analysis suggest that, among the six variables, perceived benefit, complexity, attitude toward change, and the psychological reactance trait significantly influence user resistance. These results further suggest that top management should manage the psychological states of their employees in order to minimize their resistance to the forced IS, even in the new system pre-adoption context. In addition, the moderating variable-prior experience was found to change the strength of the relationship between attitude toward change and system resistance. That is, the effect of attitude toward change in user resistance was significantly stronger in those with prior experience than those with no prior experience. This result implies that those with prior experience should be identified and provided with some type of attitude training or change management programs to minimize their resistance to the adoption of a system. This study contributes to the IS field by providing practical implications for IS practitioners. This study identifies system resistance stimuli of users, focusing on the pre-adoption context in a forced ERP system environment. We have empirically validated the proposed research model by examining several significant factors affecting user resistance against the adoption of an ERP system. In particular, we find a clear and significant role of the moderating variable, prior ERP usage experience, in the relationship between the affecting factors and user resistance. The results of the study suggest the importance of appropriately managing the factors that affect user resistance in organizations that plan to introduce a new ERP system or integrate legacy systems. Moreover, this study offers to practitioners several specific strategies (in particular, the categorization of users by their prior usage experience) for alleviating the resistant behaviors of users in the process of the ERP adoption before a system becomes available to them. Despite the valuable contributions of this study, there are also some limitations which will be discussed in this paper to make the study more complete and consistent.

• Journal of Information Technology Applications and Management
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• v.13 no.3
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• pp.29-57
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• 2006

Small and medium-sized companies (SMEs) face a number of different kinds of barriers to adopt information technology, including the lack of information, limited financial and technical resources, and absence of the well-trained work force in the realm of information technology. But application service provider (ASP)enables these SMEs to informatize. This paper is focused on studying the cases of the adoption and use of the ASP-based ERP systems that 7 SME shad adopted. The factors that influence the adoption and use of SMEs' ASP-based ERP systems are divided into the user companies that adopted the systems, the systems vendors, and environment. From the viewpoint of the user company, the successful adoption and use of the systems is significantly influenced by the clear motive of adopting the systems, the financial readiness, and the strong intention of CEO for pushing ahead with e-Business. From the systems vendor, it is influenced by the technical expertise of the vendor, the knowledge of the user company, and the experience of the systems development. From the perspective of environment, it is influenced by the push from the players in the value chains. The companies that had adopted the ASP-based ERP systems and that had extended the level of systems use had the benefits through reducing the cost, improving the internal business process, and achieving the learning and growth of the organization.

• CDE review
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• v.4 no.2
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• pp.30-35
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• 1998

Recently, many enterprises wish to preoccupy competitive positions in the market by motivating themselves towards CALS(Commerce At Light Speed) and try hard to achieve system implementation with the use of new concept-based backbone systems such as ERP(Enterprise Resource Planning) or PDM(Product Data Management). However, unfortunately there is an inevitable discrepancy during implementation period between package vendors and customers due to lack of clear methodology and misunderstanding about system. In some cases, consensus on partially verified system design invokes customers'continuous change demands and often it tends to result in unnecessary project delays. PDM application system implementation project of the company L has been studied here to solve these sorts of problems. The major yields of this work are achievement of a willing approval from customers and rapid system design under a time-limited and conceptually defined project scope and finally, through fully verified system design, we were able to reach successful system implementation.

• Journal of the Korean Society of Manufacturing Technology Engineers
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• v.22 no.2
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• pp.281-286
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• 2013

As the product lifecycle is getting shorter and various models should be released to respond to the needs of customers and markets, automation-based flexible production line has been recognized as the core competitiveness. According to these trends, system vendors supply cell-level systems such as FMC(Flexible Manufacturing Cell) that is integration of core functions of FMS(Flexible Manufacturing System) and RMC(Reconfigurable Manufacturing Cell) that can easily extend components of FMC. In the cell-based environment, flexible management for shop floor composed of existing job shop, FMCs and RMCs from various system vendors has emerged as an important issue. However, there could be some problems on integrated operation between heterogeneous cells to use vendor-specific cell controllers and on seamless information flow with high level systems such as ERP(Enterprise Resource Planning). In this context, this paper proposes process management systems supporting integrated shop operation of heterogeneous multi-cell based flexible manufacturing environment: First of all, (1) Integrated Shop Operation System to apply the process management system is introduced, and (2) Multi-Layer BOP(Bill-Of-Process) model, a backbone of the process management system, is derived with its data structure. Finally, application of the proposed model is illustrated through system implementation results.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.2
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• pp.126-132
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• 2006

Recently, business environments have been changing quickly. To establish competitive advantage, most enterprises have been using information systems such as Enterprise Resource Planning (ERP), Supply Chain Management (SCM) and Customer Relationship Management (CRM). Many consider Business Process Management (BPM) a new innovative solution for enterprise-wide processes. As the BPM system is used more widely and matures, new techniques and functions will be developed by commercial vendors. However, they mainly focus on correctly executing process models, and user convenience has not been considered. In this paper, we have developed a new method of designing business processes, which provides users with an easy modeling interface. The method is based on version management. Version management of a process enables a history of the process model to be recorded. In order to prevent wasted storage, not all of the process versions are stored. An initial version and changes to each process are stored by automatically detecting changes. Our method enhances the convenience of the modeling business processes and thus helps the process designer. A prototype system is presented to verify the effectiveness of our method.

• 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.