• 품질경영학회지
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• 제28권4호
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• pp.29-46
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• 2000

분산 컴퓨팅 도입은 기업에서의 정보기술의 빠른 확산을 가져오게 하였다. 강력하고, 사용자 중심의 정보기술은 최종 사용자가 항상 활용할 수 있어, 분산되고 이기종의 환경은 정보 기술 관리자들에게 심각한 문제를 제기하고있다. 따라서 통합 통제 아키텍처는 기업의 분산된 정보 자원을 효과적으로 통제하고 조정하는 역할 수행을 가능하게 한다. 이 연구에서는 정보자원의 통제 수준이 사용자 만족도로 나타나는 정보 시스템 효과성과 양(+)의 상관관계가 있음을 가설로 설정하였다. 개별적인 정보 자원을 데이터, 응용 소프트웨어, 플랫폼으로 구분한 객체 통 제 수준과 정보자원들간의 관계를 나타내는 관계통제 수준으로 분류하여 가설을 측정할 수 있는 척도를 개발하고 타당성을 검증하였다. 130개 기업의 수집된 설문결과를 통해 정보 자원관리 수준이 높은 기업일수록 사용자 만족도 수준이 높은 것으로 나타났다.

• Asia Pacific Journal of Business Review
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• 제6권2호
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• pp.1-26
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• 2022

This study uses the human resource management (HRM) practice and ability, motivation, and opportunities (AMO) theory and corporate social and environmental responsibility, to explore the effects of environmental responsible human resource management practice (ER-HRM) on energy-intensive manufacturing's green technology innovation and organizational effectiveness. A self-completed questionnaire was administered to managers of energy-intensive manufacturing in the Lao PDR. The data was collected from 198 managers of energy-intensive manufacturing for analysis. We used structural equation modeling (SEM) by smart PLS 3.0 to test the hypotheses in this research. The findings have shown a strong direct and positive impact of the environmental ability, motivation, and opportunity of ER-HRM practice on green technology innovation and organizational effectiveness. The ability of ER-HRM practice has the highest influence on green technology innovation and organizational effectiveness. The findings also prove the partial mediation of green technology innovation links ER-HRM with organizational effectiveness. This research is expected to identify the influences of ER-HRM in energy-intensive manufacturing to achieve innovation and performance while reducing emissions.

• 디지털융복합연구
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• 제5권1호
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• pp.9-15
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• 2007

In today's dynamic and turbulent business environment, in order to become globally competitive, many companies are trying to get closer to the customer and deliver value added product and services in the shortest possible time which demands integration of business processes of an enterprise, Enterprise Resource Planning (ERP) is such a strategic tool, which helps the company to gain competitive edge by integrating all business processes and optimizing the resources available. This paper throws light on how ERP evolved, what makes up an ERP system and what it has to offer to the industries. The paper includes the role of ERP, perception of ERP value, ERP plan and direction. The author also argues checkpoints as a preview to ERP introduction.

• 한국경영과학회지
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• 제24권4호
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• pp.81-94
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• 1999

Organization change projects such as Business Process Redesign(BPR) have been implemented by many firms for enhancing their organizational performance. However, management is reluctant to initiate these projects due to enterprise-wide impact and steeper project cost than the traditional system development projects. Thus, there emerges a need to accurately assess the value of the redesigned organizational process for the successful implementation of BPR projects. The purpose of this study is to assess the value of process redesign in the point of resource utilization and allocation, and cycle time and cost reduction. The candidate process and the design alternatives are identified from organizational requirements analysis. The variables and their relations are defined to perform task activity analysis, bottleneck analysis, cycle cost analysis, and resource utilization analysis. A Case study of a manufacturing company indicates that the assessments method proposed in this study is a promising approach to identify the business alternative process that lead to the highest organizational performance.

• 경영과정보연구
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• 제3권
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• pp.1-14
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• 1999

Recently, information resource management(IRM) has a considerable interest among researchers and practitioners because the information resource have been found critical influence on organizational performance. The IRM construct has been defined a comprehensive approach to planning, organizing, controlling the resources, and activities associated with acquiring and distributing data to meet a business need. This study have several objectives: 1) to operationalize the measurement instrument of IRM, 2) to identify the factors influencing organizational performance, and 3) to suggest the research model between IRM and organizational performance and then 4) to provide reference for managers to assess the IRM implementation in their organization. By reviewing the literature, past experience, others' use, encouragement by others, and anxiety are selected as the factors influencing IRM. The IRM construct has been classified with eight dimensions : chief information officer, planning, security, technology integration, advisory committees, enterprise model, information integration, and data administration. Eight hypotheses concerning the relationship between each of the IRM and organizational performance are suggested in this study.

• 대한안전경영과학회지
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• 제13권1호
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• pp.115-119
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• 2011

To help the corporations ensure more efficient production management, the Enterprise Resource Planning (ERP) system has been introduced in operation, together with a variety of approaches to make improvements in terms of quality and productivity issues. Yet, with the different types of ERP systems in operation, many companies are going through many difficulties not only in having greatly reduced work efficiency but also in making prompt decisions from the entire group-based integrated information. In this study, the analysis was made on their own ERP systems and working processes operated by a company running the multiple number of productions from the domestic and the overseas suppliers, in order to support their interacted work flow regarding their products and help improve the work efficiency by establishing standardized ERP system. Through this, it is expected to ensure more competitive system in operation by securing the flexibility in the production as well as efficient resource distribution under the corporate context of cost reduction and quality improvement.

• 디지털융복합연구
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• 제11권12호
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• pp.835-843
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• 2013

사회적기업은 사회적 미션에도 불구하고, 급변하는 글로벌 환경에서 경제적 성과 목표에도 응해야 한다. 이러한 상황은 인적자원관리 전략이 중요한 역할을 지님을 의미한다. 특히 경쟁력있는 효율성을 유지하기 위한 과제는 근로자 이직을 낮추는데 달려 있다. 본 연구는 사회적기업 근로자를 대상으로 재직 의도에 영향을 끼치는 직무불안, 직무만족, 고객과의 관계의 영향력을 검증하고자 한다. 조사 대상은 서울 경기 지역의 36곳의 사회적기업 여성 근로자 271명으로 삼았고, 이항로짓회귀분석(Binominal Logistic regression)을 적용하였다. 연구결과, 사회적기업 근로자의 재직 의도는 상당히 긍정적인 수준으로 높게 나타났다. 하지만 사회적기업 근로자의 직무불안정성은 재직 의도에 부정적인 영향을 끼치는 반면 직무만족과 고객와의 관계는 재직 의도에 긍정적인 요인으로 밝혀졌다. 결론적으로 사회적기업의 지속가능성을 위한 근로자의 근속 유지를 위해서는 인적자원 관리가 중요한 역할을 할 수 있음을 밝히고 직무 환경 개선을 위한 관리적 함의를 도출하였다.

• International Journal of Internet, Broadcasting and Communication
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• 제8권3호
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• pp.58-62
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• 2016

Due to the rapidly changing global business environment and global management environment, companies must actively act for competitiveness. By examining the development process of Enterprise Resource Planning (ERP), there is a chance to optimize the organization and find measures to improve the company competitiveness. It seems examining task process, and studying the influence of ERP introduction to management performance by considering whether the excessive maintenance cost or repetitive investment toward ERP is quiet significant. The companies which instituted ERP uses "business process model" provided by "Best Practice" compare own task to choose much efficient method. This allows simultaneous realization of ERP institution and Business Reengineering (BR).

• International Journal of Quality Innovation
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• 제4권1호
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• pp.160-174
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• 2003

This study researched an enterprise resources planning (ERP) implementation project at a printed circuit board (PCB) manufacturer. In depth research was achieved by participating and observing in an implementation project at an actual PCB manufacturer. It is hoped that this study will contribute a valuable reference resource for future PCB manufacturers that wish to select or implement ERP systems. The first step in implementing ERP software is to set a clear target. At the same time, the tasks of each department and the system of cooperation between departments must be clearly defined. In this way, the cycle time of each flow and the accuracy of data will both be improved. In order to ensure smooth implementation of an ERP project, the followings are key factors: (1) an ERP system that suits the PCB industry; (2) effective project management; (3) effective project cost/budget control; (4) project problem management system; (5) comprehensive implementation method and information technology (IT), etc. By keeping to these principals, Company A achieved rapid transactions, and lower total cycle times and inventory levels, and other such benefits that had been predicted.

• 한국정보시스템학회지:정보시스템연구
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• 제15권1호
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• pp.73-96
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• 2006

Recently, ERP system is used as a important tool of management innovation for enterprise's survival and development. It is very important to recognize how much influence to organizational performance through ERP system implementation. The purpose of this study is to find out the impact of environmental, organizational, information systems characteristics on successful implementation of ERP systems in Korean SMEs(Small and Medium Enterprises). From previous researches on ERP adoption and implementation, 7 independent variables (competitiveness, government support, top management support, process innovation, project management, IS maturity, and ERP customizing), and 1 dependent variables (successful implementation of ERP systems) are identified. 3 questionnaires were removed from the study because of missing or inappropriate responses, and final samples are 91 SMEs. The results of hypothesis testing show that determinants of successful implementation of ERP systems are top management support and IS maturity. Five variables such as competitiveness, government support, process innovation, project management, and ERP customizing do not significantly influence to successful implementation of ERP systems. The contribution of this study is that it provides an empirical evidence of the causal relationship between ERP adoption factor and ERP success. This study showed that top management support and IS maturity are essential to accomplish successful ERP implementation for SMEs.