• 한국경영정보학회:학술대회논문집
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• 2008.06a
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• pp.525-540
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• 2008

With the competitive pressure and the development of information and communication technology, many organizations have introduced various kinds of enterprise-wide systems like enterprise resource planning (ERP) systems as strategic tools for the purpose of improving organizational performance. Despite their promised strategic benefits, however, their implementation has suffered from a high failure rate and difficulty in realizing the anticipated benefits. Previous studies have indicated that one of the most critical failure reasons is the lack of knowledge sharing and utilization across organizations. As a consequence, many information systems (IS) researchers have paid attention to examining the effect of absorptive capacity closely associated with knowledge sharing and transferring on IS usage performance. ERP systems implementation involves changes not only in systems but also in processes and other social dimensions, which can be related to organizational citizenship behavior (OCB) requiring appropriate communications and interactions among organizational members. A lack of communications and interactions due to a lack of OCB might lead to weak absorptive capacity and thus negatively influence knowledge sharing across organizations, because OCB facilitates a successful collaboration among functional units and positively impacts individual's attitude toward radical organizational change. With this motivation, this study has two research objectives. First, it introduces and tests a theoretical model accounting for the relationships among performance of ERP system usage, absorptive capacity, and OCB. Second, it examines a mediating role of absorptive capacity between OCB and performance of EPR system usage. Theoretical and practical implications of the study ware discussed, along with its limitations.

• Journal of the Korea Safety Management & Science
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• v.13 no.1
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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.

• Journal of Information Technology Applications and Management
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• v.9 no.2
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• pp.81-106
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• 2002

As more organizations undertake IT-enabled business process reengineering(BPR), IT-enabled BPR projects become a major concern. Especially, one of IT, Enterprise Resource Planning System (ERP) is recognized as a revolution solution. But the success cases of ERP project are rarely reported. In this study, ERP implementation is defined as a IS implementation project based on BPR concepts To explore the issues of implementing ERP systems, a company implementing ERP successfully in Korea is selected. The research framework consists of four components: 1) strategic plan dimension , 2) organizational environment dimension, 3) implementation process dimension, and 4) IT dimension. On this framework, to implement ERP systems successfully, the analysis of the results clearly suggests appropriate planning, top management support, change management, appropriate methodology , ERP specialist commitment, management of standard process and master data, and the extent of IT localization.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.575-586
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• 2005

This paper presents an approach to quantifying the costs and benefits of integrating ERP systems with project management systems, including potential time and cost savings. To properly identify the costs and the benefits, the paper shows the relevant construction information flows and the desired milestones in the integration process. The proposed benefit analysis model should allow construction firms considering the integration of their ERP systems with legacy systems or commercial project management software make informed decisions in regard to the existing alternatives in the early stages of decision making.

• Information Systems Review
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• v.8 no.3
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• pp.225-243
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• 2006

Recently mother company-driven informatization projects have been widely launched for the suppliers. Setting up a proprietary evaluation system for the level of informatization of the suppliers, a mother company provides both financial and consulting supports for the suppliers in order to enhance the utilization level of the ERP(Enterprise Resource Planning) system. With the utilization level enhanced, the whole collaboration network will create a competitive advantage to win over global competition. This paper investigates critical success factors for ERP operational performances through a Samsung Electronics case study. The result of the case study may provide valuable feedback to the strategic decision making and fundamental insights for these collaboration efforts.

• The Journal of Information Systems
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• v.23 no.1
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• pp.185-202
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• 2014

ERP, a typical enterprise application, helps companies to increase their productivity and to support their decision makings. ERP is composed of diverse functions that are optimized under PC environment, whereas the ERP applications on a mobile platform have many constraints such as a small screen, limited resolution, and computing power. Because all the functions of a ERP legacy system are not required for ERP on a mobile device, the core functions of the ERP system should be selected to increase system efficiency. In this study, two main methods were used; interviews and log analyses. The end users using a ERP system were interviewed for their perceptions, and log data analyses were made for the hitting number of specific ERP functions. The differences between the actual usage based on log data and users' cognitive preferences about ERP functions were analysed. Finally, the functional differences between users' perception and actual usage were suggested for some practical implications.

• Journal of information and communication convergence engineering
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• v.18 no.1
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• pp.39-48
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• 2020

Information-security management systems (ISMSs) are becoming very important, even for micro, small, and medium enterprises (MSMEs). However, implementing an ISMS is not an easy task. Many obstacles must be overcome, e.g., complexity, document tracking, competency management, and even changing cultures. The objective of our study is to provide ISMS application tools, based on ISO 27001:2013 ISM frameworks. The application was developed on the Odoo Open Enterprise Resource Planning platform. To validate its feasibility for future improvement, the application was implemented by an MSME company. For this implementation, information-security-related users gave their feedback through a questionnaire. The distributed feedback questionnaire consists of nine assessment parameters, covering topics from the application's technical aspects to users' experiences. Based on the questionnaire feedback, all users of the application were satisfied with its performance.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.23 no.58
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• pp.1-16
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• 2000

To develop a generic ERP(Enterprise Resource Planning) system which can accommodate various types of manufacturing enterprises, object-oriented methods are commonly applied from analysis to implementation. The objective of OO-ERP (Object-Oriented ERP) systems is the reusability of business objects(components). In practice, one of the critical features for the reusable OO-ERP system would be the capability of interfacing with distributed, heterogeneous data repositories. Consequently, it is essential to provide data repository transparency in OO-ERP systems - business objects do not take care of the locations and types of data repositories. In this paper, we propose Data Object Layer(DOL) that supports such transparency. DOL is a horizontal component through which OO-ERP systems can be seamlessly connected with diverse data repositories.

• Journal of Construction Engineering and Project Management
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• v.2 no.2
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• pp.36-44
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• 2012

Adoption and practical application of BPM yet remains at a theoretic and methodological level for many industrial sectors. As for construction industry, adapting BPM into enterprise resource across all business processes could cause problems due to rapid change in corporate operation systems. Furthermore, it is unable to predict potential risks of business process while BPM are being applied. Therefore, applying BPM model to core strategy and individual task seems more effective than applying BPM model to the entire enterprise resource planning. In this paper, we define BPM and suggest a BPM model by analyzing each business unit in order to evaluate each business unit which is included in the business process architecture based on quantitative standards. This paper also presents a sequential application plan for business process model. Finally, a case study is demonstrated for the application of BPM system, focusing on cost management business, which turned out to be a top priority in the aspect of efficiency and ease based on priority analysis.

• International Journal of Quality Innovation
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• v.4 no.1
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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.