• 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.

• Information Systems Review
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• v.11 no.2
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• pp.45-66
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• 2009

A number of companies are considering for merger and acquisition (M&A) as one of business strategies for their growth and survival. However, many of them do not create the synergy they had sought, and failed M&A, often result in negative outcomes in terms of productivity, market share, profitability and turnover of qualified employees. There have been numerous research studies conducted to analyze the factors that determine the success and failure of M&A, and it has been found that with the increasing dependence of many companies on information systems, post-M&A IS (information systems) integration success has a critical effect on the success of M&A. However, there have been very few studies on post-M&A IS integration success, and most have been restricted to integration of IS organizations or physical information systems. In order to conduct a comprehensive research on the factors that affect the success of post-M&A IS integration, this study surveyed preceding researches on not only information systems but also strategic management, economics, finance, HRM (human resource management) and organization management. Based on the findings, a comprehensive and integrated model of the influential factors on post-M&A IS integration has been proposed. The proposed model categorizes the factors into perspectives of M&A, strategy, organization, HRM and IS, and provides an empirical evaluation of each factor on the success of IS integration based on comparative case studies.

• Journal of Information Technology Applications and Management
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• v.28 no.3
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• pp.23-30
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• 2021

Korea currently provides long-term care benefits for the elderly with poor functionality, but most of the service providers are private businesses. This is the time when quality management of care services is required, which is just around the corner of the super-aged era. In this study, we would like to look at the case in which 'A company', which operates a long-term care institution, attempted to make voluntary changes ahead of social demands. The company tried to transform the social needs of quality management by judging them as opportunities, not threats, and establishing an integrated database of centers. First, the company processed data and built a cloud-based database system. Second, the company automatically linked data from existing systems for the efficiency of data utilization. Third, the company pursued visualization for the convenience of data utilization. This allowed the company to make data-driven strategic decisions internally. This is expected to increase sales as it will soon lead to securing new customers and pioneering new markets. It is also significant in that it can provide best practices for the long-term care industry.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.43 no.3
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• pp.122-134
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• 2020

As globalization has been progressed, companies faced a situation in which it was difficult to secure global competitiveness only with their internal management systems. To overcome this, Supply Chain Management (SCM) emerged, which optimizes the whole supply chain process from suppliers to demand companies. In this study, it was analyzed that the effects of customer integration among the integration factors of SCM, and market orientation among the strategic orientations on management performances such as non-financial performance and financial performance through a mediating role of flexibility. At this time, it was analyzed whether CEO's support has a moderating effect on the influence of the market orientation. As a result of analysis, the customer integration was found to have an indirect effect on the non-financial performance and the financial performance through the flexibility. The market orientation was found to have a direct effect on the non-financial performance and at the same time, indirectly affected it through the flexibility. In addition, it was shown that more the level of CEO's support, higher the influence of the market orientation. This moderating effect had an indirect effect on the financial performance. Based on the above findings, various implications for improving management performance were proposed. This study suggests that investments in computerization such as ERP and smart factories can improve supply chain management performance and ultimately improve customer satisfaction and financial performance.

• Journal of Information Technology and Architecture
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• v.9 no.3
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• pp.303-321
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• 2012

Scenarios are an effective tool for supporting a company to be successful in its increasingly complex, changing business environment. They are especialy effective in dealing with uncertainties. This paper show how business managers or supervisors can develop scenario-based business strategies. This is explained by the case study of MVNO (Mobile Virtual Network Operator) in Korean mobile service market. In addition, we discuss on theoretical background of scenario- based management and describe the integration of scenarios into process of strategic management. This includes specific methodological approaches to identify the key factors and logics for scenario building, to develop new strategies.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.25 no.3
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• pp.143-152
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• 2017

The primary purpose of this thesis is to define and discuss the integration of fixed-base operators(FBO) and general aviation terminals(GAT) in Korean aviation practices in order to develop effective management and operational processes needed for Korea's expanding role in the northeast Asian region. The foundation of this research rests on four interconnected strategic points: the Korean government establishing regulations that define general and business aviation, increasing awareness of FBO and GAT, developing standards for effective operations, and optimizing the budget to build necessary infrastructure. There must be an initiative in establishing a guideline of future demand in order for these aforementioned points to take hold and for aviation activities to flourish. Korea will play a more integral role in an emerging market of general and business aviation by adhering to these strategic efforts.

• Information Systems Review
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• v.12 no.2
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• pp.1-23
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• 2010

Most enterprise information systems today are silo systems in that they are not properly aligned nor integrated with one another. Such silo systems result because enterprises lack an architectural perspective in the planning and development of the systems. This paper proposes an Enterprise Architecture Orientation Model as a framework for the analysis, planning and design of the architectural quality of enterprise information systems. The model decomposes enterprise architecture into two dimensions-alignment and integration, and specifies for each dimension the general development and evolution stages enterprises may traverse. The alignment dimension represents the vertical strategic alignment of the systems with the vision, mission, strategy and goals of the enterprise, and is analyzed in terms of the performance, capability, and strategy of the enterprise. The integration dimension, on the other hand, represents the horizontal and functional integration among the systems that span organizational functions and boundaries, and is analyzed in terms of such technological components as IT infrastructure, data, application, and business processes. The model combines the alignment and integration dimensions to form a two-dimensional conceptual space for mapping the architectural quality of the enterprise. It is proposed that an enterprise use the model to identify and understand its position now and in the future in the architectural quality of the enterprise information systems. It is also proposed that the model provides a tool for the planning and design of the transition from one stage to the next in the alignment and integration of the systems to reach an architectural maturity. At the end, the paper discusses how the model can be applied differently according to the strategic orientation of the enterprise. An example of the usage of the model is presented.

• International Journal of Quality Innovation
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• v.3 no.2
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• pp.57-73
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• 2002

Recent interests in total quality management (TQM) and business excellence (BE) had been fuelled with a range of national and regional awards. These awards are being increasingly used by organisations as part of the business improvement process and strategic benchmarking. This paper reviews the concepts and approaches of performance measurement (PM) and discusses the integration of PM with the TQM and BE philosophies. A TQM-BE-PM framework with a set of self-assessment checklists was developed. In order to complement the literature base with empirical evidence, an industry survey was conducted and a trial implementation of the framework was carried out in a leading manufacturing firm in Hong Kong. The self-assessment performance data of the fm was evaluated and then benchmarked with the industry averages obtained from the survey. This paper presents the empirical findings and discusses the applicability of the framework in measuring and benchmarking organisational performance toward continual improvement.

• Journal of Distribution Science
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• v.18 no.6
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• pp.57-62
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• 2020

Purpose: The present study offers merger and acquisition (M&A) strategy based on prior studies to assist the organizational practitioners in two companies' cultures. In the analysis, a M&A plan to guide the evolving principles was created by present authors using change management model. Research design, data, and methodology: The successful M&A integration is setting goals, reconfiguring the cultural systems to align them with business goals. The employees must be involved, particularly with organizational change. Both companies also ought to undertake employee training following the resolving of worries and needs of employees. Finally, restructuring can include the moving of employees from areas where they may be struggling. Result: Discussing and trying to come to an agreement over which mode of acculturation would be most suitable in that particular state is the main focus. Practitioners of both Company A and Company B might find it much simpler to continue their focus and dynamism in the process of cultural integration. Conclusions: We believe that our approach adds an insight in the M&A literature. Managers at all levels of both organizations must take part in the process of M&A for both organizational cultures to come in sync and for change to take place.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.38
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• pp.229-262
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• 2008

With the introduction of supply chain management concept, the nature of a firm is fundamentally changed. Control is no longer based on direct control of the business processes, but rather based on integration across member organizations in the supply chain. Firms are trying to achieve a competitive edge by managing their supply chain performance to gain advantages in cost and service differentiation. The supply chain elements of a sea port involves ILSP (Inbound Logistics Service Provider) at the input side and OLSP (Outbound Logistics Service Provider) at the output side. The goal of sea port is to satisfy the needs of different parties, both upstream and downstream, in the chain with greater effectiveness and efficiency than it's competitors. In this context, the purpose of this paper is to derive conceptualization of the SCP (Supply Chain Performance) in the sea port from literature review on the previous researches and to tackle their theoretical and practical implications. The paper deals with conceptualizing SCP in sea port using the SCOR (Supply Chain Operation Reference) model. It incorporates both the effectiveness and efficiency aspects of performance measurement. And it also recognizes customer related reasons for measuring performance.