• Information Systems Review
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• v.10 no.1
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• pp.135-164
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• 2008

This research is to offer a structured yet practical ex-ante evaluation methodology for IT investment. Benchmarking the best practices of four Korean organizations, we try to integrate core processes, relevant measures, and evaluation dimensions into a consistent and wholesome body of evaluating methodology. The best practices we considered encompass a wide range of business enterprises, including for-profit, non-profit, service-oriented, and manufacturing entities. The proposed methodology consists of three stages; the first stage checks the validity of investments by looking into comprehensiveness of planning, willingness to accomplish, justifiable grounds for the investments, overlapping investments, and obstructing risks; the second do so by putting an IT investment into economic, strategic, and technological perspectives; and the last third would produce a unified quantity that summarizes outcome of the previous stages. Incorporating the proven knowledge, guidelines, and quantifying tools, the methodology could make a valuable reference model for IT evaluation practitioners who have been bedeviled by having to going through such ex-ante evaluations.

• Information Systems Review
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• v.11 no.2
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• pp.1-22
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• 2009

IT advances rapidly and is widely used both in for-profit and non-profit organizations. Academic institutions are no exception in the adoption of new IT such as e-libraries, e-blackboards, as well as Web 2.0 services. However, administrative information systems in colleges and universities often lag relatively behind. One of the reasons of this is that academic institutions tend to focus only on the implementation of IT, while neglecting the mindfulness needed for post-implementation. This study develops a new perspective for the sustainability of academic information systems through the lens of mindfulness. The results from administrating a nation-wide survey of universities and colleges provide the variations of a ranking of the critical success factors between implementation and post-implementation. The findings imply that both individual and collective mindfulness are needed to implement and, especially, sustain administrative IS successfully in academic institutions.

• Land and Housing Review
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• v.5 no.4
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• pp.225-234
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• 2014

Because of their nature as public facilities, demands that former military facilities be utilized for the public welfare are increasing, thereby leading to an increase in cases in which these military facilities are reestablished as parks. Cases in which former military bases were reestablished as public parks were analyzed; as a result, several implications were derived. First, the objectives of public park projects should be examined from the perspective of the concept of urban regeneration and regional revitalization. Moreover, it is necessary that profits are yielded and that regional identity and history are reproduced through reusing existing facilities as much as possible rather than entirely remodeling former military sites. As parks become larger in size, bases should be reorganized into complexes rather than single facilities or programs. It is also necessary that parks be established in stages considering the enormous expenses required for building public parks. Consequently, because the special characteristics of military facilities can lead to insufficient on-site investigation in the process of establishing parks, thereby incurring a vast amount of costs for design adjustment and contamination disposal, this should be considered in advance. A method of delegating the development rights to partial sites to private businesses and supplementing the costs of park establishment and maintenance with development benefits should be examined. In addition, given that there are various interests and stakes in former military bases, a method of operating a public-private cooperative decision-making organization during project execution should be considered. Finally, policies related to urban parks need to be improved in order to raise funds, expand profitable businesses, facilitate social services and sponsorship, and encourage the participation of trusts and non-profit organizations in park operation and management.

• Korean journal of communication and information
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• v.49
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• pp.57-80
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• 2010

This study examines how national newspapers interpret, evaluate and report the Korean grand canal and rebuilding four major rivers through the news writings. For this research, ChosunIlbo, the Hankyoreh Shinmun and HankukIlbo are selected. A total of 961 news writings are analyzed by using the concept of news frame designed by Gamson(1993). As a result, the findings are as follows: First, the most frequently reported news frame for ChosunIlbo is economic consequence; the Hankyoreh for ecological environment, and HankukIlbo for authoritative political execution by the administrative. Second, the most frequently interviewed group through all of the papers is the administrative and the ruling Grand National Party, the main body of rebuilding the Korean grand canal. On the country, voices of environmental protection groups, non-profit civic organizations and the ordinary people are reported rarely. Third, the ratio of authoritative political execution by the administrative and economic consequence are very high. Finally, in terms of the framing activity by the interviewed groups in the newspapers, ChosunIlb reports 'Outcome' the most frequently, the Hankyoreh does 'Loss-gain' & 'Process' and HankukIlbo 'Process' & 'Substantive'. Thus it concluded that ChosunIlbo does not play a role as a social mediator for the social disputes. However, the Hankyoreh and HankukIlbo try to represent environmental and civic organizations fairly.

• Journal of the Korean Institute of Rural Architecture
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• v.17 no.3
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• pp.55-62
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• 2015

Recently as return farmers has been increased rapidly, the introduction of a system of rental housing is being considerated in order to induce regional fixation. It was examined organizational management, business scope of rural type rental housing, management role, through the analysis about the management realities of the business of similar form Rural-Fishing New Town project. Jangseonggun and Hwasungun have maneged rental housing 280ho in Rural-Fishing New Town project. It is large village among Rural Rental Housing. And these counties have organized the complex on a large scale among the rental housing. Local governments have managed and operated directly, also these governments have two different methods for the co-management, and the way of making payment. Rental housing management services are divided into rental management, housing management, tenant management. Rental management services such as residents of recruitment, tenants and retreat, rent collection and the storage, management and leasing promotion of the cantilever, surveys of residents. Housing management services such as check of various facilities, maintenance and maintenance work, security and cleaning and daily facility management. Tenant management is life management in connection with housing welfare. In the rural type of rental housing, there are few cases to operate a management office. It is often supplied by rental housing to buy a house or vacant land within the existing village. In this case, by utilizing community facilities within the existing village instead of establishment of extra facilities,It doesn't need to make payment for maintenance fee. In the smaller complex than No. 20, it is self-managed by the tenants in order to reduce the administrative costs and specify the necessary municipal manager. Organization form can be maneged directly from local governments and part of for the management of the building can be employed a mixed management system to delegate management to private organizations such as non-profit organizations or neighborhood association. Tenant management helps people who move in a rental house live on stable circumstance in there area by connection with the program of life support.

• Journal of Korea Society of Industrial Information Systems
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• v.14 no.4
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• pp.163-182
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• 2009

The BSC(Balanced Scorecard), a strategic performance evaluation system, has drawn attention as an innovative tool for improving an organization's performance. Recently, the Korean government has recognized the advantages of the BSC and encouraged public enterprises to implement the BSC. However, it has been pointed out that many public enterprises have faced difficulties in constructing and operating the BSC due to lack of clear understanding, a complex environment of performance evaluation, and inherent features of organizational culture. Therefore, this study analyzed a project case of a public enterprise, Korea Southern Power (KSP), which has ever been assessed as an excellent organization in implementing BSC and managing performance. This paper provides procedures, activities, resources (manpower and time), and decision-making issues and criteria required for implementing BSC, along with real project outcomes of the company. Such project details are expected to be used as helpful guidelines for public or non-profit organizations's BSC implementation. Furthermore, the KSP's efforts to cope with its problems and implications derived from the efforts are also expected to help other organizations construct and operate the BSC effectively.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.4
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• pp.215-225
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• 2016

There is growing attention towards the performance of non-profit organizations (NPO) as cases of moral hazard have emerged as social issues and the public becomes interested in the accountability of NPOs. Social welfare is among the representative service areas of NPOs, and it is regarded as a human service because it is delivered by people. Therefore, human capital-measured by criteria such as levels of organizational commitment-significantly affects the performance of social welfare organizations. However, these organizations have a high turnover rate due to inadequate working environments, heavy workloads, intensive work, and poor remuneration. Against this background, we surveyed social welfare organizations located in Busan and examined how workers' organizational commitment affects their turnover intention and the performance of the organization. For data analysis, SPSS WIN 18.0 was used, and variable-specific frequency analysis and technical statistics were used to identify general properties. A Pearson correlation analysis and a multiple regression analysis were conducted to investigate correlations and causal relationships among main variables. The results showed that the social workers' level of organizational commitment was 3.36 for normative commitment, 3.07 for continuance commitment, and 2.75 for affective commitment. The level of normative commitment was slightly higher than moderate, continuance commitment was close to moderate, and affective commitment was lower than moderate. The surveyed social workers' turnover intention was 2.71, and organizational performance was 2.79; both of those results were slightly lower than moderate. It was observed that affective commitment, marital status, workload, and age affected social workers' turnover intention. Their affective commitment, gender, and age affected the organization's performance. These results suggest that, for launching or operating an NPO, it is important to manage human capital effectively, particularly their affective commitment, to lower workers' turnover intention and improve organizational performance.

• Journal of Navigation and Port Research
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• v.28 no.10 s.96
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• pp.899-908
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• 2004

The rise of income and introduction of 5 day a week working system give korean people opportunities to enjoy their leisure time. And many korean people have much interest in oceanic sports such as yachting and also oceanic leisure equipments. With the popularization and development of the equipments, the scope of oceanic activities has been expanding in Korea just as in the advanced oceanic countries. However, The current conditions for the sports in Korea are not advanced and even worse than underdeveloped countries. In order to develop the underdeveloped resources of Korean marina, we need to customize the marina models of advanced nations to serve the specific needs and circumstances of Korea As such we have carried out a comparative analysis of how Austrailia, Newzealand, Singapore, japan and Malaysia operate their marina, reaching the following conclusions. Firstly, in marina operations, in order to protect personal property rights and to preserve the environment, we must operate membership and non-membership, profit and non-profit schemes separately, yet without regulating the dress code entering or leaving the club house. Secondly, in order to accumulate greater value added, new sporting events should be hosted each year. There is also the need for an active use of volunteers, the generation of greater interest in yacht tourism, and the simplification of CIQ procedures for foreign yachts as well as the provision of language services. Thirdly, a permanent yacht school should be established, and classes should be taught by qualified instructors. Beginners, intermediary, and advanced learner classes should be managed separately with special emphasis on the dinghy yacht program for children. Fourthly, arrival and departure at the moorings must be regulated autonomically, and there must be systematic measures for the marina to be able, in part, to compensate for loss and damages to equipment, security and surveillance after usage fees have been paid for. Fifthly, marine safety personnel must be formed in accordance with Korea's current circumstances from civilian organizations in order to be used actively in benchmarking, rescue operations, and oceanic searches at times of disaster at sea.

• Journal of Navigation and Port Research
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• v.38 no.4
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• pp.429-435
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• 2014

In general, Introducing of the Designated Manager System (DMS) of public facilities has been promoted as part of administrative reforms for planning improvement of service for customers by a private and budget cuts of operations management. DMS has begun to be introduced to the public marina facilities in earnest in 2006, it is evaluated positive about efficiency in terms of business(budget cuts). However, there is no discussion about efficiency (likes service satisfaction of client-side) from the marina whose major job is service. The primary purpose of this study is to clarify the benefits and challenges as a result of the Designated Manager System (DMS) launch implemented by local governments, following the relevant amendments to the Local Government Law. The second purpose is to clarify, from the viewpoint of users, what changes have taken place after the DMS launch, focusing on public marinas operated under the DMS. As for the primary purpose, the study is intended to clarify the economic benefits of the DMS and the significance of the DMS launch at a prefectural government level. This will help us assess whether it would be worthwhile to encourage private companies or non-profit organizations (NPO) to participate in the management and operation of public facilities under the DMS scheme. Most of the studies to date have examined the benefits of the DMS launch, focusing on the economic benefits for local governments. This study is intended to clarify the benefits and disadvantages to users of the DMS launch from the viewpoint of users.

• Journal of Information Management
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• v.41 no.2
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• pp.47-69
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• 2010

Open innovation is a phenomenon that has been widely accepted by both practice and theory over the last few years. On the contrary, partner relationships have attracted little attention while the open innovation could not be emerged without the link to partners. This paper identifies and evaluates a framework for the partner relationships and open innovation processes. Based on the literatures regarding open innovation and partner relationships, we propose the framework of matrix type. We present results based on 352 open innovation cases reported during 2002-2009, and each case is classified into 5 different categories of the framework. JV-C(Joint Venture relationship & Coupled process) archetype has dominated the cases with 178 cases(50.6%) where JV-O(Joint Venture relationship & Outside-In process) follows JV-C with 124 cases(35.2%). No significant change has been found in the number of cases after 2003 when open innovation firstly suggested. However, the number sharply increases in 2009 by boom in JV-C and JV-O. These results show the importance of partner relationships and preference toward Joint Venture relationship in open innovation, while the conventional approaches has just focused on value-chain partnership. We find remarkable collaboration cases contributed by universities and government invested research centers, so the role of non-profit R&D organizations has also been discussed.