• Information Systems Review
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• v.4 no.1
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• pp.131-143
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• 2002

Numerous types of SIS (Strategic Information Systems) have been developed based on certain strategic frameworks. This paper reviews those traditional SIS frameworks, and points out the ignorance of customer-orientation. Also, this paper addresses a new SIS framework based on customer-orientation: i.e., transaction visibility. This paper proposes that computer systems can increase customer value by changing visibility in transactions with customers. Relevant cases are also presented for sake of clear understanding of this new framework.

• Information Systems Review
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• v.4 no.1
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• pp.89-110
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• 2002

Today, many universities are confronted with the changing education paradigm such as e-Learning, CBT(Computer-based Training), Virtual University. Particularly, the Virtual University is now in the countrys educational mainstream as a legitimate, potentially standards-setting educational environment. These streams are certainly a new opportunity or threat to our universities. To overcome this problem, we should think this as strategic, and should implement IT-based Virtual University System to which computer and network technology is main edge. So, we think that the Virtual University System is SIS(Strategic Information System) which support universitys future education strategies. We proposed a planning framework for the Virtual University System. The framework which is based on the IS planning methodology is composed of such as environment analysis, requirement analysis of the system, strategic roles and objectives setting, scenario analysis of budget and revenue. To define the strategic roles and objectives of the system, we surveyed it on the side of instructors. We proposed five factors, which are to (1) improve competitiveness (2) reduce cost and secure profit (3) enhance education services (4) change the future education model (5) decrease dysfunctions of virtual education model.

• The Journal of Information Systems
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• v.14 no.2
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• pp.75-99
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• 2005

Today, many universities are confronted with the changing education paradigm such as e-learning, Distance Education, Virtual University, This IT-based teaming paradigm shift is certainly a new opportunity or a threat to our universities. To overcome this problem the universities should think e-Learning as strategic weapon, such as many firms created competitive weapons from the information systems at the 1980s. So, e-Learning system can be a SIS(Strategic Information System) which supports university's future education strategies. To build a e-Learning system, not only many H/W and S/W resources but also expert personnels are required. An organization such as local university who is week at financial status can't himself plan the system. The Local University Community e-Learning Centers that support the demand of e-learning for their community are recommended. In order to operate these centers efficiently, the strategic roles of the e-Learning center should first be defined. To define the strategic roles, We classified the strategic roles of the e-Learning center into four dimensions, (1) to improve management efficiency, (2) to enhance educational service, (3) to acquire competitive advantages, (4) to build new education infrastructure, and each dimension has 5 or 6 measurement items. As result, to enhance the educational service was considered as the most significant factor among the four dimensions of strategic roles, and the infrastructure building was the next. We also tried to find the difference for each factor by the characteristics of responsor. The data showed that there was litter difference between the groups in evaluating the significance of strategic roles of e-learning centers. Through the strategic roles definition and analysis of expected role ratings, we could have recommended the direction and operation policies of the e-Loaming centers.

• Proceedings of the Korea Association of Information Systems Conference
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• 2005.05a
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• pp.409-424
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• 2005

Today, many universities are confronted with the changing education paradigm such as e-Learning, Distance Education, Virtual University. This IT-based learning paradigm shift is certainly a new opportunity or a threat to our universities. The Local University Community e-Learning Centers that support the demand of e-Learning for their community are recommended. Tn order to operate these centers efficiently, the strategic roles of the e-Learning center should first be defined. To define the strategic roles, We classified the strategic roles of the e-Learning center into four dimensions, (1) to improve management efficiency, (2) to enhance educational service, (3) to acquire competitive advantages, (4) to build new education infrastructure, and each dimension has S or 6 measurement items. As result, to enhance the educational service was considered as the most significant factor among the four dimensions of strategic roles, and the infrastructure building was the next. Through the strategic roles definition and analysis of expected role ratings, we could have recommended the direction and operation policies of the e-Learning centers.

• Journal of Korea Society of Industrial Information Systems
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• v.11 no.2
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• pp.103-116
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• 2006

This study suggests the effective approach that successfully establishes the supply chain management(SCM) system as a strategic weapon. To do so, the study conducted an empirical investigation which consisted of the five elements of power process, such as power element, needs, value, environment, relationship, strategic types of SCM, and the manufacturing performance. The results showed that the strategic type of SCM with active power process had higher manufacturing performance than other strategic types of SCM.

• The Journal of Information Technology and Database
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• v.1 no.2
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• pp.25-35
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• 1994

Downsizing IS is rapidly emerging as one of new information systems of the 1990s that involves (1) the cost reduction, (2) the reduction of MIS staff, and (3) the transfer of IS functions to end - users. As downsizing is relatively new information systems, little is known about the causes, the process, or the consequences of downsizing. Case study was chosen as the research methodology of this study. The downsizing IS of Namsun Aluminum Co. Ltd. in Taugu City was chosen for the exploratory case study. The detailed and qualitative analyses to Namsun were performed with the use of observation, participation, and interview techniques. Consequently, the causes, the process, and the consequences of Namsun's downsizing were analyzed and discussed. As for the main cause, downsizing was started with the purpose of cost reduction. The important consequences of downsizing IS are as follows : (1) About 700 million won reduction in the cost of initially developing the downsizing was achieved. (2) Downsizing is performing Namsun's mission critical applications. (3) Namsun's downsizing could be considered to be SIS(strategic information systems).

• Proceedings of the Korea Database Society Conference
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• 1994.09a
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• pp.131-146
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• 1994

Downsizing IS is rapidly emerging as one of new information systems of the 1990s that involve (1) the cost reduction, (2) the reduction of MIS staff, and (3) the transfer of IS functions to end-users. As downsizing is relatively new information systems, little is known about the causes, the process, or the consequences of downsizing. Case study was chosen as the research methodology of this study. The downsizing IS of Namsun Aluminum Co. was chosen for the exploratory case study. The detailed and qualitative analyses to Namsun were performed with the use of observation, participation, interview techniques. Consequently, the causes, the process, and the consequences of Namsun's downsizing were analyzed. As the main cause, downsizing was started with the purpose of cost reduction. The important consequences of downsizing are as follows ： (1) About 700 mi1lion won reduction in the cost of initially developing the downsizing was achieved. (2) Downsizing is performing Namsun's mission critical applications. (3) Namsun's downsizing could be considered to be SIS(strategic information systems).

• The Journal of the Korea Contents Association
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• v.4 no.1
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• pp.40-48
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• 2004

In a study involving 52 large organizations in the savings institutions industry, the relationship between information systems technology(IT) structure and competitive strategy was investigated based on structural contingency theory. Two dimensions of IT structure and two types of competitive strategy were employed to test a contingency mood. It was found that enhanced congruence between IT structure and competitive strategy was associated with higher competitive advantage. The structural dimension significantly associated with the "defender" strategic stance was more centralized and more integrated application of IT, while the structural dimension significantly associated with "prospector〃 positioning was more decentralized and less integrated application of IT.lication of IT.