• Journal of the Korea Convergence Society
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• v.11 no.7
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• pp.231-238
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• 2020

In the case of ICT-enabled organizational changes such as Smart Work, appropriate change management is required. To achieve work-life balance, organizational change management should be conducted from both a structural and a cultural perspective. This study looked at organizational factors that affect Smart Work facilitation through a case study with the view of ICT-enabled change management. From November to December 2019, eight Smart Workers of Company A were interviewed and analyzed for organizational support. The results show that structural support such as institutionalization, ICT infrastructure office environment improvement, Smart Work center as well as cultural support such as enhancing autonomy, communicating style of managers, trusting organizational climate are required. The findings suggest balanced organizational support to provide cultural support along with structural support for activating Smart Work operations. In the future, it is necessary to demonstrate the causality between structural/cultural support factors and outcome factors.

• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• 2013.10a
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• pp.827-830
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• 2013

Due to strong wind of smartphone, change in human life is facing 21 Century's new revolution. The end of 2012, The record rate of supply of smartphone is up to 58.8 percent. So the reputation of IT power are continuing. Korea is boasting IT infrastructure, and the reputation of IT power with rapidly evolving. But Korea is one of OECD country with the longest working hours and in labor productivity, yet is located in the lower rank. Now, common social issues such as low-carbon, green growth, low birthrate, graying, labor productivity growth, the reduce greenhouse gas is constantly increasing in worldwide. So Smart Work is getting attention as a way to resolve this. In this paper, we study the impact of small business on local economy and the status information of small business on statistical point of view. And we offer the smart work countermeasures of small business through detailed action elements and the model proposed fot driving factor for the promotion of smart work. Through this, we propose the IT system model for The SMEs-type smart work system.

• Journal of the Korean Society of Marine Environment & Safety
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• v.19 no.1
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• pp.71-77
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• 2013

Smart work has been gaining more popularity recently. Smart work means that employees perform their works anytime and anywhere as utilizing the information and communication technology. It can be divided into four categories; the mobile office, the home office, the work-at-center and the tele-cooperation. Among them, the mobile office based on tablet personal computers(PCs) or smart phones, employees can exchange information with tablet PCs or smart phones via mobile radio communication networks and portable terminals. Smart devices such as tablet PCs and smart phones help to access intranet system for requests, approvals, information search whenever employees need. This mobile office system for real-time HSE managing can contribute to improve the productivity and work efficiency in a shipyard. In this study, the main goal is to design the specialized mobile application for the HSE management system on the shipbuilding industry. The mobile application including 10 functions is designed based on ooCBD(object-oriented Component Based Development) methodology.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.4
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• pp.191-200
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• 2017

Smart work is an alternative form to enable seamless business collaboration without time and space limitations using ICT. However, smart work implementation has not produced tangible achievements and sometimes has resulted in failure. This study examined users' resistance against smart work, which is regarded as one of the most important elements for the successful implementation of smart work. The study classified elements which cause users' resistance into the work's innovative characteristics and the user characteristics based on the model of innovation resistance. It also set the degree of freedom in spatial and temporal dimension as moderating factors. This empirical research results showed that low work efficiency, unfavorable evaluation methods, and high degree of satisfaction in the way of working affected smart work users' resistance. In addition, temporal freedom had a moderating effect on the relationship between users' characteristics and their resistance. On the contrary, spatial freedom affected the relationship between their works' innovative characteristics and their resistance. The study results suggest that organizations need to set up business processes and evaluation methods first to adopt Smart work successfully.

• Journal of Digital Convergence
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• v.10 no.4
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• pp.11-22
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• 2012

Smart work, which is a new way of working at out-of-home instead of an office, has become a widespread practice because it is considered as beneficial for both organization and employee. This study is conducted to investigate the differences about attitude toward the organizational effectiveness between smart worker and office worker in a call center. The result showed that the perceived advantages of smart worker(higher service climate, job satisfaction, organizational commitment, service capability) are more positive than those of office workers. Based on this result, the implications and policy directions of smart work were discussed.

• Journal of Digital Convergence
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• v.10 no.11
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• pp.145-164
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• 2012

With the development of Information Communication Technology (ICT), diverse work policies, such as, telework, telecommuting, flexible work had been conceptualized and implemented to encourage efficient business practices and worker satisfaction. These work policies are the forerunners of newly emerging concept of "Smart Work." However, as smart work is a new concept, no single agreeable definition can be found. In this study, the relevant literatures published in past 15 years are reviewed systematically in order to derive a conceptual framework for "Smart Work," from related research, such as telecommuting, flexible time, telework, etc. Related variables are grouped into five clusters: Task, Technology, People, Organization Structure and Managerial Levers, forming a policy and research framework. Further research are suggested after the discussion of implications.

• Journal of Digital Convergence
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• v.14 no.7
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• pp.93-102
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• 2016

The purpose of this study is to examine the effects of the Mobile Smart-Work IT resources on the work efficiency based on moderating effects of the perceived usefulness in the Resource Based View. The study has academic meanings and practical implications that studied widely based on moderating effects of the perceived usefulness through the Hierarchical regression furthermore on the existing study on hypothesis by standard multiple regression. The results showed that IT Infrastructure in the Mobile Smart-work IT resources by moderating effects of the perceived usefulness was found to bring positive effect on individual work efficiency and teamwork efficiency. On the other hand Business Application was found to bring positive effect on teamwork efficiency. Therefore, we expect that business firm and employees actively use the effects of the perceived usefulness with the trust that Mobile Smart-work IT resources bring positive effects on the work efficiency. It can improve this work efficiency and lead to strengthening the firm competitiveness.

• Information Systems Review
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• v.15 no.3
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• pp.71-87
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• 2013

Companies as well as the Korean government show growing attention to the Smart Work which is enabled by the ongoing development of information and communication technologies (ICTs). Smart Work can be regarded as an extended version of telecommuting or distance work and defined as "working efficiently and conveniently regardless of time and place utilizing ICTs." Smart Work currently puts its emphasis on the work and life balance by changing the ways of working. Despite its emphasis on work and life balance, it is expected the boundaries between work and nonwork would blur, work and nonwork boundaries may become more permeable, and role conflicts would occur more times than before. To find ways to enhance work and life balance while escaping from expected conflicts in the context of Smart Work, we investigate the work and nonwork boundary strengths and the factors affecting them. In the course, we consider asymmetries between the work and nonwork boundary strengths and bidirectional nature of work and nonwork permeability. We develop two research models having work and nonwork boundary strengths as respective dependent variables. We empirically found that work role identification and nonwork-to-work permeability had influences on the boundary strength at work and that work-to-nonwork permeability affected the boundary strength at nonwork. However, nonwork role identification did not show any significant influence on the boundary strength at nonwork.

• Journal of Digital Convergence
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• v.14 no.5
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• pp.165-176
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• 2016

The purpose of this study is to examine the effects of the IT resources on the work efficiency and corporate performance in Mobile Smart-Work Environment with IT convergence Technology by applying the Resource-Based View. The study has an academic meaning by empirically analyzing the effects of factors identified based on the existing study on the IT resources in Mobile Smart-Work, and practical implications to identify how the significance of the Mobile Smart-Work used as a platform of variety industries in manufacturing, logistics, service, distribution, finance, public institutions, and so on positively affects improvement of corporate efficiency and performance. The results showed that IT Infrastructure and IT skills in the Mobile Smart-work environment were found to bring positive effects on individual work efficiency, and IT skills had positive influence on team work efficiency. Also, we confirmed the individual and team work efficiency positively affect financial and market performance of business firms. Finally, we expect that business firm equipped with IT resources in the Mobile Smart-Work environment with IT convergence Technology. It can improve this work efficiency and the performance, which leads to strengthening the core competency.

• Knowledge Management Research
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• v.22 no.1
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• pp.85-103
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• 2021

While there is a rapid transition to smart work due to COVID-19, not many studies have measured the changes in organizational culture after firm-wide institutionalization of smart work. Through a questionnaire and a series of stakeholder interviews, this study examined how and to what extent employees' perception of organizational culture changed after the introduction of smart work in a large leisure service company H in South Korea. The working culture of the organization is measured as the changes in the organizational members' perception on seven dimensions: strategic innovativeness, organizational flexibility, fair human resource management, rational decision making processes, organizational vitality, trustful collaboration, proactive leadership. The results demonstrated that, after the introduction of smart work, the organizational members' perception on strategic innovativeness, organizational flexibility, organizational vitality, trustful collaboration have declined significantly while the changes in fair human resource management, rational decision making processes, and proactive leadership are insignificant. Though found to be insignificant, follow up interviews revealed that participants think that the role of management leadership is very critical for the smart work systems to be institutionalized successfully. While the smart work may have different effects depending upon industry or organizational characteristics, this study present a case for changes in organizational culture after institutionalizing smart work. Implications are discussed with further research issues at the end.