• Journal of Digital Convergence
• /
• v.6 no.2
• /
• pp.65-76
• /
• 2008

Recently, software distribution method, along with advent of era of Web 2.0, is rapidly evolving from ASP(Application Service Provider) method into SaaS(Soft as a Service) method due to development in concepts and technologies including SOA(Service Oriented Architecture) Web Service, On Demand and Component. Determining factor in market competitiveness of newly emerging SaaS business model will be analyzed by focusing on Group-Wares, POS(Point of Sale) System, CRM(Customer Relationship Management) and ERP(Enterprise Resource Planning), which are the most representative SaaS business models in Korea. It is anticipated that the outcome of analysis of determining factors for market competitiveness for each of the main SaaS Business Models acquired through questionnaire survey can be utilized as important benchmarking material in setting the direction of cultivating SaaS market by the government as well as new entries into SaaS market.

• ETRI Journal
• /
• v.29 no.4
• /
• pp.497-506
• /
• 2007

In this paper, we study the relationship between factors influencing the strategic use of IT and business performance by conducting a survey of small and medium-size enterprises (SMEs). From the results of our survey we came to several conclusions which are presented here. First, IT investment has a significant impact on the strategic use of IT, and the strategic use of IT has a significant impact on business performance. Second, SME investment in IT and strategic use of IT are influenced by both the intensity of competition in the market environment and partnership with other organizations. Third, the support from the management group in SMEs is a core factor for IT investment and strategic use of IT. Finally, for SMEs to use IT strategically and successfully, it is necessary to combine members' participation with a flexible organizational structure and culture.

• Spatial Information Research
• /
• v.15 no.3
• /
• pp.347-362
• /
• 2007

GIS has been rapidly developed since 1995 when the Ministry of Construction and Transportation started the First National GIS Construction Project and built large scale topographic map at local governments level. From that time local governments have been built several application system such as road management system, waterworks management system, sewer management system, underground facilities management system, and urban planning information system, etc. However, the construction of GIS application system at different department level brings the problem of data sharing and overlapping database construction. To overcome this environment Enterprise GIS concepts has been introduced. In case of Seoul Metropolitan government Spatial Data Warehouse have been constructed. However, Seoul Metropolitan government still have the problem of inactive use of GIS system and adaption to the rapidly changing information environment. This study aims to present Strategic plan to uggrade Enterprise GIS concenpt from data centric to service centric architecture at local government level.

• Korean Journal of Social Welfare
• /
• v.64 no.3
• /
• pp.29-50
• /
• 2012

Recently, social enterprises are expanded quantitatively and continuously, so it is timely to suggest effective management for sustainability of social enterprises. Therefore, this study was conducted to explore various organizational factors which influence on social enterprises' economic and social outcomes. This study investigated the effects of strategic factors, management system, external environment and organizational culture on the outcomes. Strategic factors emerged as the most critical factors for both outcomes. Human resource management and innovative organizational culture affected economic outcomes. Among external environment, community support has significant effect on social outcomes. Based on the results, implications were suggested for effective management and further research.

• Journal of Applied Tourism Food and Beverage Management and Research
• /
• v.14 no.2
• /
• pp.39-63
• /
• 2003

Hotel Enterprises are coping with changing circumstances by utilizing ABM and are downsizing for the sake of Innovation Results by setting up ERP(Enterprise Resource Planning) system. This study is intended to explore the correlations between Activity Based Management(ABM) of Strategic Management and ERP System Satisfaction, and the relations between ERP System Satisfaction and Downsizing. And through this, the methods of effective Strategic Management Development and efficient Downsizing will be suggested The objectives of this study are as follows: (1) to research the definition of Tourist Hotels' ABM (2) to examine the correlations between AMB and ERP system Satisfaction (3) to study the relations between ERP System Satisfaction and Downsizing Study Hypotheses, referring to preceeding study of Doo-jin Kong(2002) and DeLone & McLean, were set up to verify the Study Model. Data Analyses include the questionnaire survey of the Hotels using ERP system, reliability analysis, and regression analysis: for these analyses was used SPSS 10.0, the statistics package program. The conclusions show: First, ABM influences ERP System Satisfaction. Second, ERP System Satisfaction influences Downsizing. Therefore, ABM of Tourist Hotels needs to systematically take advantage of the Information Factors from ERP system and to maximize results by executing Downsizing through System development.

• Journal of Information Technology Services
• /
• v.5 no.1
• /
• pp.35-46
• /
• 2006

In recent years, academic scholars and practitioners have given increasing attention to the importance of strategic performance measurement systems including both financial and non-financial performance metrics. The Balanced Scorecard (BSC) is known as integrated performance management framework that helps an enterprise to translate strategic objectives into relevant performance within an organization. While the current literatures and management articles offer BSC design and implementation. there are few reports of detailed validation of using the rationalized sets of CSF (Critical Success Factors) and KPI (Key Performance Indicators) for the Korean construction industry. This paper first propose the perceived sets of CSF/KPI using current literatures and validate with a major construction company's executives and senior managers in Korea. The paper then examines whether the perceived sets of CSF/KPI have co-relationships with the firm performances. The results of the research contribute in heightening of competitiveness of the Korean construction companies in strategic and performance management.

• Journal of Korean Society for Quality Management
• /
• v.28 no.4
• /
• pp.204-222
• /
• 2000

Supply Chain Management is a process-oriented concept, integrated approach to procuring, producing, and delivering products and services to customers. Supply Chain Management covers the management of material, information, and funds flows. A strategic supply chain management produces for value maker and the ultimate customer. One aim of this paper is to determine the effect of contract parameters on the quality of the end product of the supplier-producer chain. The supply chain management is viewed as a single entity rather fragmented. This research constructed model the relationship of supply chain management to quality management. The questionnaire were tested with survey of supplier's employee and the result were analyzed using SEM(Structural Equation Model). As a result, Quality performance positively depends on the communication, coordination, and process management between the supplier and the producer.

• Asia-pacific Journal of Multimedia Services Convergent with Art, Humanities, and Sociology
• /
• v.9 no.4
• /
• pp.813-823
• /
• 2019

Supplier Relationship Management (SRM) is a strategic partnership activity for an enterprise and is expected to be a significant performance element in the current enterprise environment where uncertainty is growing. Despite the effective SRM allows companies to manage quality and inventory throughout their logistics procurement process with their suppliers and increase the profitability of the company, there is a scarce of theory about supplier relationship management (SRM) and many companies are not aware of the importance of SRM and depend only on simple electronic purchasing methods. Therefore, I analyze the H Company as a case company, which is a large domestic company and has reached 2,500 domestic and overseas suppliers. SRM process and its effects are evaluated as (1) Purchasing strategy division 2) Process division (3) IT infrastructure division. By analyzing SRM as one of the management strategies that bring the overall value of enterprise performance up, and by looking at how domestic large corporations manage their suppliers, I hope that manufacturers with many suppliers will recognize the importance of SRM and build an SRM tailored to their business.

• Asia pacific journal of information systems
• /
• v.17 no.3
• /
• pp.131-146
• /
• 2007

Recently, the role of IT service providers has been enlarged from managing a single function or system to reconstructing entire information management processes in new ways to contribute to shareholder value across the enterprise. This movement toward extensive and complex outsourcing agreements has been driven by the assumption that outsourcing information technology functions is a reliable approach to maximizing resource productivity. Hiring external IT service providers to manage part or all of its information-related services helps a firm focus on its core business and provides better services to its clients, thus obtaining sustainable competitive advantage. This practice of focusing on the strategic aspect of outsourcing is referred to as strategic sourcing where the focus is capability sourcing, not procurement. Given the importance of the strategic outsourcing, however, to our knowledge, there is little empirical research on the relationship between the strategic outsourcing orientation and outsourcing performance. Moreover, there is little research on the factor that makes the strategic outsourcing effective. This study is designed to investigate the relationship between strategic IT outsourcing orientation and IT outsourcing performance and the process through which strategic IT outsourcing orientation influences outsourcing performance, Based on the framework of strategic orientation-performance and core competence based management, this study first identifies core competency orientation as a proper strategic orientation pertinent to IT outsourcing and IT outsourcing process management capability as the mediator to affect IT outsourcing performance. The proposed research model is then tested with a sample of 200 firms. The findings of this study may contribute to the literature in two ways. First, it draws on the strategic orientation - performance framework in developing its research model so that it can provide a new perspective to the well studied phenomena. This perspective allows practitioners and researchers to look at outsourcing from an angle that emphasizes the strategic decision making to outsource its IT functions. Second, by separating the concept of strategic orientation and outsourcing process management capability, this study provides practices with insight into how the strategic orientation can work effectively to achieve an expected result. In addition, the current study provides a basis for future studies that examine the factors affecting IT outsourcing performance with more controllable factors such as IT outsourcing process management capability rather than external hard-to-control factors including trust and relationship management. This study investigates the major factors that determine IT outsourcing success. Based on strategic orientation and core competency theories, we develop the proposed research model to investigate the relationship between core competency orientation and IT outsourcing performance and the mediating role of IT outsourcing process management capability on IT outsourcing performance. The model consists of two independent variables (core-competency-orientation and IT outsourcing process management capability), and two dependent variables (outsourced task complexity and IT outsourcing performance). Comprehensive data collection was conducted through an outsourcing association. The survey data were analyzed using a structural analysis method. IT outsourcing process management capability was found to mediate the effect of core competency orientation on both outsourced task complexity and IT outsourcing performance. Further analysis and findings are discussed.

• International Journal of Quality Innovation
• /
• v.9 no.2
• /
• pp.11-30
• /
• 2008

The purpose of this study is to develop BSC model of social enterprise. Performance analysis tool of BSC have been brought over from the business world, designed and created from the perspectives of profit-based businesses. The BSC is a strategic performance measurement and management tool designed for the private sector acting as a communication/information and learning system, to measure 'where we are now' and 'where to aim for next'. It prescribes a plan for translating 'vision' and 'strategy' into concrete action across four perspectives at different stages, depending on the business. These perspectives are 'financial', 'customer', 'internal processes' and 'learning and growth', each of which is connected by cause-and-effect relationships that reflect the firm's strategy. Social aims of social enterprise are to accomplish desired outcomes which are to employ vulnerable people and to provide social services. The measurement factors of financial perspective are stable funding, efficiency of budgeting, stakeholders' financial supports, and trade profit. The measurement factors of customer perspective are government, social service users, employees, local communities, sup plier, social activity company, and partnership with external organizations. The measurement factors of internal process perspective are organizational culture, organizational structure/management, internal/external communication, quality of products and services, information sharing. The measurement factors of learning and growth perspective are training and development, management participation, knowledge sharing, leadership of CEO and manager, and learning culture.