• 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.

• The Journal of Information Systems
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• v.29 no.2
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• pp.1-26
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• 2020

Purpose This study empirically investigates the impact of information technology(IT) investments on the financial and non-financial performance of a manufacturing firm. We examined the interaction effects of IT investments and strategic applications levels of information systems(IS). This study also demonstrated the three-way interaction effects of IT investments, levels of IS strategic applications, and perceived environmental uncertainty(PEU). Design/methodology/approach For this study, empirical data were collected from 98 manufacturing firms with the structured questionnaires. The data were analyzed with multiple regression models, and partial derivatives were utilized to identify the directions of the impact. Findings From the empirical results, it was found that when both the levels of IS strategic applications and the degrees of IT investments are high, the ratios of the costs of goods sold to total sales(RCGS) and the labor costs to total sales(RLCS) are decreased, as it were, the performance of a firm is improved. However, it was observed that when the levels of strategic IS are low, the high degrees of IT investments do not contribute to the improvement of a performance. The results showed that when the levels of strategic IS are high, the high degrees of IT investments incur the high RSAE not low RSAE. When PEU is considered, the empirical results showed that under the low degrees of PEU, the IT investments under high levels of strategic IS applications (strategic IT investments) improve the performance, as it were, low RCGS, and high degrees of perceived financial and non-financial performance. However, under high PEU, it was observed that high degrees of strategic IT investments do not increase the performance. When PEU is high, the strategic IT investments reduce RSAE, and under low PEU, RSAE is increased.

• The Journal of Information Systems
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• v.20 no.2
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• pp.207-228
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• 2011

IT governance is an integral part of enterprise governance and consists of the leadership, organizational structures, and processes that ensure organization's IT decision making for achieving organizational goal. Most firms have failed to resolve the balance in building IT governance. The challenge is to align IT strategy with business strategy in establishing and implementing effective IT governance. The purpose of this study is to find out the relationship between IT governance implementation factors and IS effectiveness, and the moderating effect of strategic alignment of IS strategy with business strategy on IS effectiveness. IT governance implementation factors consist of IT vendor management, IT human resource management, and IT infrastructure. Strategic alignment was measured as the alignment between business strategic orientation and IS strategic orientation that used in the research of Chan et al.(1997). In the relationship between three IT governance implementation factors and IS effectiveness, the results of multiple regression analyses showed that IT human resource management is an important determinant to influence IS effectiveness. The additional analysis using multiple regression showed that strategic alignment of IS strategy with business strategy has moderated the relationship between IT governance implementation factors and IS effectiveness.

• The Journal of Information Systems
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• v.17 no.4
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• pp.341-367
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• 2008

This study propose a model relating supplier's use of IOIS(Inter-Organizational Information Systems) to strategic benefits through extension of Subramani's research model. In extended model, collaboration serves as a safeguard for relationship-specific intangible asset. Specifically, we evaluate how two patterns of IOIS use by supplier(exploitation and exploration) relate to two specific types of relationship-specific intangible asset(business process specificity and domain knowledge specificity), which in turn are posited to promote collaboration and strategic benefits. To explore the current study, questionnaire survey was conducted on 72 first-tier supplier firms in the manufacturing industry. Based on the survey results, we posits the following : (1) Each pattern of IOIS use directly promotes a specific type of relationship-specific intangible asset. The path of the relationship between IOIS use for exploitation and domain knowledge specificity is positive but not significant. The other paths are positive and significant. (2) Both types of relationship-specific intangible asset have a positive and significant impact on collaboration. (3) Domain knowledge specificity influences on strategic benefits but business process specificity does not have an effect on them. (4) Collaboration affects supplier's strategic benefits. These findings provide a deeper understanding of the mechanism of how the pattern of IOIS use can result in strategic benefits for supplier firms.

• IE interfaces
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• v.16 no.2
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• pp.117-124
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• 2003

This study focuses on the detailed explanation of the strategic allocation algorithm which can be used as an ATP(Available To Promise) from the perspective of customers, and as a sales plan for sales organizations. A strategic allocation algorithm includes three methods depending on FIXED RATIO, RANK and DEMAND BASIS. In addition, further topics would be discussed regarding the method of system implementation utilizing strategic allocation algorithms and information flow with an aim to integrate such a sales plan into the e-Biz. This study aims to provide a new solution in order to secure emerging competitive factors in today's enterprise world; that is, an achievement of faster business processes. It is suggested that this new solution be implemented in order to achieve an efficient business environment by systemizing the decision making process which in the past was manually conducted.

• Journal of Information Technology Applications and Management
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• v.22 no.1
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• pp.131-152
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• 2015

Environmental differences across countries such as socio-cultural, political, economic, and technological differences require business strategies of multinational corporations to vary business practices across regions. Despite the keen awareness of the necessity for strategic adaptation to local context, IS management and strategy tend to remain similar across countries. One of the reasons is to maintain the stability and compatibility of information technology infrastructure. After a careful observation of retail business practice, this study finds IS strategy should also be highly responsive to the local context. This study shows how information resources including systems architecture, processes, human resources, and national context are interlinked together. Despite global excellence in general systems management, failure in such alignment can be a serious problem in extending competitive advantages across regions. This study aims to reveal issues to be taken care of in order to accomplish global technological alignment. Results of this study provide senior management with guidelines and a framework for aligning IT with regional strategic thrust that can improve local responsiveness of multinational companies.

• Management & Information Systems Review
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• v.7
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• pp.169-186
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• 2001

The strategic management for Innovation and competetion of small and medium firms is practical innovation strategic of cost down and sales increace. Framework of the strategic management for thr forecast of changed industry and formal competetion. Practice and planning to the small and medium firms for innovation, cost down, sales increace, revolution management, etc. The results of study are as follows ; 1) study of pre-model for innovation and competetive advantage. 2) Draw of the creative factor for industrial structure analysis, cost advantage analysis and competetive advantage. 3) Exhibit of the practice model for strategic management approach. 4) Application and modification to the small and medium firms for results of study.

• Proceedings of the Korea Association of Information Systems Conference
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• 2003.05a
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• pp.183-197
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• 2003

This paper introduces the public-oriented e-Hub construction for strategic alliances in the community. The public-oriented e-Hub can link with all Participating internet firms on the ba business models, and consequently help them share their core competence, management resource Based upon this perspective, this paper presents the procedures corresponding with social network strategic alliances of small and medium internet firms. In addition, this paper tries to analyze th among degree of competition, potential of strategic alliance, and financial performance. The resu the firms with more easily accepting various strategic alliances make higher financial performance competitive environment. This suggests that strategic alliances through the public-oriented e-Hub virtual community provide the internet firms with various opportunities

• Asia pacific journal of information systems
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• v.13 no.4
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• pp.29-47
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• 2003

This research explores early mover advantages and performance in the cyber market based on an empirical test. It also examines whether early mover strategic capabilities are able to adopt mutually cumulative relationship in the cyber market. Early movers such as eBay.com and Amazon.com seem to have been able to defy exclusive relationship between strategic capabilities. Compared with their followers such as uBid.com and buy.com, they have been able to adopt strong focus, differentiation, and cost leadership strategies. The purpose of this paper is to investigate the differences in strategic choices based on the strategic capabilities and performance of online firms between early movers and followers. The study reviews early mover advantages and disadvantages, and a strategic typology based on Porter's model, as well as strategic capabilities based on the sand cone model.