• 경영과학
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• 제12권3호
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• pp.45-60
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• 1995

This study examines a normative model of project management systems, PPMS, to provide information for directing R&D activity in order to increase R&D productivity. The PPMS (Project Process Management System) is a disciplined and systematic framework to manage R&D projects effectively and efficiently under the assumption of a strategic decision making and long-range planning. The purpose of PPMS is to provide for the management of research organization at different levels an effective management tool; first, for the planning system which deals with rational selection and authorization of R&D projects, second, for the control system which concerns monitoring and controlling the execution of R&D projects, and finally, for the evaluation system which attains evaluation of the performance results of R&D projects and determination of the necessary follow-up. A view for the future development of project management within the context of a project-performing organization is also elaborated to exhibit the progress and phase description of the project management system.

• 경영과정보연구
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• 제8권
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• pp.61-86
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• 2002

This study is focused on how to effectively support Busan regional footwear companies in partnership with parent company, in particular how to lead a mutual supplementary relationship with the minor firms while improving the efficiency in strategic outsourcing. Recently, The Korean Footwear Industries and companies are making a lot of efforts to enhance the structure of high expenditure and low efficiency as a means of recovering their competitiveness. As a domestic companies have a tendency to almost all the tasks on bloc, it is true that their competitiveness is on the rapid decline for they prefer self-reliance on the premise that all the production should be dealt with for themselves. It is strategic outsourcing that is taken into account as a strategic vehicle for converting such self-reliance into the system of low expenditure and high efficiency. This study also conducted questionnaire researches, designed to find out the difference between the parent company and minor firms in the recognition and contentment on the purchasing and supplying activities. The result of the questionnaire researches went through further analysis and study to give a reasonable alternatives.

• 한국산업정보학회논문지
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• 제11권2호
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• pp.103-116
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• 2006

본 연구는 파워 프로세스(Power Process)의 관점에서 기업의 전략무기가 될 수 있는 공급사슬관리의 효과적 구축방안을 제시하고자 한다. 이를 위해 본 연구는 파워 프로세스의 5가지 요소인 권력요소, 욕구, 가치, 환경, 관계성 등과 공급관리사슬의 전략 유형 및 기업의 제조성과의 관계를 살펴보는 실증조사를 실시하였다. 그 결과에 의하면 파워 프로세스의 5가지 요소의 상호작용이 활발한 유형의 SCM 전략이 다른 유형의 전략보다 제조성과가 높은 것으로 나타났다.

• Industrial Engineering and Management Systems
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• 제10권1호
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• pp.43-53
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• 2011

Currently, knowledge within the field of software development is largely implicit and is not formally disseminated and shared. This means that there is little improvement and regeneration of processes, and knowledge gained from previous projects is not necessarily applied to new ones. In order to turn this situation around it is necessary to take an organized approach to sharing job-related information. For this study, the authors constructed "Amalab-Project Planning Navigation System, or A-PPNS", a system for organizing accumulated knowledge related to the field of software development. More specifically, A-PPNS is a business process monitoring system and consists of the following four elements: (i) Optimized estimate support subsystem, (ii) Schedule monitoring system, (iii) QCD optimization diagnostic system, and (iv) Strategic technology accumulation system. The effectiveness of this system has been demonstrated and verified at Company A, a system integration company.

• 한국정보시스템학회지:정보시스템연구
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• 제6권1호
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• pp.223-256
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• 1997

Since the business scales of retailing companies become to be very large and the number of items dealt increases explosively, automation of inventory management becomes one of the most important issues to solve in retailing industry. In order to accomplish this automation of inventory management, there must be a great need to a method which can perform real-time decision making on inventory control in an automatic fashion, while communicating with inventory information systems like POS system and automatic warehousing system. But even in this circumstance, there are also many obstructions to such automation like varying demands, limited capacity of warehouse and exhibition room, need for strategic consideration on inventory control, etc., in a real sense. Due to these reasons, it seems very difficult that most large-scaled retailing companies get fully automated inventory management system. To overcome those difficulties and reflect them into inventory control, we propose a automated inventory control methodology for retailing industry based on neural network and policy model. Especially, policy model is devised to deal with dynamic varying demands and using this model, strategic goals on inventory can be considered into inventory control mechanism. Our proposed approach is implemented in workstation and its performance is also empirically verified also against to real case of one of the major retailing firm in Korea.

• Asia pacific journal of information systems
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• 제12권2호
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• pp.137-162
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• 2002

As the ERP system become recognized as a strategic weapon of a firm, the way how to implement the system successfully has been an important issue for both practitioners and the academic community. The objective of this research is to identify the critical success factors influencing the implementation of the ERP system and to suggest the tasks to be considered first for the effective implementation of the system. The results from the analysis of data collected from the 169 firms among those which have implemented either the Oracle package or the SAP package in Korea are as follows. The important factors for the successful implementation of the ERP system include the strength of rivalry among competing firms; the degree to which information systems are matured; the information systems strategy of a firm; the support and concern from the top; and the technical openness between the ERP system and the legacy system such as network, hardware, and software. The tasks to be considered first for the effective implementation of the ERP system cover the same degree of feeling between labor and management on the threat to survive; the formulation of information systems strategy at the strategic level; CEO's strong will and resolution; the process automation and informatization of a firm; and the infrastructure including intranet and databases.

• 경영과정보연구
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• 제4권
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• pp.137-159
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• 2000

Recently, the importance of ISP(Information System Planning) has been increased because of rapid change and severe competition in business environments. Furthermore, the role of IS in the organization has included not only the supportive activities but also the strategic activities. Organizations can get the competitive advantages through the strategic use of IT by establishing effective and systematic ISP implementation. The main focus of this study is investigate the relationship among three subunits(organizational factors, the role of IS and effective ISP) based on the contingent settings which the process of ISP is implemented. The reasons that conceptual framework of this study is based on the contingent theory are as follow: First, ISP process itself has a series of complicated work which various elements in a company are involved. ISP externally must have the process to evaluate information technology (technology related with IS). Internally ISP process has a serious of works including determining information requirements to develop successful IS for other functional departments and identifying strategic opportunity of IS aligned with business strategy. Secondly, the activity of ISP is occurring on the continual basis. Business environments in which ISP process has implemented are changing continuously. Specific ISP methodology which was appropriate in a certain period of time does not work any more because of the rapid changes in business environments. For this reason managers can hardly expect successful ISP without considering external environments or internal environments such as organizational or management side. For this study, 240 survey questionnaires were mailed and 71 questionnaires were returned. 57 samples were used for the final analysis and 14 samples were excluded from analysis in that they didn't exercise official and systematic ISP. As the result of analysis, among the internal factors(organizational size, time frame of decision making, budget, management style, organizational culture) organizational culture, management style and time frame of decision making are identified as contingent factors on the effective ISP. The result of this study may have meaning in suggesting the way to develop effective ISP through the formalization of business process, more favorable users attitude toward IS and selection of an appropriate ISP methodology.

• Asia pacific journal of information systems
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• 제20권3호
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• pp.91-114
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• 2010

An IT system within a company play increasingly important role as a significant part of corporate assets. The IT system possesses an extraordinary ability to improve an organization's efficiency, effectiveness and productivity by providing competitive advantages and improving strategic business decision capabilities. Indeed, providing a more secure IT environment, improving employee productivity and enhancing business process and strategic decision capabilities are key areas to improve corporate performance. However, existing research on IT ROI of return on IT investments does not provide solid justification to stakeholders. In this paper, we analyze the IT investment during the past 28 years from 1982 to 2009 and present the results in two dimensions. First, we show the IT solution implementation analysis by years and industries based on 1,240 IT success cases from 8 different sources such as major Korea IT newspaper, IT magazines, and IT vendors. Then, the paper presents the relationship between IT capability through IT success cases and corporate business performance among 32 industries.

• 정보관리연구
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• 제22권1호
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• pp.1-20
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• 1991

전략정보(戰略情報)시스템은 각 조직(組織)의 경영전략(經營戰略)을 지원(支援)하기 위하여 컴퓨터와 통신(通信)의 신기술(新技術)을 활용한 혁신적(革新的)인 정보(情報)시스템이다. 격심한 경쟁상황하(競爭狀況下)에서 타기업(他企業)에 대해 경쟁우위(競爭優位)를 유지하기 위해서는 제품(製品)의 고부가가치(高附加價値)를 실현하고, 소비자지향(消費者指向)의 고객관리(顧客管理)시스템의 구축과 판매(販賣), 생산(生産), 물류(物流)를 일체화시키고 나아가서는 기업간(企業間) 네트워크를 통하여 새로운 사업기회(事業機會)를 창출(創出)해야 한다. 이를 위해서는 SIS의 구축이 불가결하다. 본고(本稿)에서는 이러한 SIS의 개념(槪念)과 구축방법(構築方法) 및 SIS의 운용(運用)에 중요한 정보전략(情報戰略)을 기술(記述)하고 있다.

• 가족자원경영과 정책
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• 제17권2호
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• pp.37-53
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• 2013

This is to constitute strategic system and strategies for building family-friendly cultural change in workplace. For purpose, the reason and agent for change, the models and stages of change, the strategies for change process, and the barriers and facilitators of change are discussed. The strategic system is divided into two parts: planning and implementing. Planning includes need & resource assessment, and research & project office. Implementing includes program implementation, monitoring & feedback, communication, and barriers & facilitators. This study from literature review can be used preliminary test to the cultural change process of workplace.