• 한국디지털정책학회:학술대회논문집
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• 2003.12a
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• pp.479-488
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• 2003

With rapid changes in the business environment, many organizations pursue to manage cost management and performance management of the organizational business activities over the concept of profit management strategically, But the strategic enterprise management system is implemented individually and is not integrated. And the integrated model of strategic enterprise management is ambiguous and many consulting firms didn't suggested the proper model yet. Therefore in this study we studied the strategic enterprise management system, And we studied how to try to integrate the various components of the strategic enterprise management system through the case of the domestic L company site that implemented ABC/ABM, ABS, BSC, business planning & forecasting system recently.

• 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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• 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 the Korean Society for Library and Information Science
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• v.28
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• pp.3-21
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• 1995

The library as nonprofit organization is required to have micro-planning for the organization itself and macro-planning for the relationship of the organization and its environment. Both the micro and macro planning are rational and effective means to library objectives. The library planning must be based on clearly formulated objectives that will encourage all parts of the organization to work toward the same goal and mission. The planning to library objectives should make programming. which should make processing. The mission here should precede goal. which should precede objectives and objectives should precede activities in planning. There is an integral relationship among them. Just as the objectives of the library may be thought of in a hierarchy such as the above. so the library planning must be based on such a hierarchy from strategic or long range planning to administrative planning, from administrative planning to operational planning or short range ones.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1997.10a
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• pp.16-16
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• 1997

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1994.04a
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• pp.554-554
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• 1994

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1991.10a
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• pp.467-467
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• 1991

• The Korea Beekeeping Bulletin
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• s.346
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• pp.45-50
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• 2009

• Proceedings of the Korea Technology Innovation Society Conference
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• 2005.10a
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• pp.647-656
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• 2005

• Journal of the Korea Convergence Society
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• v.6 no.4
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• pp.65-71
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• 2015

The role of information systems and business strategies of companies have attempted a variety of changes in the information technology environment that is displayed various. The advent of big data and knowledge-based analysis began to have great significance in the field of strategic planning for information systems specially constructed. The organization factors that affect the strategic planning of information systems through the application and practical Many researchers, technology, environmental have been introduced specifically. Input factors that affect the planning of information systems of these. In this study, it found the elements of the communication mechanism that exists between information and factors, the process of when developing a plan for information systems, and to study its relevance and convergence.