• 한국도서관정보학회지
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• 제37권4호
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• pp.391-417
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• 2006

근자에 들어 편목업무의 일부 혹은 전체를 외부의 업체에 위탁하는 행태가 관종을 막론하고 도서관계 전체에 폭넓게 확산되고 있는 현상에 주목하면서, 이 연구는 편목업무의 아웃소싱을 통해 우리가 얻는 것과 잃는 것이 무엇인지를 체계적으로 분석하는데 목적을 두고 있다. 연구에 필요한 데이터는 공공도서관에서 편목업무를 담당하고 있는 실무사서들과 도서관경영진을 대상으로 한 설문조사와 면담조사를 통해 수집하였으며, 연구의 결과는 실무 사서의 육성을 통해 그들의 시각에서 본 편목업무 아웃소싱의 득과 실을 있는 그대로 제시하고자 하였다.

• 한국도서관정보학회지
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• 제40권2호
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• pp.47-67
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• 2009

이 연구는 편목업무 아웃소싱의 득과 실을 공공도서관의 사례를 통해 직접 검증해 보는데 목적을 두고 있다. 이번 연구에서 필자가 밝혀내고자 시도한 내용은 다음과 같다: 첫째, 편목업무에 아웃소싱을 도입함으로써 실질적으로 업무의 효율성이 증대되었는가? 둘째, 편목업무의 아웃소싱이 목록의 품질에 어떠한 영향력을 미쳤는가? 셋째, 편목업무의 아웃소싱은 이용자서비스 업무를 강화하는데 과연 도움이 되었는가? 이 연구에서는 편목업무의 아웃소싱을 시행하고 있는 공공도서관의 사례를 분석하되, 상대적 비교를 위해 편목업무의 아웃소싱을 시행하지 않고 있는 공공도서관 중에서 비슷한 예산과 인력, 장서규모를 가진 도서관의 사례를 동시에 분석하였다. 표본으로 선정한 도서관은 대규모, 중규모, 소규모에 해당하는 공공도서관 각각 3곳씩 총 6곳이었다.

• 패션비즈니스
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• 제3권1호
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• pp.138-146
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• 1999

For an enterprise to survive in extremely competitive world, it had better to down budget and resource of unimportant fields so that the enterprise can concentrate resources on the strong field. Nowadays in Korea, it is important to research outsourcing for strengthen the competitive power in apparel maker because of recent depression. The questionnaire was composed of 14 factors about outsourcing effect. The questionnaires were selected for finial analysis 67 apparel makers in Pusan and Seoul and data was analysed by using paired t-test by SPSS program. Almost of apparel makers (85.07%) has been outsourced the sewing process to contractor or vendor. Outsourcing in this case is marked lower effect than insourcing except reducing cost, economy of time and overcoming internal resources. This means that our outsourcing has been progressed with so many risk. If we have research the successful outsourcing and have a strategic vision and plan with vendor and product mutually beneficial relationship, we can share the risk and creating new business synergies through outsourcing.

• 한국전자거래학회:학술대회논문집
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• 한국전자거래학회 2005년도 e-Biz World Conference 2005
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• pp.163-168
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• 2005

While the client-vendor relationship has been mainly examined from the service receiver's perspective in IS outsourcing literature, the vendor's factors have seldom been explored. To address this issue, our study adopts interaction process theory and develops the model focusing on the competence of the vendor as a key antecedent of the client-vendor relationship intensity and outsourcing success. Results from empirical data gathered from Korean firms indicate that the vendor competence factors identified in this paper positively impacts the client-vendor relationship and outsourcing success. The findings have significant implications for IS outsourcing practices and further research.

• Journal of Information Technology Applications and Management
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• 제12권2호
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• pp.45-61
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• 2005

Recently, increasing attention has been paid to IT outsourcing and core competency of the corporation. Many companies are expected to focus on core competency rather than reduce IT cost from IT Outsourcing. But, by this time there are no a framework for evaluating intensity of core competency and maturity of IT outsourcing capability. This paper is conducted to provide a framework for evaluating intensity of core competency and maturity of IT outsourcing capability. This paper is to verify if the company's core competency and IT outsourcing capability have a significant influence on each other.

• 한국경영과학회지
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• 제33권1호
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• pp.71-105
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• 2008

Various stakeholders within and outside of the organization are involved and participate in the outsourced IS development. As their interests and goals are different conflict arises in the process of their interaction, and it is an important factor affecting outsourcing success. The study focuses on the conflict between client users and vendor, i.e. main conflict in the outsourcing project, and examines the relationship of conflict with project success, the antecedents of conflict, and investigates the effectiveness of conflict resolution facilitation. An integrated conceptual model is developed grounded on is outsourcing, IS development, project management, and organizational behavior literature. Nine specific hypotheses on the conflict in outsourcing projects are proposed, and data collection and analysis are performed with 214 ISD outsourcing projects. Results indicated that the conflict between client users and vendor in outsourcing projects was found to have negative effects on project success. Main causes affecting conflict were examined, and relative influences of these causes were clarified. Recently internal IT personnel have been faced their role change with the increase of outsourcing, and the importance of their conflict resolution facilitation was highlighted.

• KSII Transactions on Internet and Information Systems (TIIS)
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• 제8권8호
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• pp.2708-2721
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• 2014

Data outsourcing in the cloud (DOC) is a promising solution for data management at the present time, but it could result in the disclosure of outsourced data to unauthorized users. Therefore, protecting the confidentiality of such data has become a very challenging issue. The conventional way to achieve data confidentiality is to encrypt the data via asymmetric or symmetric encryptions before outsourcing. However, this is computationally inefficient because encryption/decryption operations are time-consuming. In recent years, a few DOC schemes based on secret sharing have emerged due to their low computational complexity. However, Dautrich and Ravishankar pointed out that most of them are insecure against certain kinds of collusion attacks. In this paper, we proposed a novel DOC scheme based on Shamir's secret sharing to overcome the security issues of these schemes. Our scheme can allow an authorized data user to recover all data files in a specified subset at once rather than one file at a time as required by other schemes that are based on secret sharing. Our thorough analyses showed that our proposed scheme is secure and that its performance is satisfactory.

• 한국컴퓨터정보학회논문지
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• 제13권5호
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• pp.279-289
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• 2008

본 연구는 우리나라 상장기업과 코스닥기업을 중심으로 인적자원 아웃소싱 정도의 실태조사를 통하여 그 현황을 파악하는데 1차적 목적을 두었으며, 상장기업과 코스닥기업의 인적자원 아웃소싱의 활성화에 유용한 기초 자료를 제공하기 위한 것이다. 필요한 자료 수집을 위해 2005년 8연 1일부터 2006년 3월 31일까지 조직단위로 상장기업 650개, 코스닥기업 850개 총 1,500개 기업체에 대해 인적자원 아웃소싱에 관한 설문조사를 행하였다. 현황분석에 관한 연구결과 의하면 첫째, 인적자원 아웃소싱이 도입된 분야는 교육훈련이 가장 높으며, 다음은 인사 정보시스템, 임직원 모집과 선발 순으로 나타났다. 둘째, 인적자원 아웃소싱으로 외부에 이전되는 업무는 복잡하고 특수한 업무인 기획 및 설계기능 보다는 일상적이고 정형적인 업무로써 위험부담이 없는 진행 및 운영기능이 먼저 외부화 되고 있음을 확인할 수 있었다. 본 연구의 결과는 다음과 같은 시사점을 제공한다. 첫째, 인적자원 아웃소싱 정도가 아직 다른 영역 보다 상대적으로 낮으며 활성화를 위한 전략적 운영이 필요하다. 둘째, 인적자원 아웃소싱의 활성화를 위하여 먼저 일상적이고 정형적인 단순업무를 위험부담 없이 운영해 본 후 발생된 문제점을 보완하여 복잡하고 비정형적인 핵심업무까지 확대시켜 나갈 수 있다.

• Asia pacific journal of information systems
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• 제17권3호
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• pp.55-78
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• 2007

Increasingly the information technology (IT) outsourcing phenomenon has been a subject of much academic research. Scholars have argued that knowledge complementarities playa crucial role in forming successful IT outsourcing relationships. However, notwithstanding the fast growth of IT outsourcing, prior studies on IT outsourcing have not included knowledge complementarities in their research design as a determining factor for IT outsourcing effectiveness. Further, the understanding of knowledge complementarities itself remains ambiguous. In this study, the concept of knowledge complementarities is explored in the IT outsourcing context at the firm level. Specifically, it addresses the following questions: what is knowledge complementarities? How does it affect IT outsourcing effectiveness? Is the relationship between knowledge complementarities and IT outsourcing effectiveness influenced by organizational trust between the client and the vendor? Grounded in the relevant theories to knowledge management and IT outsourcing, we develop a research model in which both the main effects of knowledge complementarities and organizational trust and the moderating effect of organizational trust on the relationships between knowledge complementarities and IT outsourcing effectiveness are tested. Within this research model, we develop a second order construct of knowledge complementarities, consisting of complementary business knowledge and complementary IT knowledge as the first order constructs. We have used data from a field study of 103 firms in Korea to test the proposed model. Controlling the effects of conflict resolution efforts, our empirical analysis found significant main effects of knowledge complementarities and organizational trust on IT outsourcing effectiveness. The results suggest that knowledge complementarities between the client and vendor positively contribute to IT outsourcing effectiveness. Specifically, the client needs to have enough IT knowledge to assess the quality of IT outsourcing services provided by the vendor. Meanwhile, the vendor should understand the client's business well enough to provide IT services, Contrary to our expectations, the moderating effect of trust on the relationship between knowledge complementarities and IT outsourcing effectiveness was not supported in this study. The results also show that organizational trust between client and vendor significantly influences IT outsourcing effectiveness. As for contributions of this study, we have not only clarified the concept of knowledge complementarities, but also developed an instrument to measure the concept and empirically validated it. Further, we have tested the idea that knowledge complementarities and trust directly influence IT outsourcing effectiveness and trust moderates the relationship between knowledge complementarities and IT outsourcing effectiveness. Out results prescribe the knowledge complementarities of client and vendor as a useful path to IT outsourcing effectiveness. These findings have important theoretical and practical implications, which are discussed in the paper.

• 한국의류학회지
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• 제29권11호
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• pp.1421-1431
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• 2005

In this study, outsourcing behaviors of shoe manufacturing companies were studied and four types of outsourcing were generated based on qualitative data collected through in-depth interviews with 21 practitioners of shoe manufacturing companies. In results, shoe manufacturers are actively adopting outsourcings in production of raw materials(RM) as well as final products(FP). However, relatively less effect is being made on outsourcing in the field of product planning, international marketing and information technology. Four types of outsourcing include shoe manufacturers focusing on: 1) domestic production of RH and FP, 2) domestic production of RM and international production of FP, 3) domestic/international production of RM and FP, and 4) international production of RH and FP. These types were differed. from their manufacturing items, product planning skills and target markets of shoe manufacturing companies.