• Journal of Information Technology Services
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• v.1 no.1
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• pp.45-55
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• 2002

This paper suggests a new approach to IT project management based on a regular project meeting results to consider the recent project environment. The greater part of recent IT projects are related to e-business transformation. Transforming to e-business is a new problem very different from those they have been worked, in several point of views. Under e-business era, therefore any IT project is being implemented in more complex, dynamic and uncertain environment than traditional. That is, project leaders must consider more factors to control projects including resources, quality, risks, and technologies, and human resources. The project organizations and software corporations thus need to develop and establish new concepts or methodologies to manage e-business projects. In this point of view, an entropy model in this study is introduced for estimating and managing the uncertainty in project control using multi-attributes of project meeting. This paper proposes a new frame work based on entropy model using project meeting results to consider eIT project environment with a small pilot study.

• Journal of Korea Society of Digital Industry and Information Management
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• v.7 no.4
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• pp.141-152
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• 2011

The Internet is changing old organizational schemes, including education. A growing number of universities are creating curriculums to reflect these changes. Economic market is being opened to the international world, and in order to overcome the difficulties are demanding continuous supply of men power from university to efficiently manage human resource and implement superior e-business model. Technology innovation plays an important role in the sustainable grows of the firm in the global economy. The objective of this study is to suggest an e-business curriculum for e-business department. We will analyze what kind of people is needed for e-business, and provide appropriate curriculum for educating suitable human resources, which could be for university program. This study may contribute to the much needed systematic analysis for e-business curriculum. We prioritize e-business curriculum selected and rank their importance through an exploratory study for suggesting the undergraduate curriculum.

• The Journal of Society for e-Business Studies
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• v.9 no.4
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• pp.1-17
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• 2004

We guarantee the significance of the provided prediction model and predicted figures from the experts consulting group and we product the prediction figures of the domestic e-commerce market size in future by business subjects, BtoB, BtoG and BtoC. Besides, we do predict by the high raked 6 merchandises in the case of BtoC market size prediction. We use the KNSO(Korea National Statistical Office) BtoB, BtoG and BtoC data to ensure the significance of data.

• The Journal of the Korea Contents Association
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• v.9 no.2
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• pp.326-338
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• 2009

In this paper, we argue that characteristics of ubiquitous business are different from those of e-business or m-business. We have developed a u-business model development framework incorporating the concept of value co-creation experiences, which is a core of the ubiquitous business paradigm. The framework of u-business model development presented in this paper consists of eight steps such as defining of domain, discovery of opportunity nucleus, defining of potential co-creation experience environment, deriving candidates of u-business services, selecting u-business killer services, defining value propositions of u-business killer services, defining u-business killer service offerings, and drawing a resource map of u-business killer services. The proposed u-business model development framework offers useful guidelines for practitioners to develop successful u-business models under a ubiquitous business paradigm.

• The Journal of Information Systems
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• v.17 no.4
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• pp.157-180
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• 2008

The majority of studies was undertaken on large companies that had adopted e-Business or on the specific case of dot.com companies. However, despite this interest in the effect of the size of an organization on its approach to e-Business, little direct comparison has been undertaken between small and large companies. This study examined the differences of e-Business adoption factors and e-Business performance between large and small companies. Reviewing the literature, we suggest a research model and develop nine hypotheses to be tested. Data are collected from 109 companies Implemented e-business. The results of hypothesis testing show as follows. First, e-Business performance of efficiency has a positive influence of perceived e-Business advantage, top management support, organizational learning ability and financial slack. Second, e-Business performance of sales performance has a positive influence of top management support. Third, e-Business performance of customer satisfaction has a positive influence of technology competence, perceived e-Business advantage, top management support, financial slack and institutional pressure. Finally, there are differences in the e-business factors(perceived e-Business advantage, top management support, institutional pressure) and e-Business performance(efficiency) between large and small companies.

• Korean Management Science Review
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• v.20 no.2
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• pp.113-133
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• 2003

This study developed the ISM (Electronic Store Success Model) by basing upon the revised D&M IS Success Model and reflecting the characteristics of marketing and e business. The theoretical rationale of this model was as following : 1) Though the revised D&M IS Success Model (2002) must be more logical and complete model than the original D&M IS Success Model (1992), it did not reflect characteristics of marketing and e business. 2) In the marketing studios, Service Quality has been suggested as one of basic strategies for success. 3) In e business studies, Trust has been emerging as a potentially important antecedent of e loyalty. 4) There has been a paradigm shift from satisfaction to loyalty in marketing emphasis. 5) Nowadays, ERP (Enterprise Resource Planning) has been pervaded in many organizations and has supported PCA (Profit Center Accounting) or Channel based Accounting, so it has not been difficult to evaluate financial performance of Electronic Store. The ESM that has six dimensions (System Quality, information Quality. Service Quality, Trust, Loyalty, Financial Performance) and expresses the causal relationship among them was proposed and was compared with BSC (Balanced Scorecard), WebQual, and EWAM (Extended Web Assessment Method). The results showed that the ESM coincides with BSC and contains dimensions of WebQual, and EWAM.

• Proceedings of the Korea Association of Information Systems Conference
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• 2004.11a
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• pp.431-443
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• 2004

Many e-Learning companies are incorporated for the last five years, but most of them are failed or merged by the other company. The main reasons are the absence of competitive strategies and recognition of critical success factors. There are many researches on the critical success factors of Information System (IS) and Electronic Commerce (EC) . We derived e-Learning success factors from the previous IS and EC researches. We classified the success factors into five dimensions, (1) contents management, (2) learner management, (3) business strategy, (4) organizational support and ability, (5) learning management system (LMS), and each dimension has 9 or more success factors measurement items. We surveyed the perceived importance of the success factors from the manager of South Korea e-Learning firms. The paper categorized the items into two or more factors for each dimension by the exploratory factor analysis. Finally, we conducted one-way ANOVA for each success factors by the business model. As a result, there is different importance level for each success factors by the business model. We concluded that each e-Learning company needs different strategies to their business model.

• International Commerce and Information Review
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• v.4 no.2
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• pp.279-301
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• 2002

Lately, one of the most representative phases on business world is the diffusion of internet business. This change has been making new port business model called 'e-Port' in maritime transport. The focus of this article is to suggest some strategies on the implementation of e-Port in Korea. To research and analyze the e-Port realities, we first reviewed the previous study on Internet Marketing and e-Business. Six strategies that are critical on e-Port model were classified: (1) contents, (2) community, (3) commerce, (4) connection, (5) communication, (6) customization. Secondly, we chose and evaluated website of eight ports: Hongkong, Singapore, Antwerp, Hamburg, as successful e-port models. And then, we investigated actual conditions of e-Port in Pusan, Inchon, K wangwang, and Gusan. And then we try to find effective plan on the operation of e-Port.

• Management & Information Systems Review
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• v.24
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• pp.25-44
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• 2008

Small business have very different characteristics from large business; notable, small business suffer from resource and capacity poverty. Without knowing the relative importance of limited resources and capacity in small business, it have limited practical contribution to e-business implementation success. This paper develops an exploratory resource-based model of e-business implementation for small business with 42 sample companies. The results show that three types of resource factors; IS/IT vender supports, the level of IS/IT knowledge, and financial support. The implication for research is that the resource-based view of the firm and the test an exploratory framework of resource factors are useful theories to ground future work on e-business implementation in small business.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.792-799
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• 2003

As eTransformation and collaborative eCommerce have been on the rise, business processes between business partners are increasingly recognized as important assets that need to be integrated. These trends imply more complex and dynamic business processes should be considered in order to integrate related business organizations and business units. Moreover, these business processes are widely distributed across stakeholders. Therefore, there is a need for business process modeling that is usable, flexible and capable of integrating systems consistently across businesses and technology barriers. In this paper, a business process modeling methodology is introduced, which is based on top­do\W and model-driven approach utilizing OMG's MDA(Model-Driven Architecture) and UML profile for EDOC(Enterprise Distributed Object Computing). This provides the ability to model business process at all levels simultaneously, to combine business process models retaining their meaning, to use business process design patterns constraining the behavior of sub-processes, and to derive specific codes from a stable model as the underlying infrastructure shifts over time. In addition, we suggest some modifications of the meta-model for EDOC-Business Process Profile by adding new features in order to model business processes rigidly. This paper illustrates some examples of business process modeling and compares them with UML diagrams and IDEF models. The proposed methodology is implemented to develop a business process modeling tool.