• KSCI Review
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• v.14 no.1
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• pp.205-212
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• 2006

In this paper, we proposed a new customized e-Ring(Enterprise Portal Back Tone) system which could be represented each organization feature. The e-Ring system provided a call back tone and additional services to reduce the waiting time when the client called an organization. This system is for an appropriate organization public relations instead of the meaningless ring back tone which is used usual call, also is maximized the service availability and work efficiency which is obtained from the automatic response and service suppling to users who have needs and questions.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.7 no.1
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• pp.145-151
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• 2012

In this paper, we study the relationships between organization characteristics and desired software quality attributes of enterprise systems. We collected data from three client organizations in three different domains (auto manufacturer, insurance services firm, and government agency) that adopted enterprise software of the same software vendor. Our analysis discovers that capability is a more important attribute to the manufacturing and insurance firms than the government agency. Usability is ranked the highest among other attributes for the government agency and reliability for the manufacturing firm. The relationships identified in this study will help enterprise systems vendors predict their customer needs and, ultimately, increase effectiveness and efficiency in their software development processes. Such findings will be specially useful when software vendors develop enterprise software for a venture firm by enabling them to meet the customer needs customized by the organization haracteristics while staying within the incubating firm's limited budget.

• International Journal of Quality Innovation
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• v.8 no.1
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• pp.40-75
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• 2007

In the early industrial age which with high intensity of machine and labor, using financial measurement index was good enough to tie in company's mechanization and philosophy of management and been in efficiency. But being comply with "New Economic age," a new economic environment is full of knowledge and information, the enterprise competition had changed from tangible assets, plants to intangible innovation ability of knowledge. As recognizing the new tendency by enterprise, they value gradually the growth and influence from learning. Practice of organization learning not only needs firm structure and be in coordination with both hardware and software, but also needs an affect measurement model to offer enterprise to estimate learning performance. It's a good instrument of financial performance measure mold in the past years, But it's for measuring the past, couldn't formulate enterprise trend to future, hard to estimate investment for future, such as development of products, organization learning, knowledge management etc, as which intangible assets and knowledge ability just the key factors of being win around competition environment in the future. In 1992, Kaplan and Norton brought up Balance Scorecard (BSC) on Harvard Business Review, as an instrument helping enterprise to measure performance, which is being considered to be a most influence management instrument. It added non-financial index such as customer, internal process and learning growth besides traditional financial index, as offering enterprise an index to measure and manage intangible assets and intellectual property. As being aware of organization learning is hard to be ignored in the new economic age, this research is based on learning and growth of BSC, and citing one national material company try to let the most difficult measurement performance of organization learning, to be estimate through BSC, analyze of factor and individual case, to discuss the company how to make the related strategy and vision of organization learning to develop learning and growth of the structure of BSC, subject the matter of out put factors to be discussed, and measure the outcomes as a result of research. The research affect offers (1) the base implement procedure of carrying out BSC; (2) the reference of formulating measurement index while enterprise using BSC to estimate performance of organization learning; (3) the possibility bottleneck maybe forcing while carrying out BSC, to be an improvement or preventive for enterprise.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.622-627
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• 2009

Business process engineering (BPE) is a top-down management approach for increasing efficiency and productivity through radical and fundamental changes to the business processes of the organization. BPE requires firms to initially develop a model of the existing business processes of the firm to distinguish functional tasks from processes used for coordinating inputs, activities and outputs. The model is used for understanding the business processes in the organization and to simulate the effect of changes to the processes. The model can also be used to justify business processes, which involves assessing whether the business process provides value to the customer in its current configuration. Justification requires a careful examination of the key business processes used by the firm to identify systemic shortcomings in the process and to create a new business process to produce greater efficiency. BPE also considers automating as many business processes as possible to increase operational efficiency and the integration of business process tasks. The construction industry has been slow to adopt BPE because of its project approach in which a major firm contracts with various functional service providers and regards each project as unique. The industry focuses on functional task efficiency rather than business process efficiency. There is no formal methodology or criteria for determining whether a business process is effective for a construction firm in its current configuration. The use of performance measures such as costs, task duration times or other metrics can be useful in evaluating the effectiveness of an existing business process and for modeling the possible outcome of a fundamental and radical change to the process.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.41 no.2
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• pp.65-73
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• 2018

The dynamic capabilities of sensing market signals, creating new opportunities and reconfiguring resources and capabilities to new opportunities in a rapidly changing economic environment determines the competitiveness of the enterprise to create added value and survival. This study conceptualized a two-stage performance measurement framework based on the casual model of resource (input)-process-performance (output). We have developed a 'Process capability index' that reflect the dynamic capabilities factors as a key intermediary product linking resource inputs and performance outputs in enterprise performance measurement. The process capability index consists of four elements : manpower (level of human resource), operation productivity, structure and risk management. The DEA (Data Envelopment Analysis) model was applied to the developed performance indicators to analyze the branch office performance of a telecom company. Process capability efficiency (stage 1) uses resource inputs to reach a certain level of process capabilities. In performance result efficiency (stage 2), the process capabilities are used to generate sales revenues and subscribers. The two-stage DEA model derives intermediate output values that optimize the individual stages simultaneously. Some branch offices in the telecom company have focused on process capability efficiency or some other branch offices focused on performance result efficiency. Positioning map using two-stage efficiency decomposition and benchmarking can help identify the sources of inefficiencies and visualize strategic directions for performance optimization. Applications of two-stage DEA in conjunction with the case study that are meaningfully used in performance measurement areas have been scarce. In particular, this paper has the contribution to present a new performance measurement model considering the organization theory, the dynamic capabilities.

• Journal of the Korea Safety Management & Science
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• v.7 no.4
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• pp.121-140
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• 2005

In Korea, an enterprise usually operates two kinds of similar innovative activities at the same time and the same place. The activities make medium and small enterprises incur conflicts of taske and wastes of resources. The solutions for cooperation of the activities, Single PPM and 6 Sigma, are increasing the competency and efficiency of the medium and small enterprises in Korea.

• Proceedings of the CALSEC Conference
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• 2002.01a
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• pp.65-85
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• 2002

In order to achieve competitive business goals, every enterprise needs to evaluate the current level of IS(information systems) performance and their utilization. The evaluation is to measure technical capacity and operational capability of enterprise information systems and to diagnose their effectiveness of business goals and efficiency of resources. Furthermore, organizations need to apply information technology(IT) proactively instead of reactively. However. it is usually very difficult for an enterprise to accumulate knowledge acquired during construction of the information systems and apply it to maintain and evaluate them. Also. most researches regarding evaluation are limited in some parts of evaluation fields, the most prominent being lack of the entire views and integrated relationships of enterprise activities. This dissertation develops an integrated evaluation system, which is based on the continuous improvement model of information systems performance. that effectively measures the level of enterprise information systems performance. enabling enterprises to achieve their goals of information systems and related business strategies. The contents of this work are composed of the continuous improvement model of information systems performance, an integrated evaluation system for IS performance and case study.

• Journal of Digital Convergence
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• v.17 no.12
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• pp.181-190
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• 2019

The purpose of this study is to evaluate the operational efficiency of Chinese e-commerce companies and to present measures to improve efficiency. This paper selected 16 enterprises as the research objects, from the e-commerce demonstration enterprises of the Ministry of Commerce of China in 2017-2018, to conduct an empirical study on the operating efficiency of e-commerce enterprises. By using DEA method, we selected 3 input and 2 output indicators to measure the input-output efficiency of enterprises from input-oriented. Using different model in DEA, we calculated the technical efficiency, pure technical efficiency and scale efficiency, also efficiency based on the sample of 2018 and horizontal analysis from 2016 to 2018. The analysis showed that the overall efficiency of Chinese e-commerce companies was continuously improving, and that their business capabilities and business scale were also gradually improving. Through the calculation of efficiency, we evaluated the competitiveness of the e-commerce demonstration enterprises, and explored measures to improve their management efficiency. At the same time, it put forward some reasonable suggestions to adjust the scale, and enhance the competitive advantage.

• Journal of Korea Port Economic Association
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• v.32 no.2
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• pp.123-135
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• 2016

This study uses Data Envelopment Analysis(DEA) to investigate the management efficiency of Korean shipping companies based on business administration costs such as corporate entertainment, advertisement, and labor costs. We analyze shipping enterprises listed on the Korean stock market of the period of 2010-2014. Corporate entertainment, advertisement and labor costs are used as input variables and sales and net income are used as output variables. We use technical efficiency, pure technical efficiency, scale efficiency and returns to scale to propose a plan to improve the efficiency of inefficiency decision-making units (DMUs). The results of the efficiency analysis show that six of the DMUs in the technical efficiency of CCR model and eight of the DMUs in the pure technical efficiency of BCC model are in efficient state. In terms of return to scale, six of the DMUs(24% of all DMUs) show increasing returns to scale, while 13 DMUs(52% of all DMUs) showdecreasing returns to scale. Because multiple efficient state for DMUs exist in the technical efficiency analysis, we conduct a super efficiency analysis. The results show that the efficient state of the twomost efficient DMUs are 1.314 and 1.243, respectively. This implies that these DMUs could maintain their current levels of the efficiency if they increase the amount spent on advertisements, corporate entertainment and labor costs by 31.4% and 24.3%. respectively. We conclude this study by providing the efficiency states of each DMU and target for improving the inefficiencies in each case.

• Korean Journal of Artificial Intelligence
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• v.8 no.2
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• pp.23-28
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• 2020

Purpose: Today, we often hear complaints from customers: poor quality, poor service, expensive prices, etc. Customer complaints are an indication that the company's products and services do not meet customer requirements, which in turn causes customer complaints. An important content of corporate marketing practice is how to use the opportunity of handling customer complaints to win the trust of customers and gain a competitive advantage. According to the concept of marketing, the way for an enterprise to obtain profits is to continuously meet the needs of customers. However, with increasingly fierce market competition and the overall formation of a buyer's market, providing high-quality products and high-efficiency and high-level services have become the eternal theme of enterprises. Therefore, meeting the actual needs of customers and effectively handling customer complaints are issues that we must take seriously. Research design, data, and methodology: This article mainly analyzes the causes of customer complaints, proposes relevant solutions for different types of complaints, builds a customer complaint management system, improves the efficiency and ability of handling complaints, and provides more references and basis for enterprises to solve customer complaints. Conclusions: To further improve the quality of enterprise products and service standards, to help enterprises increase customer loyalty and satisfaction, and to enable enterprises to gain advantages in the increasingly competitive global market.