• 한국경영과학회지
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• 제28권4호
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• pp.155-189
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• 2003

In this research, the comprehensive evaluation model of IS(information systems) for public sectors is theoretically constructed through reviewing and integrating previous IS evaluation-related research. This model is hypothesized to consist of five sectors(System Sector, User Sector, Organization and Management Sector, Resource Management Sector and Strategic Contribution Sector), ten evaluation items belonging to these five evaluation sectors, and sixty two evaluation indices for these ten evaluation items. The results of empirical analyses to test the validity of the research model show that the evaluation sectors turn out to be the same ones as proposed in the hypothetical model. The evaluation items(System Quality, Information Quality, Service Quality) in System Sector proves to be consistent with the hypothetical model. However, in case of User Sector, two evaluation items(Perceived Usefulness and User Satisfaction) which are included in the hypothetical model are found to be merged into one item(User Satisfaction). And, it is shown that four evaluation items such as the Efficiency of Internal Process, Customer Satisfaction, Organizational Innovation, and the Degree of Informatization competence improvement are included in Organization and Management Sector, differently from the research model in which the items, Organizational innovation and the Degree of Informatization competence improvement, are not divided. As a final result, sixty two evaluation indices that comprise all the evaluation items belonging to five sectors are found to be reduced to fifty seven ones through factor analyses, criterion-related validity tests and reliability analyses.

• 품질경영학회지
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• 제27권3호
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• pp.17-39
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• 1999

A strategic model on quality management system was developed and applied for the public service sector. The public service sector includes a wide range of organizations such as local authorities responsible for education, social services and housing, government departments, military forces, and public enterprises like post office and Korean Railroad. Quality management requires strategic integration of management system for achieving customer satisfaction. Questionnaire was developed, and data was collected and analyzed for this study. Conclusively, leadership and organization culture are the important drivers among the quality management activities. Human resource development and process management are significantly related to employee satisfaction, which also significantly influences on customer satisfaction in the public sector.

• 지식경영연구
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• 제13권5호
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• pp.15-41
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• 2012

Recently, there has been increasing interests on strategic orientation and intellectual capital as measures of competitiveness and their impacts on firm performance. However, there was little research which verify empirically the relationships among strategic orientation, intellectual capital and firm peformance. This research scrutinizes the effects of strategic orientaion on intellectual capital and firm performance. Based on literature review, research model and hypotheses are developed and empirically tested. The results are as follows. First, market orientaion and entrepreneurial orientation have positive effects on human capital, structural capital and customer capital which compose intellectual capital. Second, market orientaion and entrepreneurial orientation do not influence firm performance directly, but indirectly influence firm performace via intellectual capital. Third, the hypothesis about the relationship between intellectual capital and firm performacne is partially accepted. Only customer capital affects firm performance. Discussions and implications are followed.

• 한국경영과학회지
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• 제27권3호
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• pp.93-114
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• 2002

This paper suggests a dynamic balanced scorecard (DBSC) model employing the concept of system dynamics (SD), which could overcome the limitations inherent in the conventional balanced scorecard (BSC) and facilitate strategic learning process in organizations. The BSC has been a successful framework for measuring an organization＇s performance in various Perspectives through translating an organization＇s vision and strategy into an interrelated set of key performance indicators and specific actions. The BSC, while having significant strengths over traditional performance measurement methods, however, has its own limitations, due to its static nature, such as overlooking two-way causation between performance Indicators and neglecting the impact of delayed feedback flowing from the adoption of new strategies or policy changes. To overcome these limitations, we employs SD, a methodology for understanding complex systems where dynamic feedback among the interrelated system components significantly impact on the system outcomes. The SD simulation model in the form of DBSC we suggest in this paper would serve as a useful strategic learning tool for facilitating an organization＇s communication process through various scenario analyses as well as predicting the dynamic behavior pattern of their key performance measures over a future time frame. For the demonstration purpose, we apply the DBSC model to Korea Coal Corporation (KoCoal ) BSC case.

• 대한산업공학회지
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• 제37권4호
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• pp.304-310
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• 2011

The express courier business in Korea has been recognized as one of promising business sectors with the annual growth rate of over 10 percent since 2001. As such many domestic and foreign companies have been established and are fiercely competing to extend their own market share. The severe competition has forced them to focus on achieving cost competitiveness and high level of customer service. Small and medium-sized enterprises( SMEs) with relatively poor network infrastructure in particular are facing tougher challenges to cost reduction and efficiency improvement in their logistics networks. Strategic alliances among SMEs may be an effective way to cope with these challenges. Therefore this study proposes an integer programming model for compromised network design and its solution procedure based on maxmin and maxsum criteria for strategic alliances. The applicability and efficiency of the proposed model are demonstrated through an illustrative numerical example.

• 농촌계획
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• 제14권2호
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• pp.99-110
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• 2008

The purposes of this paper are first, to develop and adapt auditing methodology of rural amenity resource investigation and second, to propose strategic planning of amenity web data base system. Relating with auditing methodology, we make the life cycle of rural amenity resource investigation based on value chain method. we make 8 stage of auditing process and 105 auditing items in details. We adapt these guidelines in real world and then improve developed methodology. Therefore we expect to promote the quality and accuracy of investigation project using these guidelines. Relating with blue print of strategic planning, we first analyse external environment about Competitors, Suppliers, New entrants, Buyers, Substitutes with 5 force model for amenity information system. We second make the blue print of strategic planning of amenity web data base system project. Then we propose the FIRST, BEST, MOST strategy of amenity web data base system and the web hub system.

• 정보화정책
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• 제17권1호
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• pp.120-135
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• 2010

국내외를 막론하고 개별기업 간 경쟁은 이제 네트워크 기업(NE: Networked Enterprise) 간 경쟁으로 전환되고 있다. NE의 핵심 가치는 참여자 간의 협업을 통해 네트워크 전체의 성과를 높이는 데 있다. 그러나, 협업 자체의 의미와 속성이 명확히 정의되지 않은 상태에서 NE 내에서 수행되는 협업의 성과를 평가해서 효과적으로 활용하는 것은 매우 어려운 일이다. 본 논문은 NE의 협업을 측정해서 전략적으로 관리하기 위한 성과평가 모형을 제안하기 위한 것이다. 제안 모형 자체는 균형성과표(BSC)와 EU의 품질경영 평가모형인 EFQM을 결합한 것이지만, 협업에 대한 포괄적 프레임워크에 기반을 두고 성과관리를 전략관리에 연계시킨 일종의 거시모형이라는 점에서 기존 연구들과 차이가 있다. 제안 모형은 추후 실증연구가 필요한 상태이며 우선 국내 몇 개의 NE에 대한 사례연구를 통해 제안 모형의 유효성을 확인하고 이론적, 실무적 시사점을 도출하였다.

• 한국실내디자인학회논문집
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• 제27호
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• pp.86-95
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• 2001

Many theorists argued that firms should obtain and their unique resources for sustained competitive advantage under the competitive business environment. Knowledge has been recognized as one of key strategic resource, which is scare, valuable and reasonably durable in both KM literature and practice. however, firms usually face difficulties in identifying which knowledge is a core strategic resource, so that they are wasting time and managerial energies by managing all of knowledge in an organization. This article is composed as follows, the definition of knowledge-management as the norm of the work process, the status arrangement of the knowledge-management system and the old information system of architecture and interior design, the knowledge-management system set-up method and model, and the knowledge creativity and the application culture make-up method. In particular, the present study explains the method that is applied to the use of the knowledge-management system and the application it.

• 한국경영과학회지
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• 제36권4호
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• pp.81-89
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• 2011

In recent business environments, the competition among firms is shifting from the competition based on individual firm only to the competition based on alliance of firms. This is because it is not easy for a firm to perform all functions which consumers want. Thus, it is more effective to combine core competencies of different firms based on a strategic partnership. It is essential to establish a strategic partnership and this strategic partnership is a key success factor in PSS(Product-Service System) which combines products and services. In this paper, we propose a profit sharing model for PSS partnership. We first analyze customer's utility using Cobb-Douglas utility function and then propose the PSS profit sharing ratio considering functionalities and cost structures based on the combination ratio of PSS. This paper helps firms to develop partnership strategies for PSS.

• 디지털산업정보학회논문지
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• 제6권1호
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• pp.197-209
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• 2010

Supply Chain Management have been introduced and used as strategic weapon for many companies. Large investments in the SCM was made, but many companies are not fully getting the performance from the systems. The purpose of this study is to find the determinants of SCM difussion and performance in the perspective of Innovation and Information technology Acceptance. In developing the research model, The model consists of eight independent variables(Management support, Decision Making concentration, IS strategy, training education, relative advantage, technological compatibility, task compatibility, SCM cost), two moderator variables(interorganizational and intraorganizational diffusion), three dependant variables(efficiency, effectiveness, strategic advantage).