• Asia pacific journal of information systems
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• v.15 no.1
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• pp.81-113
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• 2005

IT has affected the hospital management via information systems and multimedia systems such as hospital information systems(HIS) and Order Communication System(OCS). A large number of researches have been done on the topic of success factors of information systems implementation, but a few on the topics of hospital information systems. Thus in this study, the success factors of the military hospital information systems implementation was analysed. To this end, a number of previous researches were reviewed and about 71 items of success factors were deduced. For doing empirical analysis, a questionnaire with 71 items was prepared and sent to proper organizations. The statistical analysis such as factor analysis was applied to about 400 of them returned. The six success factors and 20 sub success factors were resulted from factor analysis. The six success factors include systems management factor, technology and organization factor, the efficiency of IT department factor, technology application factor, outsourcing factor and environment factors. This study finds the outsourcing and environment factors are very important factors as much as other success factors which previously were mentioned.

• Asia pacific journal of information systems
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• v.11 no.2
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• pp.205-221
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• 2001

The previous BPR success factor research assumes that a success factor is responsible for both the success and failure of the BPR implementation. This paper proposes that a BPR success factor is not necessarily a failure factor, i.e., success and failure of BPR implementation are two distinct phenomena that possess different sets of causal factors. The paper also proposes that the factors are different in terms of the degree and type of influence they exert on the BPR implementation. An empirical research was conducted to validate the propositions. The research results indicate that the BPR success and failure have different causal factor sets, and that the factor influence manifests in different realms and domains. The implications of the research are discussed at the end.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.10a
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• pp.463-466
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• 2004

This paper suggests the evaluation method of success factors of CRM implementation using AHP technique, and presents why firms implement CRM, how it could be successfully implemented, and what is the most important factor. For the purpose, this study applies the method to department stores' industry. AHP structure consists of three steps to determine CRM's key success factors. First of all, strengthening loyalty of customers, improvement of service quality, upgrade of intelligence system and advancement of management process are selected as superordinate object (i.e. CRM-implementation goal). The next project factor, technology/data factor and organizational factor were decided as success factor of CRM-implementation. Subordinate criteria of project factor consist of 11 criteria. The experimental results of this study show that department stores think advancement of management process and improvement of service quality as most important purposes for CRM implementation. The results also indicate that among the subordinate success factors, accuracy of customer information, conversion to customer-oriented business model, practical use of experienced consultant, and establishing IT infrastructure for CRM are evaluated as most important success factors for CRM implementation.

• Journal of Korean Society of Water and Wastewater
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• v.28 no.1
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• pp.125-134
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• 2014

6 sigma is a management innovation strategy which improves most of all managerial processes including transactional and project based operations such as marketing, purchasing, accounting, and construction. Even though 6 sigma is trying to solve problems from the customer's viewpoint in the scientific manner, project leader feels some difficulties in implementation because of several reasons. Especially the difficulties are prevalent in construction site. This paper investigates the cause of the difficulties through questionnaires, analyzes the investigation results, and verifies the critical success factors of 6 sigma implementation. Factor analysis has been usually employed in reducing quantity of data and summarizing information chaos. In this study, several variables from questionnaires are grouped into just only four factors by the process of factor analysis. The critical success factors are extracted as project management system, implementation mechanism, site condition, and project ownership. Some ideas for each individual success factor are suggested, which are expected to be useful in successful implementation of 6 Sigma in construction site.

• 한국디지털정책학회:학술대회논문집
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• 2006.12a
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• pp.167-175
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• 2006

This paper aimed to exam core factors of the success factors of new products and analyze their effects on success. To accomplish this purpose, this study examined previous studies and summarized core factors of success factors of new products. From previous studies, we drawed core factor Core factor is technology factors(marketing skills, technical skills), specific of new product(more innovative, less innovative, cost advantage, competitive advantage), the process of product development(crossfunctional integralion, staff involvement). Except for more innovative factors, the others factors affect on success To be winner , companies must be consider these key factor( less innovative, cost advantage, competitive, advantage, cross-functionalintegration, staff involvement)

• Journal of Digital Convergence
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• v.4 no.2
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• pp.27-39
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• 2006

This paper aimed to exam core factors of the success factors of new products and analyze their effects on success. To accomplish this purpose, this study examined previous studies and summarized core factors of success factors of new products. From previous studies, we drawed core factor. Core factor is technology factors(marketing skills, technical skills), specific of new product(more innovative, less innovative, cost advantage, competitive advantage), the process of product development(crossfunctional integration, staff involvement). Except for more innovative factors, the others factors affect on success. To be winner, companies must be consider these key factor(less innovative, cost advantage, competitive advantage, cross-functionalintegration, staff involvement).

• Journal of the Korean Operations Research and Management Science Society
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• v.41 no.1
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• pp.21-39
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• 2016

Although the demand for IT outsourcing (ITO) has increased recently because of the recent recession, concerns about business discontinuity in the transition phase cause companies to hesitate to adopt ITO. Therefore, a guideline to improve the prospects is needed. However, studies on the success factors of the transition phase in ITO are lacking. In this study, we develop an expert hierarchical value map (HVM) of the success of the transition phase in ITO by using cognition scientific methodologies. We empirically verify how success factors affect the success of the transition phase. Specifically, we derive an HVM of main stakeholders by using in-depth interviews and approaches, such as repertory grid technique (RGT) and laddering, based on means-end chain theory. We validate the success factors empirically through a bipolar analysis of RGT. Finally, we determine the most important cluster of success factors through cluster analysis.

• Proceedings of the Safety Management and Science Conference
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• 2008.11a
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• pp.383-393
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• 2008

In this thesis, We analyzed success enterprise case which is well worked by knowledge and is gained effect results. We searched key factor for success knowledge management and found problem which is able to happen when is introduced by success enterprise in knowledge management. We applied to in franchise real field with key factor found above results and experimented others real fields.

• Journal of Navigation and Port Research
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• v.30 no.7
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• pp.579-583
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• 2006

The purpose of this paper is to study a relationship between alliance success factors and performances of strategic alliance. In order to achieve the purpose of this research, factor analysis, reliability and validity and regression method are used. In conclusion, alliance success factors can be divided as mutual complementarity and information sharing factor, sharing and mutual agreement of vision and goal factor, performance management factor and culture and organization factor. According to regression results, all of four factors affects significantly dependent variables. Among them, mutual complementarity and information sharing mostly affects each dependent variable.

• Proceedings of the Korea Society of Design Studies Conference
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• 2001.10a
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• pp.64.1-64
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• 2001