• Journal of Korea Society of Industrial Information Systems
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• v.10 no.4
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• pp.78-89
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• 2005

Rapidly changing business environment demands proactive management strategies. Display technology market in 21st century of digital economy era is not in exception. Samsung SDI is a manufacturing company which has been producing display related products. This case study investigates how Samsung SDI has been transforming itself from traditional manufacturing firm into a strong net-enabled company. There are several critical success factors to implement e-business systems. First of all, top management has been firmly supporting digital management concept. As the enabling tools, change management and knowledge management activities have been actively executed. In addition, various educational programs were provided to enhance employees' management innovation capabilities. Samsung SDI's efforts resulted in improving process efficiency as well as customer satisfaction, and finally in outstanding financial performance.

• Journal of Digital Convergence
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• v.18 no.9
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• pp.169-180
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• 2020

This study examined the relationship between calling, organizational commitment, and innovation behavior among 302 current teachers. The main results are as follows. First, calling had a positive effect on the organizational commitment. Second, calling did not significantly affect innovation behavior. Third, Organizational commitment had a statistically significant positive effect on innovation behavior. The result of the study suggests that in order to enhance the teacher's innovation behavior, it is necessary to clarify the calling of the teacher's own work and make him/her feel so that it can lead to the desire and willingness to actively realize the organization's goals and values.

• Journal of Korea Port Economic Association
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• v.39 no.3
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• pp.155-178
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• 2023

The purpose of this study is to derive factors that affect the acceptance of digital transformation in ports and empirically analyze the impact of these factors on the acceptance of digital transformation through a survey of port workers. Additionally, we test whether acceptance attitude plays a mediating role in the relationship between these factors and digital transformation acceptance. The variables used in this study are as follows. First, knowledge, self-efficacy, and involvement were included as variables related to individual characteristics, relative advantages, complexity, observability were included as variables related to innovation characteristics, and government regulations and competitor pressure were included as variables relate to environmental characteristics, so that a total of eight latent variables were selected. The results of this study are summarized as follows. First, two variables among individual characteristics, self-efficacy and involvement, were able to confirm a positive(+) causal relationship with the attitude of accepting digital transformation, and knowledge initially expected a positive(+) causal relationship with the attitude of accepting digital transformation, but the result was a negative(-) causal relationship, so that the hypothesis was rejected. Second, among the characteristics of innovation, complexity has a negative(-) causal relationship with the attitude of accepting digital transformation, and relative advantages and technological innovation have a positive(+) causal relationship with the attitude of accepting digital transformation. Finally, among the environmental characteristics, government regulations and competitor pressure, confirmed a positive(+) causal relationship with the attitude of accepting digital transformation. In addition, it was found that the attitude of accepting digital transformation had a positive(+) causal relationship with personal acceptance and social acceptance of digital transformation.

• Journal of the KSME
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• v.43 no.11
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• pp.40-45
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• 2003

이 글에서는 새로운 제조 패러다임으로서 디지털 생산을 소개하고, 현재 서울대와 삼성중고업이 주축이 되어 개발하고 있는 디지털 생산을 조선 산업에 적용하는 과정에 대하여 소개하고자 한다.

• Journal of Venture Innovation
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• v.7 no.3
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• pp.85-100
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• 2024

ESG management refers to corporate management that takes into account environmental, social, and governance factors, while digital transformation goes beyond the mere automation or digitization of existing tasks to drive an innovative change in the essence of work and the way value is created. Therefore, digital transformation can help companies achieve ESG goals and implement sustainable business practices, establishing a complementary relationship between digital transformation and ESG management for corporate sustainability and growth. This relationship maximizes the synergy of integrating digital transformation with ESG management, enabling companies to utilize resources efficiently and prevent redundant investments, ultimately enhancing sustainable management performance. In this study, we propose the simultaneous promotion of business process reengineering (BPR), in which both digital transformation and ESG management are integrated. This is because the collection, analysis, and decision-making processes related to various data for promoting ESG management must be organically integrated with digital transformation technologies. Therefore, we analyzed each ESG management objective presented in the K-ESG guidelines and identified the corresponding digital transformation technologies through expert interviews and a review of prior research. The K-ESG guidelines serve as a useful ESG diagnostic system that enables companies to identify improvement tasks and manage performance based on goals through self-assessment of ESG levels. By developing a model based on the K-ESG guidelines for the integrated promotion of digital transformation and ESG management, companies can simultaneously improve ESG performance and drive digital innovation, reducing redundant investments and trial-and-error while utilizing diverse resources efficiently. This study provides practical and academic implications by developing a concrete and actionable new research model for researchers and businesses.

• 한국디지털정책학회:학술대회논문집
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• 2006.06a
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• pp.125-130
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• 2006

• 한국디지털정책학회:학술대회논문집
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• 2006.06a
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• pp.171-182
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• 2006

• 한국디지털정책학회:학술대회논문집
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• 2006.06a
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• pp.217-223
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• 2006

• 한국디지털정책학회:학술대회논문집
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• 2006.06a
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• pp.235-245
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• 2006

• 기계와재료
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• v.19 no.2 s.72
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• pp.116-124
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• 2007