• Journal of Information Technology Applications and Management
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• v.13 no.3
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• pp.29-57
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• 2006

Small and medium-sized companies (SMEs) face a number of different kinds of barriers to adopt information technology, including the lack of information, limited financial and technical resources, and absence of the well-trained work force in the realm of information technology. But application service provider (ASP)enables these SMEs to informatize. This paper is focused on studying the cases of the adoption and use of the ASP-based ERP systems that 7 SME shad adopted. The factors that influence the adoption and use of SMEs' ASP-based ERP systems are divided into the user companies that adopted the systems, the systems vendors, and environment. From the viewpoint of the user company, the successful adoption and use of the systems is significantly influenced by the clear motive of adopting the systems, the financial readiness, and the strong intention of CEO for pushing ahead with e-Business. From the systems vendor, it is influenced by the technical expertise of the vendor, the knowledge of the user company, and the experience of the systems development. From the perspective of environment, it is influenced by the push from the players in the value chains. The companies that had adopted the ASP-based ERP systems and that had extended the level of systems use had the benefits through reducing the cost, improving the internal business process, and achieving the learning and growth of the organization.

• Digital Contents
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• no.2 s.81
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• pp.48-51
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• 2000

중소기업들은 안정적이고 확장이 가능한 전자상거래 인프라스트럭처를 구현하여 e-비즈니스의 발전을 준비해야 한다. 전자 부품 유통업체인 ICS는 데이터 네트워킹 장비 유통 업계 최초로 온라인 비즈니스를 제공하고 있으며, 다국적 기업과 마찬가지로 웹의 새로운 기회를 활용할 수 있는 대표적인 중소기업으로 손꼽히고 있다.ICS는 온라인 비즈니스를 더욱 발전시켜 선두업체가 되겠다는 목표를 세우고 있다.

• Journal of the Korea Society of Computer and Information
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• v.7 no.2
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• pp.187-195
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• 2002

A Previous ERP studies came up with a number of critical success factors which would be worth referencing at the time of ERP implementation. However, we have not found much work describing the relationship between ERP implementation approaches and ERP effectiveness. We are strongly confident that it is effective to show these managers 'how firms approach' would greatly influence the outcome of BRP endeavor. In this regards, this study aims to show this strong tie empirically. Especially, we are interested in showing why re-engineering efforts ought to be taken prior to or simultaneously with, the ERP implementation. Our main concern was whether BPR efforts were taken with respect to ERP implementation and what roles managers or If managers have taken with respect to both BPR and ERP. In order to Present a more detail Picture of ERP implementation in Korea's S&M enterprise, we further had an intensive case study.

• Journal of Korea Society of Industrial Information Systems
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• v.11 no.5
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• pp.198-206
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• 2006

It is a time honored value proposition that in rapidly changing business environment, only proactive and active companies will survive. Enterprise resource planning(ERP) system has been a competitive necessity. However, small and medium companies in Korea still need practical guidelines regarding on successful ERP implementation, especially in process issue identification and business goal setting. This case study investigates how Secui.com as an information security company founded in 2000 implemented an ERP system from the strategic perspective. Also it proposes the guidelines of how to establish an information system infrastructure and realize the benefits of IS-based management by ERP implementation.

• Proceedings of the KAIS Fall Conference
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• 2010.11b
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• pp.972-975
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• 2010

현 정부의 주요 정책 중 하나가 일자리 창출이며 소상공인을 포함한 중소기업의 창업을 통한 일자리 창출의 효과는 이미 여러 연구와 기사를 통해 소개된바 있다. 소상공인과 중소기업의 창업을 활성화하기 위해 정부 지원책이 지속적으로 이어 지고 있으나 창업과 환경개선 등을 위한 직접적인 정책자금의 지원은 의존 성향을 심화시킬 수 있고 자생하려는 의지가 약화될 수 있기에 정부에서는 이를 방지하기 위해 자금지원과 컨설팅을 병행하는 정책을 추진하고 있으며, 소상공인과 중소기업의 경쟁력을 높이는 방안으로서 규모의 경제효과를 얻을 수 있는 조직화. 협업화의 중요성에 대해 주목하게 되었다. 그러나 지금까지의 소상공인과 중소기업의 조직화, 협업화에 대한 선행 연구들과 정부 정책은 주로 음식업과 소매업종을 중심으로 성공적인 조직화. 협업화 모델을 연구하여 제시하는 수준에 머무르고 있다. 본 연구에서는 다양한 업종과 업태를 대상으로 소상공인과 중소기업의 조직화. 협업화 확대 적용 방안과 확산 및 기능 활성화 모델을 탐색적 연구를 통하여 도출해 보고자 한다.

• Korea Trade Review
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• v.41 no.5
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• pp.285-304
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• 2016

e-Commerce in Small and Medium-sized Enterprises(SMEs) provides a platform for fair competition between SMEs and large enterprises, and brings economic benefits to SMEs. Thus in the recent years, the e-Commerce in SMEs developed rapidly. However, the overall proportion of e-Commerce in SMEs in China remains low, and many SMEs' decision-makers tend to feel that their business is relatively weak in terms of information construction of scale and financial management, thus they keep the 'wait and see' attitude about the e-Commerce development decisions. Therefore, SMEs are facing three puzzles about e-Commerce application. First, if the companies need to implement e-Commerce, what are the e-Commerce adoption decision factors. Second, what are the successful implementation factors of e-Commerce. And how about the relationship between them. The third is how to measure the implementation effect of e-Commerce. What is the performance evaluation factors of e-Commerce. In this paper, the theoretical and empirical exploration and research are conducted towards these SMEs. Considering the actual situation of SMEs, this paper builds a theoretical model, then puts forward relevant hypothesis. This paper analyzes present influencing factors based on enormous research papers, and finally discovers the critical successful factors in doing business with e-Commerce in SMEs by conducting Structural Equation Modeling. Five critical factors are verified by cases of enterprise by demonstration study. Lastly, we can draw a conclusion that the innovation ability of leaders, the IT support of leaders and e-Commerce strategies are the success factors of e-Commerce for Chinese SMEs.

• International Commerce and Information Review
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• v.15 no.4
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• pp.341-366
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• 2013

The term, Mittelstand, has no exact english translation for the definition, but, today, Mittelstand refers to small and medium-sized enterprises(SME), mostly family-owned firms in Germany. The Mittelstand is called the backbone of the German economy because it drove the economic miracle after World War II. During the global recession and the euro zone's debt crisis in recent years, in which european businesses have faced the near-collapse of competitiveness particularly in manufacturing, the German exports are booming and exceeded exports of China in 2012. Most importantly, the Germany economic performance has been widely attributed to the strength of the Mittelstand. Many of countries, even some leading public companies are seeking to emulate the success of the Mittelstand. Investors evaluate that many of Germany's investable "hidden champions" are Mittelstand companies. The purpose of this study is to present some of answers to the following questions: Firstly, what makes the German Mittelstand so successful? Secondly, what does the success of the German Mittelstand mean for the Korean SMEs in global competitiveness? Thirdly, what Korean government has to do improve the global competitiveness of the Korean SMEs? Some discussions in this study mention the managerial implications for Korean exporting SMEs particularly in manufacturing. Several factors that account for the success of the German Mittelstand are technological excellence and the tradition of family-owned management, concentration on niche market and globalization, and institutional supports. There are some of important lessons to be learned from the German Mittelstand. If the purposes of Korean SMEs want to remain in the sustainable competitive advantage and withstand unforeseen economic turbulences in the future, they must be able to meet the followings: 1) Technology that meets the global standard or exceeding it 2) Competitiveness in price in the global market 3) Active involvement in the globalization process, utilizing various entry modes Innovative products at globally competitive price are a crucial point for Korean exporting SMEs to achieve their competitive edge over others in the target markets abroad. It is time for Korean SMEs to cultivate a core competence in manufacturing in order to position Korea as a global manufacturing hub with SMEs leading.

• Proceedings of the KAIS Fall Conference
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• 2002.11a
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• pp.229-232
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• 2002

최근 ERP Package를 도입하여 정보시스템을 구축하는 기업이 날로 증가하고 있다. 이것은 기업간의 경쟁이 날로 치열해지고 있는 기업경영적 환경과 정보기술적 환경의 급속한 변화에 기인한다고 할 수 있다. 또한 BPR을 성공적으로 추진함에 있어서 ERP는 핵심도구로 등장하고 있는 실정이다. 최고경영자에게 유용한 정보를 적시에 전달하여 생산성을 높일 수 있도록 의사결정을 지원하는 정보시스템이라고 할 수 있다. 그러나 외국의 ERP 도입 실태에 비하여, 국내에서는 그 수와 질에 있어서 초보단계에 머무르고 있는 실정이다. 본 논문은 이 방대한 ERP패키지의 내용 중에서도 중소기업 특히 매출액500억 미만의 제조업 체를 위하여 기업 실정에 맞고 자금에 부담을 느끼지 않을 정도에 투자로 최적에 환경과 최소에 비용으로 인터넷을 기반으로 한 중소제조업을 위한 전사적 자원관리 시스템을 설계하고 구현한 다음 기술적인 요인과 업무적인 요인 등으로 인한 문제점을 분석하여, 중소기업의 정보화 인프라 구축에 대하여 연구하였다.

• Asia Marketing Journal
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• v.1 no.3
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• pp.1-11
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• 1999

중소기업이 국가경쟁력을 강화하는데 크게 기여한다는 실증적 연구결과에 힘입어 이의 육성에 각국이 힘을 쏟고 있다. 그러나 중소기업 육성을 저해하는 장애요인 또한 만만치 않다. 그 중에서 마케팅활동을 효과적으로 전개하기 어려운 여러 장애요인이 특히 우리 나라에서 심하게 나타나고 있다. 이를 극복하기 위한 주요한 수단으로 마케팅부문에서 타기업과의 협력과 제휴가 거론되며, 이를 통하여 중소기업이 지닌 능력의 한계를 극복하고 경쟁력강화를 이룩하려 한다. 협력과 제휴에는 여러 형태가 있으며 수평적관계의 제휴는 물론 수직적관계에서 나아가 이업종(異業種)과의 제휴를 통하여 그 효과를 극대화 할 수 있다. 제휴와 협력은 이제 중소기업의 생존과 성장에 필수적 요인이며, 전략적 관점에서 제휴상대와 내용이 검토되어야 할 것이다. 그러나 제휴의 성공은 몇 가지 필요조건과 이에 부수된, 특히 우리나라에서 강조되어야 할, 조건들이 충족되어야 할 것이다. 이와 관련해서 북부 이테리 공업지역 중소기업들의 제휴실태와 그 성과에서 우리가 배울 것이 많다. 이태리의 경우가 그러하듯 중소기업간의 제휴와 협력을 촉진하기 위하여 정부가 담당할 역할이 있으며 지속적 지원이 요구된다.

• Information Systems Review
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• v.19 no.2
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• pp.95-113
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• 2017

The advent of information communication technology or the Fourth Industrial Revolution facilitated the fusion of equipment and management systems, such as Manufacturing Execution System, Enterprise Resource Planning, and Product Lifecycle Management, in the successful implementation of smart factories. The government supports the early adoption of these systems in small and medium companies to enhance their global competitiveness in producing products that can be recognized in a dramatically changing manufacturing environment. This study introduces smart factories to improve company competitiveness and address influences from the government assistance, CEO leadership, external consultancy, and organizational participation. We analyzed 101 results received from the questionnaires circulated to small- and medium-sized manufacturing companies. Given a successful smart factory implementation, company competitiveness is the factor that mostly influences organizational participation, government assistance, external consultancy, and CEO leadership. This study suggests several perspectives to implement a smart factory, which is the most important aspect of company competitiveness.