• Asia pacific journal of information systems
• /
• v.23 no.1
• /
• pp.65-86
• /
• 2013

Understanding success factors in electronic banking is important to helping banks succeed. In this study, we extend DeLone and McLean's IS success model to the electronic banking by adding trust as a success variable. We tested the extended model by comparing internet banking and mobile banking in Indonesia. Using a structural equation modelling approach. We found that system quality had positive impacts on perceived usefulness and end-user satisfaction for both internet banking and mobile banking. The development of e-banking (internet banking and mobile banking) in Indonesia is in its initial stage. Finally, although we tested for the common method bias to relieve concern, further research may use multiple methods when collecting the data. This study investigated the role of each dimension of IS success in the electronic banking environment. While the original IS success model emphasizes individual and organizational impacts, we have argued that trust is an important indicator of IS impact on an individual socially in the banking industry. The contribution of our study is two-fold. Conceptually, the study is the first to extend the IS success model to the e-banking context. We provide an extension of the updated IS success model by adding trust as an outcome variable in the research model.

• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.43 no.3
• /
• pp.179-190
• /
• 2020

As the business environment is rapidly changing with globalization and complexity of information flows, the uncertainty is also very increased for project environment. Although many studies have been conducted to find out the critical factors for project success, there still exist different views to define project success. Furthermore, implementing success formula for one project does not necessarily guarantee a success for another project since there are other elements that impede the success of project. In this regards, it is imperative to examine what are the barriers to project success. This study aims to examine the barriers that impede the success of project. Past literature was thoroughly reviewed to collect and develop a preliminary list of elements that affected project performance negatively. Experts were interviewed to refine the list and the final list of the measurement items were developed. A survey questionnaire was developed with the final list of measurement items, and a survey was conducted on the practitioners with project experience. After the survey, an exploratory factor analysis was conducted on the final list to extract the component dimensions which in turn formed the group of project barriers. The exploratory factor analysis provided ten factors, which are difficulty of process management, failure of project feasibility analysis, cost overruns and lack of cost benefits, unclarity project plan, strategic consistency error, stakeholder conflict, inaccuracy of requirement definition, disturbance of communication, technical environment change, negative attitude of top management.

• Journal of Service Research and Studies
• /
• v.6 no.2
• /
• pp.23-35
• /
• 2016

Firms should seek greater profits and corporate growth through new businesses. New businesses contribute realizing creative economy that creates good jobs, and expanding the company by securing new markets and creating new profits and growth. However, new business is risky management decision-making to have a high failure rate because it involves the adaptation of new business environment and the burden of new investments, including the uncertainty of success in business. Therefore, innovation strategies play important roles for the new business entry, using product innovation, process innovation, business model innovation, disruptive innovation, and strategic innovation, etc. and company will get huge economic results by pushing them into successful business. It is essential that innovation strategy and IT development strategy along with business strategy of a firm are linked, and their strategic alignment is considered to be a critical success factor for new business success. Hyundai Heavy Industries(HHI) pursued marine engine business for the development of precision machinery industry and shipbuilding industry of Korea, and the company recognized the importance of new business strategy, innovation strategy, and IT strategy inter-linked, and pushed strategic alignment boldly. As a result, HHI won the competition in European and Japanese engine manufacturers and climbed into the world's largest engine manufacturer. This study suggests investigating and analyzing a case that HHI succeeded in marine engine business expansion using strategic innovation strategy as a way of the introduction of CNC machine tools and the development of HEMAPT system.

• The Journal of Information Systems
• /
• v.16 no.2
• /
• pp.145-169
• /
• 2007

The purpose of this research is to investigate success factors of knowledge management in Korea companies. The research scheme was experimented through a questionnaire survey answered by 87 companies. The research model was composed of five groups : 1) CEO support and business strategics, 2) organization culture 3) information technology characteristic of knowledge workers 4) a reward and performance measurement 5) knowledge management system. The results of this research indicated that the CEO support and organization culture are important factors for knowledge activities. The information technology characteristic of knowledge workers and a reward have small effects for knowledge activities. Manufacturing companies and non-manufacturing companies need different knowledge management strategies. The results of this study will be helpful for the success implementation of knowledge management in Korean companies.

• Venture DIGEST
• /
• s.107
• /
• pp.48-49
• /
• 2007

• Venture DIGEST
• /
• s.108
• /
• pp.48-49
• /
• 2007

• Venture DIGEST
• /
• s.109
• /
• pp.50-50
• /
• 2007

• Venture DIGEST
• /
• s.106
• /
• pp.48-49
• /
• 2007

• Venture DIGEST
• /
• s.104
• /
• pp.16-17
• /
• 2007

• Venture DIGEST
• /
• s.105
• /
• pp.20-21
• /
• 2007