• 한국기록관리학회지
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• 제16권2호
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• pp.81-112
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• 2016

본 연구의 목적은 정부3.0에 추진에 따라 기록관리와 정보공개 체계를 수립해야 하는 상황에 놓인 정부산하공공기관들이 설명책임 강화 요구에 신속히 대응하면서 동시에 업무효율성을 높이기 위해 '업무관리시스템'을 도입할 것을 제안하고 기능과 개발방향성을 제시하는데 있다. 최근 기록관리와 정보공개 체계를 도입하는 정부산하공공기관들 중에 전자결재 기능 위주의 전자문서시스템을 도입하고 이에 맞춰 기록물분류기준표를 개발하는 경우가 발생하고 있다. 다종다양한 업무시스템을 운영하고 있는 정부산하공공기관들이 기록관리와 정보공개에 잘 대응하기 위해서는 문서 결재 외에도 과제관리 및 통제, 의사결정 과정을 지원하는 '업무관리시스템'이 필요하다고 본다. 본 연구에서는 최근 자체 기록관리시스템을 개발하고 전사적 기능분류체계를 구축한 후 기관 맞춤형 '업무관리시스템'을 도입하고자 정보화전략계획을 수립한 A기관의 사례를 살펴보면서 정부산하공공기관의 전자기록생산시스템의 도입 방향성을 제시하고자 하였다.

• 지식경영연구
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• 제22권3호
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• pp.217-233
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• 2021

소상공인들은 지금 코로나19로 인한 경제침체 시기로 영업에 아주 큰 영향을 받고 있는 상황이다. 코로나19로 급격히 변화하고 있는 세계 경제와 소비심리 속에서 소상공인의 자생력을 키울 수 있는 것은 교육이라는 전제로 현재 사업을 운영중인 소상공인의 경영교육에 관한 교육기대효과와 사업의 지속가능성에 관한 연구이다. 소상공인시장진흥공단의 경영교육 수료자를 대상으로 설문하여 다음과 같은 연구결과를 도출하였다. 경영교육이 교육기대효과에 긍정적인 영향을 미치는 것으로 나타났으며, 교육기대효과 또한 지속가능성에 긍정적 영향을 미치는 것으로 나타났다. 또한 경영교육이 사업의 지속가능성에도 긍정적 영향을 미쳤으며, 경영교육과 지속가능성 간에 교육기대효과가 매개하였다. 이러한 결과는 경영교육이 소상공인의 사업에 있어 생존과 지속적인 성과에 긍정적 영향을 미치는 것으로 교육습득의 노력을 꾸준히 하는것이 경영활동에 도움이 된다고 할 수 있다. 실무적 시사점으로는 첫째, 경영교육에 대한 긍정적인 교육 기대심리가 사업의 지속 가능성에 영향을 주는 것으로 볼 수 있기에 경영교육 프로그램 구성시 교육에 대한 관심과 흥미를 이끌어 낼 수 있도록 구성하여 기대효과를 높일 수 있어야 할 것이다. 둘째, 경영교육은 소상공인 사업의 유지, 생존, 지속가능성에 직접적으로 작용하며 교육에 참여하여 습득한 지식은 경영활동 개선에 도움이 된다는 것을 의미하므로 교육지원 금액 및 횟수를 추가하는 것을 생각해 볼 수 있을 것이다. 셋째, 소상공인의 지속가능성은 사업의 생존에도 영향이 있으므로 더 많은 소상공인들이 경영교육을 받을 수 있도록 교육에 대한 더욱 적극적인 홍보가 필요 할 것이다.

• 한국정보처리학회:학술대회논문집
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• 한국정보처리학회 2016년도 추계학술발표대회
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• pp.573-576
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• 2016

Many firms are efficiently applying smart business technology and smart business model to their management activities in order to raise their business results in a smart business environment. Firm's smart business capability is very crucial for the efficient execution of its management activities and to improve the performance of business tasks in a global business environment. An evaluation framework is necessary for effectively evaluating a firm's smart business capability to manage and improve its smart business capability in a total smart business perspective. We generated the first 21-item based on previous literature. This research found an 11-item framework that can efficiently evaluate an enterprise smart business capability by verifying based on previous studies. This framework can be used for effectively evaluating a firm's smart business capability in a comprehensive perspective.

• 유통과학연구
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• 제12권12호
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• pp.83-92
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• 2014

Purpose - A business ecosystem refers to mutually dependent systems interconnected by a loose foundation of various ecosystem members such as customers, suppliers, partners, and other stakeholders. The ecosystem-based strategy attempts to achieve competitive advantage for firms by enriching a business ecosystem or building a sustainable business ecosystem through the collaboration and co-evolution of its members. A sustainable business ecosystem is a source of competitiveness for firms anda manageable resource for gaining a competitive advantage. Customers represent the core membership of the business ecosystem and play a pivotal role in building a sustainable business ecosystem. This study examines the effects of customer participation on economic and social value in the business ecosystem and suggests a course of action for building a sustainable business ecosystem. Research design, data, and methodology - Two business cases of South Korea are selected from two different business types: business-to-business (B2B) and business-to-customer (B2C) firms. Business ecosystems for B2B and B2C firms reflect contrasting characteristics. Data was collected from in-depth interviews with four representatives of four firms. Results - The study suggested seven propositions for the relationships between customer participation and a sustainable business ecosystem through multiple case studies based on in-depth interviews. The results reveal the following four strategic actions for building sustainable business ecosystems based on the suggested propositions: alignment, systemization, socialization, and co-evolution. Alignment refers to achieving a harmonic balance or virtuous circle among the firm's mission, investment, and value creation. Systemization refers to building and implementing management and infrastructure systems rooted in the corporate culture. Socialization of customers in the business ecosystem reinforces the harmony or virtuous cycle. Finally, co-evolution is associated with the relationship between firms and customers as buyer firms in a restricted business ecosystem. Conclusions - This study considers multiple cases for the execution of a sustainable business ecosystem in collaboration with customers and suggests seven propositions and four strategic actions. The results are based on qualitative data from interviews with business associates from two firms in an open business ecosystem and two firms in a restricted business ecosystem, both in South Korea. Our research results regarding two contrasting business ecosystems shed light on business issues and policy making in Asian business environments, which are in the transition stages from a traditional conglomerate-driven to an inclusive growth-driven economy. The business ecosystem itself should be considered a manageable resource for firms' competitive positions in the market. A customer is a member of the business ecosystem and should thus be viewed not only as a purchasing entity and an object of relationship management but also as a co-creator of value. Therefore, firms should collaborate with customers to build sustainable business ecosystems. For this, firms must create social value, which cannot be created by customers alone, within the business ecosystem. Then, customers participate in a business ecosystem and build it to be favorable to them. Implications for academics and practitioners were suggested.

• The Journal of Asian Finance, Economics and Business
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• 제8권5호
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• pp.679-688
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• 2021

This study aims to verify family ownership's effect on earnings management by using corporate governance as the moderation variable. This study uses data panel regression with the period of 2011-2017. Corporate governance consisted of three dimensions, namely the board of commissioners, share ownership and transparency, and disclosure and auditing. Discretionary accruals measure earnings management with a model that controls company performance. Samples are manufacturing companies listed on Indonesia Stock Exchange. Observations were conducted on 198 firms throughout the year. The results indicated that corporate governance significantly affected earnings management. However, it declined the significance of family ownership toward earnings management. Hence, corporate governance can reduce earnings management. Furthermore, of the three components of corporate governance: the board of commissioners, shareholding, and transparency, the term shareholding precisely encouraged managers to conduct earnings management. Besides, the three core bodies of corporate governance lowered the significance of shareholding toward earnings management. This study's findings suggest that in family firms in Indonesia, earnings management is becoming more intensive than in non-family firms. Additional tests show that there is an entrenchment effect on family firms in Indonesia. Furthermore, corporate governance leads to earnings management.

• 한국디지털정책학회:학술대회논문집
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• 한국디지털정책학회 2006년도 춘계학술대회
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• pp.289-297
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• 2006

Business operates under the fast pace of large-scale changes. These changes occur in environments including competitors, markets and consumers. To survive under these changes, process innovation is becoming the eminent issue faced by executives. Process innovation is to generate, select, and implement new ideas adopting changes in organizational structure, management pattern, human resource management systems and so on. Examples include restructuring, outsourcing, benchmarking, total quality management, and business process reengineering. This study suggests how to develop process innovation ideas. Related screening and implementation techniques are also presented.

• 한국경영과학회:학술대회논문집
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• 대한산업공학회/한국경영과학회 2000년도 춘계공동학술대회 논문집
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• pp.664-667
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• 2000

Although managing knowledge about business processes has been recognized as an important aspect of Knowledge Management System (KMS), it has not been satisfactorily addressed academically or commercially. This paper proposes a KMS architecture to effectively manage business process as knowledge. It expands commonly recognized KMS functions with the process packaging module that defines business processes, monitors and evaluates process instances, keeps process instance history, and provides link between processes and other knowledge items such as documents and experts. The users can not only find the best practice of a business process but also learn from mistakes. A prototype system is implemented to show the feasibility of the proposed architecture. The results of this paper can contribute to expand current KMSs to help use knowledge to enhance the users' performance in their business processes.

• 산업경영시스템학회지
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• 제30권3호
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• pp.150-157
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• 2007

Certification about management innovation business (Mainbiz) was added in 2006 newly along with existent technical innovation business certification (Innobiz) and venture business certification with government's policy connected with reform style small and medium enterprises 30 thousand upbringings. Drew dividing management innovation business evaluation figure by manufacturing industry and service industry through leading study, gives weight by industry about drawn evaluation figure and must give estimation point of suitable level. This studies judge importance about evaluation figure by industry and consider priority order by evaluation figure using AHP (Analytic Hierarchy Process) that use expert group and gave point.

• 경영과학
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• 제23권1호
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• pp.135-152
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• 2006

Over the last decade, the field of supply chain management (SCM) and e-business has received an enormous amount of attention from practitioners and academicians. However, little has been known about how and to what extent small- to medium-sized enterprises (SMEs) are implementing SCM initiatives and e-business practices. This paper proposes a comprehensive research model and presents the survey results of these practices of SMEs located in Wisconsin and illinois, U.S., In terms of competitive strategy and priority, value chain activity priority, supply chain and e-business integration focus, SCM best practices implementation focus and challenges, and business performance. The analysis reveals several valuable insights into how SMEs should run their businesses in today's volatile, rapidly changing customer economy.

• 대한안전경영과학회지
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• 제9권5호
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• pp.111-116
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• 2007

The objective of this paper is to calculate the minimum scale of management for transportation business in order to achieve a form of enterprise. In this study the tracking minimum scale of business is the minimum number of operating trucks. Transportation companies should ensure the number of trucks for a type of business model rather than a means of livelihood model. The method to calculate the minimum number of trucks for the transportation business model can use an approach of either the qualitative and the quantitative technique. This study chooses the quantitative technique to calculate the minimum number of trucks through the analysis of break-even point.