• 제어로봇시스템학회:학술대회논문집
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• 2001.10a
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• pp.52.1-52
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• 2001

System establishment using a network may be a decisive factor both for creating a flexible production system and increasing reliability and serve as a basis for setting up of a management system that will make the designing, maintenance, and repair easier. It is therefore imperative to develop a protocol which is simple to use for communications and connections among different devices. The objectives of this study is to establish communications protocol stack that will enable to conduct an effective monitoring of production facilities and to secure flexibility of reduction control system, and to improve the working ratio of the production facilities by centralization of communications system through effective collecting and storing of the diversified data of multi-type and multi-device production facilities.

• International journal of advanced smart convergence
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• v.9 no.1
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• pp.121-131
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• 2020

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.

• International Area Studies Review
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• v.22 no.1
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• pp.101-121
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• 2018

This paper studies the influence of multinational R&D Labs' expansion motives on their business performance and the mediating effect of the level of control on this motive-performance relationship. Through an in-depth study of the relevant literature, the expansion motives can be divided into four general types. The first is called a market factor in the sense that the purpose of their expansion is to secure potential markets and customers in China. The second is called a resource factor; their purpose is to obtain excellent technology and a workforce from the country. The third is called an institution factor. An example is the case of R&D Labs advancing into China to make the best of its institutional advantages such as the government's benefits, related policies, and incentive articles. The last is called a strategic factor and indicates the case where they go into China for the purpose of competing in the market, considering it as a major strategic place. The companies' control level on their R&D Labs was measured for each item. According to the empirical analysis on the relevance of their control level and expansion motives, it turns out that giving a free hand to the Labs which pursue market, institutional, and strategic factors is more desirable than highly controlling them. This is because they should be familiar with the local business environment in consideration of those companies' objectives. In light of the mediating effects of the control level on expansion motives and business performance, the R&D Labs pursuing resource factors seem to need their headquarters' control to make the best use of the high-end technology obtained in the country. The companies pursuing strategic factors seem to hold a dominant position and perform more competitively when their headquarters control the Labs more tightly.

• Proceedings of the Korea Database Society Conference
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• 1998.09a
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• pp.525-543
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• 1998

This paper proposes a conceptual taxonomy of architectures far workflow management systems. The systematic classification work is based on a framework for workflow architectures. The framework, consisting of generic-level, conceptual-level and implementation-level architectures, provides common architectural principles for designing a workflow management system. We define the taxonomy by considering the possibilities for centralization or distribution of data, control, and execution. That is, we take into account three criteria. How are the major components of a workflow model and system, like activities, roles, actors, and workcases, concretized in workflow architecture？ Which of the components is represented as software modules of the workflow architecture？ And how are they configured and operating in the architecture？ The workflow components might be embodied, as active (processes or threads) modules or as passive (data) modules, in the software architecture of a workflow management system. One or combinations of the components might become software modules in the software architecture. Finally, they might be centralized or distributed. The distribution of the components should be broken into three: Vertically, Horizontally and Fully distributed. Through the combination of these aspects, we can conceptually generate about 64 software Architectures for a workflow management system. That is, it should be possible to comprehend and characterize all kinds of software architectures for workflow management systems including the current existing systems as well as future systems. We believe that this taxonomy is a significant contribution because it adds clarity, completeness, and "global perspective" to workflow architectural discussions. The vocabulary suggested here includes workflow levels and aspects, allowing very different architectures to be discussed, compared, and contrasted. Added clarity is obtained because similar architectures from different vendors that used different terminology and techniques can now be seen to be identical at the higher level. Much of the complexity can be removed by thinking of workflow systems. Therefore, it is used to categorize existing workflow architectures and suggest a plethora of new workflow architectures. Finally, the taxonomy can be used for sorting out gems and stones amongst the architectures possibly generated. Thus, it might be a guideline not only for characterizing the existing workflow management systems, but also for solving the long-term and short-term architectural research issues, such as dynamic changes in workflow, transactional workflow, dynamically evolving workflow, large-scale workflow, etc., that have been proposed in the literature.

• The Journal of Information Technology and Database
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• v.5 no.1
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• pp.97-108
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• 1998

This paper proposes a conceptual taxonomy of architectures for workflow management systems. The systematic classification work is based on a framework for workflow architectures. The framework, consisting of generic-level, conceptual-level and implementation-level architectures, provides common architectural principles for designing a workflow management system. We define the taxonomy by considering the possibilities for centralization or distribution of data, control, and execution. That is, we take into account three criteria. How are the major components of a workflow model and system, like activities, roles, actors, and workcases, concretized in workflow architecture. Which of the components is represented as software modules of the workflow architecture\ulcorner And how are they configured and operating in the architecture\ulcorner The workflow components might be embodied, as active (processes or threads) modules or as passive (data) modules, in the software architecture of a workflow management system. One or combinations of the components might become software modules in the software architecture. Finally, they might be centralized or distributed. The distribution of the components should be broken into three: Vertically, Horizontally and Fully distributed. Through the combination of these aspects, we can conceptually generate about 64 software Architectures for a workflow management system. That is, it should be possible to comprehend and characterize all kinds of software architectures for workflow management systems including the current existing systems as well as future systems. We believe that this taxonomy is a significant contribution because it adds clarity, completeness, and global perspective to workflow architectural discussions. The vocabulary suggested here includes workflow levels and aspects, allowing very different architectures to be discussed, compared, and contrasted. Added clarity is obtained because similar architectures from different vendors that used different terminology and techniques can now be seen to be identical at the higher level. Much of the complexity can be removed by thinking of workflow systems. Therefore, it is used to categorize existing workflow architectures and suggest a plethora of new workflow architectures. Finally, the taxonomy can be used for sorting out gems and stones amongst the architectures possibly generated. Thus, it might be a guideline not only for characterizing the existing workflow management systems, but also for solving the long-term and short-term architectural research issues, such as dynamic changes in workflow, transactional workflow, dynamically evolving workflow, large-scale workflow, etc., that have been proposed in the literature.