• Asia-Pacific Journal of Business
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• v.15 no.1
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• pp.131-143
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• 2024

Purpose - The purpose of this study was to analyze cases of big data-driven business in the financial industry, focusing on organizational structure and business processes using big data in banking industry. Design/methodology/approach - This study used a case study approach. To this end, cases of two banks implementing big data-driven business were collected and analyzed. Findings - There are two things in common between the two cases. One is that the central tasks for big data-driven business are performed by a centralized organization. The other is that the role distribution and work collaboration between the headquarters and business departments are well established. On the other hand, there are two differences between the two banks. One marketing campaign is led by the headquarters and the other marketing campaign is led by the business departments. The two banks differ in how they carry out marketing campaigns and how they carry out big data-related tasks. Research implications or Originality - When banks plan and implement big data-driven business, the common aspects of the two banks analyzed through this case study can be fully referenced when creating an organization and process. In addition, it will be necessary to create an organizational structure and work process that best fit the special situation considering the company's environment or capabilities.

• Proceedings of the CALSEC Conference
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• 2001.08a
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• pp.277-288
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• 2001

Nowadays, for the competitive power of an enterprise, there are many attempts to implement information system that could support business innovation by business process re-engineering. However, there is no effort to standardize the core business processes of enterprise based on standards of data, documents. These facts make it difficult to introduce and implement enterprise information system designed by business processes of the higher level. Therefore, standardization of business process by analyzing the functionality and relationships among them are important and necessary. The results of our research are summarized as process-driven standardization (standardization of core business processes) and development of a repository. In process-driven standardization, we proposed the reference model by analyzing the business processes of the leading enterprises for core business processes. The reference model focuses on core business processes, such as sales management, procurement management, production management, logistics management, and customer support in manufacturing industry. We developed a knowledge-based system as a repository for a integrated management system of business process. And this repository was built up web-based system for the purpose of both reference and management.

• Asia pacific journal of information systems
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• v.32 no.3
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• pp.477-495
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• 2022

This paper proposes how to design and implement data-driven strategies by investigating how a firm can increase its value using data science. Drawing on prior studies on architectural innovation, a behavioral theory of the firm, and the knowledge-based view of the firm as well as the analysis of field observations, the paper shows how data science is abused in dealing with meso-level data while it is underused in using macro-level and alternative data to accomplish machine-human teaming and risk management. The implications help us understand why some firms are better at drawing value from intangibles such as data, data-science capabilities, and routines and how to evaluate such capabilities.

• The Journal of Bigdata
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• v.8 no.1
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• pp.35-47
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• 2023

It is crucial to develop effective and efficient big data analytics methods for problem-solving in the field of business in order to improve the performance of data analytics and reduce costs and risks in the analysis of customer data. In this study, a big data-driven data analysis system using artificial intelligence techniques is designed to increase the accuracy of big data analytics along with the rapid growth of the field of data science. We present a key direction for big data analysis systems through missing value imputation, outlier detection, feature extraction, utilization of explainable artificial intelligence techniques, and exploratory data analysis. Our objective is not only to develop big data analysis techniques with complex structures of business data but also to bridge the gap between the theoretical ideas in artificial intelligence methods and the analysis of real-world data in the field of business.

• The Korean Journal of Franchise Management
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• v.14 no.4
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• pp.1-16
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• 2023

Purpose: Previous studies show that perceived CSR motives have a significant impact on company evaluations. However, consumer responses to CSR motives vary depending on CSR motives. From this perspective, this study investigates the impact of CSR motives on consumers' responses in the context of food and beverage franchise companies using a scenario. Research design, data, and methodology: For achieving the purposes of the study, an example of a domestic food and beverage franchise company actively carrying out CSR activities was presented. Data was collected from 304 respondents aged 20 or older who were aware of CSR activities. The respondents answered the questionnaire after reading the scenario. The data was analyzed with SPSS 28.0 and SmartPLS 4.0 program. Result: Values-driven motive and strategic motive influence authenticity, while stakeholder-driven motive and egoistic motive did not influence authenticity. Values-driven motive influences on attitude, while stakeholder-driven motive, strategic motive and egoistic motive didn't. Lastly, authenticity influences attitude. Conclusions: Companies need to be aware that consumers may infer different motives for their CSR activities, and pay close attention to consumers' perceived motives from the planning stage of CSR activities. In particular, companies should focus on the values-driven motive and the strategic motive when planning CSR activities.

• Journal of the Korean Society for Precision Engineering
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• v.13 no.12
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• pp.63-69
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• 1996

As the significance of quality in the sense of customer satisfaction is growing, the management of quality becomes one of the main interests in the manufacturing systems research. This paper presents the concept of quality-driven CIM(Computer Integrated Manufacturing) system which is composed of a business process domain and a quality domain. In the business process domain, business functions are integrated by conventional design and manufacturing databases on the one hand, and an integrated quality system is interlinked to them via several quality modules on the other hand. Quality information model connects the business process domain with the quality domain where various types of quality data are stored in the form of quality database. This framework helps a manufacturing enterprise to implement the quality-driven CIM system to achieve its final objective "customer satisfaction".ion".uot;.

• KSII Transactions on Internet and Information Systems (TIIS)
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• v.1 no.1
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• pp.33-51
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• 2007

There are two newly emerging research issues in the enterprise information systems literature. One is the scalability issue for rapidly increasing choreographic volumes between interrelated organizations. The other is the business intelligence issue for traceable and monitorable business processes and services interchanging e-Business data and applications across organizations. Based upon these emerging issues, through a functional extension of the ebXML technology we have developed a process-driven e- Business service integration (BSI) system, which is named ‘e-Lollapalooza’. It consists of three major components ? the Choreography Modeler coping with the processdriven collaboration issue, the Runtime & Monitoring Client for coping with the business intelligence issue and the EJB-based BSI Engine coping with the scalability issue. This paper particularly focuses on the e-Lollapalooza’s development aspects for supporting the ebXML-based choreography and orchestration among the engaged organizations in a process-driven multiparty collaboration for e-Logistics and e- Commerce services. Here, it is fully deployed in an EJB-based middleware computing environment for e-Logistics process automation and B2B choreography.

• Journal of Distribution Science
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• v.12 no.12
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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.

• Journal of Information Technology Applications and Management
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• v.14 no.2
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• pp.11-26
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• 2007

In this paper we suggest a context-driven configuration model of virtual businesses to form a business network model consisting of role-based, interaction-centered business partners. The model makes use of the subcontext concept which explicitly represents actors and interactions in virtual business (VB) context. We separate actors who have capacities on tasks in a specific kind of role and actor subcontext which models requirements in specific interaction subcontext. Three kinds of actors are defined in virtual service chains, service user, service provider, and external service supporter. Interaction subcontext models a service exchange process between two actor subcontexts with consideration of context dependencies like task and quality dependencies. Each subcontext may be modeled in the form of a situation network which consists of a finite set of situation nodes and transitions. A specific situation is given in a corresponding context network of actors and interactions. It is illustrated with a simple example.

• Journal of Internet Computing and Services
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• v.7 no.6
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• pp.123-130
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• 2006

The transaction was happened within a single business entity or a single marketplace at the stage of e-business. It becomes to grow to complex form. Expecially, the need for business collaboration between business entities or marketplaces has being on the rise as the core topic. The format translation between documents is very important factor according to various the exchanged document formats. In this paper, we define ebXML as the basic format of exchanged document according to object-oriented business transaction. Also we design the multi-format translation system to support the translation of various document formats. The proposed system in this paper, is designed with model-driven method and it is possible to construct with various structure as for system environment. The proposed translation system is designed to use the proposed system as adding the corresponding parsing module even though any format of document. Also, we increase the reusability of data as using the common data set. In this paper, we prove the superiority of the proposed system to compare the performance with the legacy system for various format translation.