• 한국정보기술응용학회:학술대회논문집
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• 한국정보기술응용학회 2005년도 6th 2005 International Conference on Computers, Communications and System
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• pp.301-304
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• 2005

Most of the small and medium industries rather focus on immediate problems and how to properly maintain organizational matters and existing system than the strategic and operational use of Information Technology when they deal with applications and operation of Information System. This study found out that there were few studies on IT outsourcing for small and medium companies in Korea compared to large enterprises' IT outsourcing. Most preceding studies researched the problems of partnership and technical, managerial, and economical success factors for big companies. Small and medium companies have the problems of financial difficulty, organizational scale (40.3%), shortage of manpower for system operation (24.1%), and lack of practical use of managers (8.9%). SMB firms have required support of government for their Informationalization but, we found out amount of companies (41%) not be informed or don't account on government's supporting IT of SMB programs. In addition, Range and Contents of outsourcing, Reputation of Outsourcing vendor, Reliability of maintaining were selected as CSFs of SMB IT outsourcing. While large corporation staff more considered CEO's willing and inner facts of their companies.

• 한국산학기술학회논문지
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• 제20권6호
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• pp.228-238
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• 2019

본 연구의 목적은 아웃소싱에서 거래공정성이 고객사의 경영성과에 미치는 영향 관계를 연구하는 것이다. 본 연구는 전국의 제조업 아웃소싱서비스 이용 고객사와 협력사로 부터 설문조사 방식으로 자료를 수집하여 신뢰도, 타당도 및 확인적 요인분석(CFA)을 하였으며 구조방정식 모형(SEM)분석을 통해 가설을 검증하였다. 본 연구의 결과, 1)거래 공정성은 고객사의 경영성과에 유의한 정(+)의 영향을 미치는 것으로 분석되었다. 분배 및 상호작용공정성은 경영성과에 미치는 영향관계는 작지만, 절차공정성은 유의한 정(+)의 영향을 미치는 것으로 분석되어 선행논문을 지지하고 있다. 2)거래공정성은 파트너십에 유의한 정(+)의 영향을 미치는 것으로 분석되었다. 3)고객사와 협력사의 파트너십은 고객사의 경영성과에 정(+)의 영향을 미치는 것으로 분석되었다. 4)파트너십은 거래공정성을 매개하여 고객사의 경영성과에 정(+)의 영향을 미치는 것으로 나타났다. 본 연구는 제조업 아웃소싱에서 고객사와 협력사 간의 거래 관계에서 거래공정성을 독립변수로 하고, 거래 상호 간의 파트너십을 매개로 거래공정성이 고객사의 경영성과에 미치는 영향을 실증적으로 연구한 첫 번째 사례라는 점에서 그 의의가 있다. 기업이 갈수록 심화하는 글로벌 경쟁에서 아웃소싱을 효과적으로 활용하여 급변하는 경영환경에 능동적으로 대처하고 경영성과 향상을 위해서는 거래공정성, 특히 절차적공정성을 높이려는 노력이 필요하고, 고객사의 경영성과 향상에 당사자 간 파트너십 형성이 중요한 요인임을 확인해 주고 있다. 이런 면에서 본 연구는 학문적, 실무적으로 아웃소싱 분야에 중요한 시사점을 제공해 주고 있다.

• 경영과정보연구
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• 제8권
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• pp.61-86
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• 2002

This study is focused on how to effectively support Busan regional footwear companies in partnership with parent company, in particular how to lead a mutual supplementary relationship with the minor firms while improving the efficiency in strategic outsourcing. Recently, The Korean Footwear Industries and companies are making a lot of efforts to enhance the structure of high expenditure and low efficiency as a means of recovering their competitiveness. As a domestic companies have a tendency to almost all the tasks on bloc, it is true that their competitiveness is on the rapid decline for they prefer self-reliance on the premise that all the production should be dealt with for themselves. It is strategic outsourcing that is taken into account as a strategic vehicle for converting such self-reliance into the system of low expenditure and high efficiency. This study also conducted questionnaire researches, designed to find out the difference between the parent company and minor firms in the recognition and contentment on the purchasing and supplying activities. The result of the questionnaire researches went through further analysis and study to give a reasonable alternatives.

• Asia pacific journal of information systems
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• 제14권3호
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• pp.23-55
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• 2004

Interests on Service Level Agreement(SLA), an immanence operating tool for managing the level of the information system service objectively and qualitatively, were raised among IT outsourcing service providers, outsourcers, and operating departments. Yet, only a few domestic conglomerates adopted the SLA, and exact usage of the SLA is currently unknown. Because of the importance of the SLA between a service recipient and a service provider, the agreement is treated with high confidentiality. This raised the problems to organizations which are considering the SLA but lack in the concrete guide line to internalize SLA management process. This study provides the process model of implementation for SLA by conducting multiple case research. The sampled companies are currently implementing the SLA over 1 year of usage period. Factors were used to provide the managerial contribution for implementing the SLA. To analyse the case samples, in-depth interview method was conducted for each sampled company. As a result, if SLA can be used as an immanence managerial tool and can be actively implemented, it will be an strategic tool for various decision making in IT management practice with long term relationship, better shared partnership, and continuous service improvement.

• 산업경영시스템학회지
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• 제44권4호
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• pp.128-135
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• 2021

WDM(Wavelength Division Multiplexing) is called a wavelength division multiplexing optical transmission method and is a next-generation optical transmission technology. Case company F has recently developed and sold PLC(Planar Lightwave Circuit), a key element necessary for WDM system production. Although Chinese processing companies are being used as a global outsourcing strategy to increase price competitiveness by lowering manufacturing unit prices, the average defect rate of products manufactured by Chinese processing companies is more than 50%, causing many problems. However, Chinese processing companies are trying to avoid responsibility, saying that the cause of the defect is the defective PLC Wafer provided by Company F. Therefore, in this study, the responsibility of the PLC defect is clearly identified through estimating the defect rate of PLC using the sampling inspection method, and the improvement plan for each cause of the PLC defect for PLC yeild improvement is proposed. The result of this research will greatly contribute to eliminating the controversy over providing the cause of defects between global outsourcing companies and the head office. In addition, it is expected to form a partnership with Company F and a Chinese processing company, which will serve as a cornerstone for successful global outsourcing. In the future, it is necessary to increase the reliability of the PLC yield calculation by extracting more precisely the number of defects.

• 한국유통학회지:유통연구
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• 제11권1호
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• pp.41-68
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• 2006

최근 제조업체들은 비핵심업무인 물류관련 업무를 전문 업체에 위탁하는 물류 아웃소싱을 하고 있다. 이를 통해 기업들은 제품개발과 마케팅에 기업의 핵심역량을 집중하고, 물류 관련 비용을 절감하여 고객 서비스 수준을 제고할 수 있게 되었다. 최근에는 물류 아웃소싱이 파트너십을 바탕으로 한 공동소싱으로 발전되어가는 추세에 있다. 따라서 물류 아웃소싱에 대한 사례 연구는 향후 제조업체들이 물류 아웃소싱을 하기 위한 전략을 수립하는데 있어서 좋은 가이드라인을 제시할 것으로 생각된다. 본 연구는 글로벌 물류기업인 UPS와 삼성전기 간의 4자물류 아웃소싱(4PL) 사례를 통해 4자물류를 이해하고, 이와 관련된 주요 이슈를 파악하여 기업들이 물류 아웃소싱을 하기 위한 협력 전략을 수립하는데 가이드라인을 제시하는데 목적이 있다. 먼저 삼성전기와 UPS간의 물류 아웃소싱 추진배경과 진행과정을 살펴보았다. 그리고 물류 아웃소싱 과정에서 발생한 문제들을 조직차원의 문제, 경영진의 단기적인 안목, 양사의 문화적 차이, 정보시스템의 통합, 그리고 성과에 대한 인식 차이 등 5가지 차원에서 분석하였다. 본 연구에서 파악한 주요 이슈들의 측면을 살펴본다면 물류 전문 업체와 아웃소싱을 하고자 하는 제조 기업들에게 많은 시사점을 제공할 수 있고, 이를 통해 도출된 5가지 실패 원인은 향후 실증연구를 위한 연구 제안이 될 수 있을 것이다.

• Asia pacific journal of information systems
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• 제17권2호
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• pp.49-81
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• 2007

Research in the IS (Information Systems) outsourcing has focused on the importance of legal contracts and partnerships between vendors and clients. Without detailed legal contracts, there is no guarantee that an outsourcing vendor would not indulge in self-serving behavior. In addition, partnerships can supplement legal contracts in managing the relationship between clients and vendors legal contracts by itself cannot deal with all the complexity and ambiguity involved with IS outsourcing relationships. In this paper, we introduce a psychological contract (between client and vendor) as an important variable for IS outsourcing success. A psychological contract refers to individual's mental beliefs about his or her mutual obligations in a contractual relationship (Rousseau, 1995). A psychological contract emerges when one party believes that a promise of future returns has been made, a contribution has been given, and thus, an obligation has been created to provide future benefits (Rousseau, 1989). An employmentpsychological contract, which is a widespread concept in psychology, refers to employer and employee expectations of the employment relationship, i.e. mutual obligations, values, expectations and aspirations that operate over and above the formal contract of employment (Smithson and Lewis, 2003). Similar to the psychological contract between an employer and employee, IS outsourcing involves a contract and a set of mutual obligations between client and vendor (Ho et al., 2003). Given the lack of prior research on psychological contracts in the IS outsourcing context, we extend such studies and give insights through investigating the role of psychological contracts between client and vendor. Psychological contract theory offers highly relevant and sound theoretical lens for studying IS outsourcing management because of its six distinctive principles: (1) it focuses on mutual (rather than one-sided) obligations between contractual parties, (2) it's more comprehensive than the concept of legal contract, (3) it's an individual-level construct, (4) it changes over time, (5) it affects organizational behaviors, and (6) it's susceptible to organizational factors (Koh et al., 2004; Rousseau, 1996; Coyle-Shapiro, 2000). The aim of this paper is to put the concept, psychological contract commitment (PCC), under the spotlight, by finding out its mediating effects between legal contracts/partnerships and IS outsourcing success. Our interest is in the psychological contract commitment (PCC) or commitment to psychological contracts, which is the extent to which a partner consistently and deeply concerns with what the counter-party believes as obligations during the IS project. The basic premise for the hypothesized relationship between PCC and success is that for outsourcing success, client and vendor should continually commit to mutual obligations in which both parties believe, rather than to only explicit obligations. The psychological contract commitment playsa pivotal role in evaluating a counter-party because it reflects what one party really expects from the other. If one party consistently shows high commitment to psychological contracts, the other party would evaluate it positively. This will increase positive reciprocation efforts of the other party, thus leading to successful outsourcing outcomes (McNeeley and Meglino, 1994). We have used matched sample data for this research. We have collected three responses from each set of a client and a vendor firm: a project manager of the client firm, a project member from the vendor firm with whom the project manager cooperated, and an end-user of the client company who actually used the outsourced information systems. Special caution was given to the data collection process to avoid any bias in responses. We first sent three types of questionnaires (A, Band C) to each project manager of the client firm, asking him/her to answer the first type of questionnaires (A).

• 지식경영연구
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• 제17권4호
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• pp.163-189
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• 2016

The importance of Information technology (IT) has been growing. Thus, it is critical for firms to choose the optimal information technology development mode in order to ensure that maximum benefit is derived from IT. Despite its importance, however, there is little comprehensive research on choosing the IT development mode that firms undertake. To fill this gap, this study attempts to propose a parsimonious as well as comprehensive IT development framework based on strategic value and the uniqueness of IT resources. In addition, this study analyzes the impact of the fit between the theoretically proposed IT development mode and the actually used mode on the performance of Korean firms. This study contributes to and expands the literature on IT development modes by considering various development modes in real time. Moreover, the results serve as a stepping stone for managers who want to develop or adopt IT effectively.

• 경영정보학연구
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• 제14권3호
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• pp.53-74
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• 2012

IT 아웃소싱은 서로 다른 두 기업의 자원들이 계약이라는 관계를 통해 결합되는 특수한 상황이다. 자원기반 관점(Resource-Based View)에서는 IT 아웃소싱 제공 기업의 자원, 고객 기업의 IT 자원, 그리고 제공 기업과 고객 기업간의 관계 자원이 동시에 IT 아웃소싱 성공에 영향을 미칠 수 있다고 한다. 그러나 선행 연구들 중 이 세 IT 자원들의 영향력을 동시에 비교 분석한 연구가 드물다. 또한 IT 자원은 유형적 IT 자산과 무형적 IT 역량으로 구분되는데, IT 역량만이 IT 성과에 영향을 미칠 것이라는 Bharadwaj(2000) 등의 주장을 IT 아웃소싱 배경에서 실증 분석한 연구도 거의 없다. 따라서 본 연구는 1) 세 IT 자원이 IT 아웃소싱 성공에 미치는 영향을 동시에 비교검증하고, 2) 특히 고객 기업의 IT 자원을 IT 자산과 IT 역량으로 구분하여 IT 아웃소싱 성공에 대한 영향력을 검증하였다. 이 연구 목적을 달성하기 위해 최근 3년간 국내 순위 100위권 내에 속한 기업 138개 중 45개 기업의 62개 IT 아웃소싱 프로젝트를 대상으로 자료를 수집하였고, 수집한 자료를 PLS를 사용한 경로분석으로 분석하였다. 경로분석결과, IT 아웃소싱 제공 기업의 자원은 높은 신뢰관계가 있을 때만 IT 아웃소싱 성공에 영향을 미치고, 고객 기업이 높은 IT 역량을 확보할 때만 IT 아웃소싱이 성공할 수 있음을 발견하였다. 이를 통해 본 연구는 IT 아웃소싱 상황에서도 자원기반 관점을 다시 한번 확증하였다는 점에 그 의의를 둘 수 있다. 즉 Bharadwaj(2000)의 연구결과와 마찬가지로 기업의 IT 자산이 아닌 IT 역량이 IT 성과에 영향을 미친다는 것을 IT 아웃소싱 상황에서 실증적으로 보여주었고, 관계 자원의 중요성도 본 연구의 결과를 통해 제시하였다.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회/대한산업공학회 2003년도 춘계공동학술대회
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• pp.312-319
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• 2003

In late 90s, organizations recognized the information technology as an key enabler of the business strategic accomplishment which lead them heavy increment on IT investment. These organizations tried to hold the competitive advantage by focusing on their core competency. And these acts raise their interests on IT outsourcing. Recent trends of the organizations concern on evaluating the effectiveness of the previous IT investment and the reasonable selection on IT investment type. Also, the objective evaluation of the service level and continuous improvement are major concern of the outsourcer. Consequently, interests on Service Level Agreement (SLA), an immanence operating tool for managing the level of the information system service objectively and qualitatively, were raised among IT outsourcing service providers, outsourcers, and operating departments. Yet, only a few domestic conglomerates adopted the SLA, and exact usage of the SLA is currently unknown. Because of the importance of the SLA between a service provider and an outsourcer, the agreement is treated with high confidentiality. This raised the problems to both the private and public organizations, are considering the SLA, with absence of concrete guide line to internalize SLA management process. This study provides the organizational and environmental factors of the adopting and applying the Service Level Agreement (SLA) by conducting multiple case research. The sampled companies are currently implementing the SLA over 1 year of usage period. Factors were used to provide the operational contribution for implementing the SLA. The study also provides the effects on IT performance through the SLA. For this, in depth interview was conducted for each sampled company. As a result, if SLA between outsourcer and service provider can be used as an immanence operation tool and actively implemented, SLA will be an strategic tool for various decision making in IT management practice with long term relationship, better shared partnership, and continuous service improvement.