• 산업융합연구
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• 제20권1호
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• pp.1-12
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• 2022

본 연구에서는 SCM(Supply Chain Management)과 e-SCM이 변화 수용 능력, 정보 공유 능력, 파트너십 관리 능력, 그리고 비즈니스 성과에 미치는 영향을 연구하였다. 수도권 및 지방에서 SCM과 e-SCM을 도입한 기업의 직원을 대상으로 조사 및 분석하였다. 연구모형을 통해 SCM의 특징적인 요소인 변화수용능력, 정보공유능력, 파트너십 관리역량, 사업성과 및 성과변수 간의 관계 정도를 분석하였다. 신뢰도, 타당도, 유의성 등을 검증하였다. 연구가설에 의해 지지된 연구 결과를 다음과 같이 2가지로 요약할 수 있다. 첫째로, 기업의 역량을 변화수용역량, 정보공유역량, 파트너십관리역량이 주요한 변수로 분석하였다. 둘째, 특정 기업의 역량이 아닌 SCM에서 필요한 역량을 4가지로 분류하여 관계 정도를 구체적으로 분석하였다. 본 연구는 SCM 관련 기업에 적절한 정보를 제공할 수 있을 것으로 기대된다.

• 지식경영연구
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• 제11권3호
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• pp.31-45
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• 2010

IT outsourcing studies have centered on the separate effect of formal contract and relational trust on IT outsourcing performance. In addition, previous studies ignored the importance of the relational capability that combine the formal contract and partnership can be able to deliver IT outsourcing effects. In this paper, we propose an IT governance commitment as a mediated role between relational capability and IT outsourcing performance. We collected data from 143 client companies of IT outsourcing and analyzed it using the PLS method. Our findings are revealed as following: At first, relational capability significantly and directly influence IT governance commitment as well as indirectly through formal contract and partnership. Secondly, IT governance commitment mediate between relational capability and IT outsourcing effect, and in turn affect IT outsourcing performance. The results and implications are further discussed.

• 한국정보시스템학회지:정보시스템연구
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• 제27권3호
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• pp.1-24
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• 2018

Purpose The purpose of this study is to attempt to incorporate power theory to evaluate information capability of SCM adopters. Therefore, this study focuses on the relationship of information sharing, partnership quality, and information capacity according to the power intensity of the variables of SCM. and CSV value creation. Design/methodology/approach The questionnaire of SCM builder was conducted and 302 samples were analyzed. Based on the theoretical background of power and information capacity, we set up a structural equation model. Hypothesis testing and statistical analysis were done through AMOS and SPSS. Findings First, it shows that the compensation power among the constrained power has a positive effect on the partnership quality, and the legitimacy power has the positive influence only on the information sharing. Compulsive power, compensation, and legitimacy, which are generally restrictive powers, may reduce the quality of information sharing and partnership, but the results of this study are rather higher. Second, both non-binding power expertise and criterion have a positive effect on information sharing and partnership quality. Third, information sharing has a positive effect on partnership quality. Supporting a number of research results, it is well reflected in SCM attributes where interdependence is important. Fourth, information sharing and partnership quality have a positive effect on information capacity. Information literacy has become an essential element in modern management. Fifth, the enhancement of CSV value creation plays a role of a controlling variable to further strengthen information sharing through non - binding power attribute, expertise and conformity. In addition, the strengthening of CSV value creation has been shown to play a role as a controlling variable to further strengthen the quality of partnership through the non-binding power attribution, but expertise has been rejected.

• 국제지역연구
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• 제13권2호
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• pp.371-392
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• 2009

본 연구의 목적은 국내 전기 전자 기업의 해외진출 정도에 따라 GSCM의 사업성과 결정요인에 대해서 분석하였다. GSCM을 구축한 국내 전기 전자 기업의 72개 기업들을 대상으로 실증분석을 수행하였다. 전기 전자 산업의 GSCM 결정요인으로 프로세스혁신 정보역량 파트너십 등 3개의 요인들로 측정하였으며, 사업성과 요인은 민첩성 요인으로 측정하여 연구모형에 포함시켜 실증분석을 한 결과 다음과 같은 연구결과를 얻었다. 첫째 GSCM의 프로세스혁신은 해외진출 정도가 높을수록 민첩성에 더 큰 영향을 미쳤다. 둘째 GSCM의 정보역량은 해외진출 정도가 높을수록 민첩성에 더 큰 영향을 미쳤다. 셋째 GSCM의 파트너십은 해외진출 정도가 높을수록 민첩성에 더 큰 영향을 미쳤다. 본 연구는 전기 전자 산업의 기업이 해외진출 정도가 높을수록 프로세스혁신 정보역량 파트너십 요인이 사업성과에 더 큰 영향을 미치는 연구결과를 도출하였고 향후 연구로 기업의 규모 해외경험 정도 등의 측면이 연구모형에 반영되어야 하겠다.

• 대한토목학회논문집
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• 제31권1D호
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• pp.99-109
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• 2011

국민경제에 상당한 비중을 차지하는 건설산업에 대하여 적정수준의 경기 유지와 산업의 효율성 개선 및 경제 활성화를 위한 방편으로 민간투자사업이 활성화되고 있다. 최근 민간투자산업이 활성화되면서 민간사업자측에서는 건설사업관리(CM)의 도입을 통한 사업의 성공적 수행을 도모하고 있는 반면, 민간투자사업을 관장하는 주무관청은 민간사업자측에 비해 경험 및 역량이 부족한 실정이다. 이에 본 연구에서는 주무관청의 업무역량을 강화하기 위한 방안으로서 기존의 발주자지원형 CM의 업무확장의 개념으로 기존의 CM의 업무체계를 유지하면서 주무관청을 적극적으로 지원하기 위한 파트너쉽지원관리 (Partnership Support Management; PSM) 방식을 도입하기 위하여 민간투자사업의 추진단계를 사업개발단계, 사업고시단계, 사업평가단계, 사업협약단계 및 변경협약단계의 5단계로 분류하여 PSM 참여가능시점 및 유형과 이해관계자의 상관성을 고려한 PSM 업무수행구조와 업무프로세스를 제안하였다. 본 연구에서 제안된 PSM 업무모델은 주무관청의 업무이해도를 향상하여 업무역량 강화 및 업무 부담을 경감시켜, 민간투자사업의 추진을 효율적으로 수행할 수 있을 것으로 기대된다.

• Journal of Information Technology Applications and Management
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• 제24권4호
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• pp.153-170
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• 2017

As the digital economy goes global, firms are trying to find suppliers that can address their managerial goals and strategies. The alternatives are not confined to domestic firms. Firms have been trying to connect to foreign partners worldwide. Although offshore outsourcing grants firms various benefits, they present big cultural challenges. However, there is little research on the impact of cultural or country factors on outsourcing. The goal of this paper is to synthesize the outsourcing success literature and develop propositions for outsourcing success in the context of offshore outsourcing. This paper proposes that cultural effects should be included in evaluating the success of offshore outsourcing. Knowledge sharing and the scope of outsourcing are adopted in the base outsourcing success model from previous literature. In the extended model partnership quality is included as a mediator and organizational capability and outsourcing relationship type are also included as moderator. Finally, the integrated framework of offshore outsourcing success includes cultural factors as moderators of the relationships between outsourcing success antecedents and the success of offshore outsourcing. Reasoning for propositions, managerial implications, and future research directions are discussed.

• 산업경영시스템학회지
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• 제44권3호
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• pp.192-206
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• 2021

The pharmaceutical industry is an industry that provides medicines related to the health and life of the people. The pharmaceutical industry is a traditional regulation industry with the characteristics of R&D(Research and Development), purchasing, manufacturing, distribution and consumption under strict government management. Until now, pharmaceutical companies have continued to make efforts to maintain competitiveness through patent management, new product development, and marketing. However, industries are rapidly changing, including rising costs for developing new products and expanding generic markets. As these changes and uncertainties in the management environment increase, efforts are required to improve the competitiveness of the pharmaceutical industry from a new perspective. In this study, we intend to examine the impact of SCM(Supply Chain Management) dynamic capability of pharmaceutical companies on corporate performance through partnerships to respond to market changes and uncertainties. It was determined that the agility, visibility and flexibility that constitutes the SCM dynamic capabilities would affect the performance of pharmaceutical companies. In this study, the importance of SCM dynamic capabilities and cooperative relationships was identified through surveys by SCM managers of pharmaceutical companies. Consequently, in the pharmaceutical industry, which is a regulatory industry, we have identified that SCM dynamic capabilities and cooperative relationships with partner companies have a significant impact on corporate performance.

• 국제학술발표논문집
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• The 4th International Conference on Construction Engineering and Project Management Organized by the University of New South Wales
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• pp.132-141
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• 2011

Australia has joined many governments to adopt public-private partnership (PPP) as a major strategy for procuring infrastructure for decades. However, failures have occurred although the market has been considered to be a mature and sophisticated one. Failures have typically been traced back to inappropriate economic evaluation and a lack of value-for-money. In particular, a literature review has identified that there was no holistic consideration on the evaluation of procurement transactions of PPP projects. The transaction costs of PPPs were not handled properly. In this paper, theories of transaction cost economics are proposed for the purpose of such a holistic institutional economic evaluation. These theories are analysed in order to identify potential critical success factors for a strategic infrastructure procurement framework. The potential critical success factors are identified and grouped into a number of categories that match the theories of transaction cost economics. These categories include (1) Asset Specificity, (2) Organizational Capability, (3) Transaction Frequency, (4) Behavioural Uncertainty, and (5) Environmental Uncertainty. These potential critical success factors may be subject to an empirical test in the future. The proposed framework will offer decision makers with an insight into project life cycle economic outcomes needed to successfully deliver PPPs.

• Asia Marketing Journal
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• 제21권2호
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• pp.51-71
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• 2019

L&P Cosmetic, the leading company selling mask packs on the global market, produces MEDIHEAL, the number-one best-selling mask pack brand in Korea and the best-selling imported mask pack brand in China (2017). The company pioneered the premium market for mask packs through its launch of premium mask packs in 2009, and has subsequently achieved outstanding success in Korea and China. Three key factors have contributed to the success of L&P Cosmetic: product leadership with R&D capability, strategic marketing programs tailored for each market segment, and operational excellence focusing on strategic outsourcing and partnership management. Nonetheless, globalization beyond the Chinese market remains a major challenge for the potential of L&P Cosmetic. The company has embarked upon a collaboration with BTS, the world's top K-pop stars, as an optimally effective way to achieve its goals and a highly efficient strategy to manage the risks of globalization. The global branding collaboration project with BTS has succeeded in generating primary demand for mask packs on the global market, spreading brand awareness of MEDIHEAL, and establishing global channel networks. L&P Cosmetic will continue to grow worldwide on the basis of this outstanding performance.

• Industrial Engineering and Management Systems
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• 제7권3호
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• pp.214-227
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• 2008

Today's dynamic competitiveness requires an organization to improve its performance measurement and management. Quality Management Systems (QMS) abound, the main ones being: ISO series, Malcolm Baldridge National Quality Award (MBNQA), European Forum for Quality Management (EFQM), Six Sigma Business Scorecard and the Balanced Scorecard. Based on the literature, the IPMMM (Integrated Performance Measurement and Management Model) identified 7 key synthesized factors: leadership, strategy management and policy, customer and market, learning and growth, partnership and resources, internal processes and business results that are employed to investigate the key performance indicators of a car assembler using the Delphi methodology. In the 2 rounds of Delphi panels consisting of 20 senior management personnel, the $1^{st}$ round of 198 indicators in the IPMMM yielded 90 indicators. The $2^{nd}$ round yielded 43 performance indicators with 18 rated as critical based on the % assigned in the $1^{st}$ and $2^{nd}$ priority rating of "very important factor" and "key performance indicator" that must be ranked high on both of the priorities. The very critical indicators appeared to be: defect percentage and first time capability (tie in $1^{st}$ place) and revenue, goal setting, customer satisfaction index, on-time delivery, brand image, return on investment, Claim Occurrence Ratio, and debt being ranked from $3^{rd}$ to $10^{th}$. It can be surmised that an organization can identify and develop an appropriate set of performance indicators through the Delphi methodology and implement and manage them based on the Balanced Scorecard.