• 한국IT서비스학회:학술대회논문집
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• 한국IT서비스학회 2005년도 춘계학술대회
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• pp.575-579
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• 2005

A Shared Services center (SSC) is created by removing common administrative functions from operational divisions within an organization, and centralizing the functions in a separate centre. SSC helps supporting organizations to focus on core activities and to achieve cost reduction as well as service quality enhancement. In contrast to many leading global companies which has been adopted SSCs from early 90's. A Company's HR SSC which has opened this year is the first genuine SSC practice in Korea. Centering on the case of A Company' s HR SSC implementation, we discussed on some practical implications for companies which has future plan to introduce a shared service center.

• 정보화정책
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• 제21권3호
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• pp.33-55
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• 2014

본 연구에서는 협업정부를 실현하는 방법의 하나로 행정공유서비스센터(Public Shared Service Center)를 우리나라 정부 및 공공부문에 도입하는 방안을 연구하고 있다. 이를 위해 우선 공유서비스 및 공유서비스센터(SSC)의 개념 및 기능에 대해 소개하였다. 이어서 일찍부터 정부 내 SSC를 도입해 운영하고 있는 미국과 영국의 사례를 연구하고, 그 정책적 시사점을 도출하였다. 도출된 시사점은 다음과 같다. 우선 종합적이고 장기적인 전략적 계획이 필요하다. 복수의 SSC 경쟁 체제로 시작하지만 중장기적으로는 다원거점으로 통합이 필요하다. 정부 내 SSC 도입의 기대효과에 대한 현실적인 눈높이 조정이 필요하다. 정부 내 SSC 도입과 함께 공직문화 혁신작업이 반드시 병행되어야 한다. 그리고 정부 내 SSC 실행의 기술적 기반에 대한 정교한 검토와 함께 단축경로 모색이 필요하다. 마지막으로 우리나라의 정부조직 및 행정 현실, 국가정보화의 기술적 기반특성 등을 고려한 단계별 PSSC 도입방안을 제안하였다. 즉 1단계로 안전행정부 내 한국형 PSSC를 시범 도입해 운영하고, 그 운영성과를 평가하면서 단계적으로 추진해야 한다. 시범 도입 시 인력 외의 관리요소를 집중 위탁하는 것에 중점을 두고 도입 효과를 극대화할 수 있도록 규모의 경제와 전문성의 강화효과를 가져올 수 있는 부분에 한정하는 것이 필요하다. 이어서 본격적 추진을 위해서는 창조정부조직실 및 전자정부국의 총괄기획 및 지원노력과 함께 이를 전담할 수 있는 정부 조직체계가 필요하다는 점을 제안하였다.

• 지식경영연구
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• 제9권1호
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• pp.97-116
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• 2008

The purpose of this study lies in examining how knowledge management was applied to PMI(Post Merger Integration) in bank merger. Individuals and organizations in Korea have experienced a lot of changes since the 1997 foreign exchange crisis. In such a situation, individuals came to think the only thing to rely on was personal knowledge. Since organizations had to lay off workers in order of their birth year, not based on whether or not individuals had the knowledge necessary for the organizations, they needed to have such a system that could use their explicit knowledge and even outside knowledge or customers' knowledge as IT developed by changing individuals' tacit knowledge into explicit knowledge as needed in order to continue to maintain their competitiveness and for their own development. Thus, each firm started to pitch for the introduction of knowledge management. Individuals started to store their own experience and knowledge in their homepages or blogs. It was Woori Bank, the merged bank of Hanil Bank and Commercial Bank of Korea, that introduced the knowledge management system and Shared Service Center, in which knowledge creation is available, for the first time in the banking business. Its previous name was Hanbit Bank. Hanbit Bank wanted to construct an advanced bank system, bringing in their chief information officer(CIO) from a foreign bank and introducing an IT software used in Spanish banks to adjust all banking processes to it. However, they could not help giving up the plan in the middle of the road since there was a great difference between Spain and Korea in the financial system and more than 30% of software package had to be changed. In this situation, PMI was delayed, and customer inconvenience continued, which made the integration of organizational cultures slow down. As a breakthrough in this situation, knowledge management was introduced. To integrate knowledge of two organizations in the process of PMI is an important job for all merger candidates. This study aims at presenting the successful results from using knowledge management as a means to PMI ahead of other financial institutions so they can apply them to their organizations. PMI was not achieved properly after the two banks had been merged as Hanbit, but entering the era of Woori Bank, workers were integrated under one standard organization following the organizational and knowledge integration, and knowledge management was introduced for an efficient sharing of knowledge among members. A great number of mergers have occurred up to now, but Woori Bank is the first case that used knowledge management as a means to both PMI and competitiveness enhancement. Probably it was an appropriate time when Woori Bank introduced knowledge management as it was organized. Since Hanil Bank and Commercial Bank of Korea had not introduced knowledge management until then, it could use knowledge management as a means to PMI. Using knowledge management, it could create a new organizational culture and increase competitiveness in the banking industry.