• Journal of Digital Convergence
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• v.9 no.4
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• pp.213-222
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• 2011

The purpose of this paper is to propose a smart work implementation strategy of Korean companies. Recently in Korea, the interest in smart work is growing and actively promoting but the introduction of private enterprise strategy is absent. However the smart work has been highlighted several issues. In this paper, among the issues, we studied the strategy for introducing smart work system with respect to the related research and literature on strategies and guidelines that may be introduced to the system. With reference to the actual introduction of the basic directions for the procedure proposed by the Korea Communications Commission, we try to review the operating guides and to propose smart work 2.0 implementation strategy, framework and some procedure.

• Knowledge Management Research
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• v.16 no.4
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• pp.133-155
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• 2015

Smart Work is an extended version of telecommuting or distance work pursuing an objective of work-life balance which is one of the hottest issues in management research. With diffusion of Smart Work, a problem has been raised that Smart Work makes the boundary between work and non-work blur, and may break the balance of work-life. However, work-life balance will be achieved by actively managing the boundary between work and non-work rather than passively taking the consequences. In order to find out whether Smart work improves work-life balance, we need to understand the precedence factors influencing on job satisfaction and the role of boundary management strategy which Smart Workers actively choose. This paper considered the bi-directional permeability between work and non-work domain and developed a research model containing a causal relationship among three factors, job autonomy, job involvement, and job satisfaction, and the moderation effect of boundary management strategy. The results show that both job autonomy and job involvement affect job satisfaction and boundary management strategy which Smart Workers utilize plays a moderating role influencing on job satisfaction.

• Journal of Information Technology Applications and Management
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• v.25 no.3
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• pp.55-66
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• 2018

Early smart-work of company K was a technology-led way of applying ICT such as smart phones and mobile devices to business. After company K perceived the limitations of ICT-driven smart work, it propelled the work-smart, doing a work smart toward the way that human beings become central and a creative organizational culture is engendered. Company K propelled work-smart strategy in eight categories: simplification of data requirements, establishment efficient meeting culture, streamlining reporting and approval process, simplified document creation, overtime decrease, spreading flexible work system, settlement of healing leave, creating work-smart place. Company K set up an organizational culture secretariat dedicated to work-smart promotion and selected task priorities in consideration of urgency and effectiveness. Owing to such efforts, the company K's work-smart index rose sharply to 72 points this year from 56 points in the previous year. At the organizational culture survey, employees responded that organizational culture improved in all area. For a better future, company K analyzed its work-smart outcomes and planned progressively to improve its work-smart efforts based on employees opinions. This case study will serve as a guideline, for companies to make efforts to going forward to today work-smart beyond yesterday smart-work.

• Journal of the Korea Convergence Society
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• v.12 no.3
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• pp.261-272
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• 2021

With diffusion of Smart Work, a problem has been raised that Smart Work makes the boundary between work and nonwork blur, and may cause technostress. In order to find out whether Smart work copes with techno-invasion stress in work domain, we need to understand the precedence factors influencing on job satisfaction and the role of boundary management strategy which Smart Workers actively choose. This paper developed a research model containing a causal relationship among four factors, nonwork-to-work interference, job autonomy, job commitment, and job satisfaction, and the moderation effect of boundary management strategy. The findings show that overall hypotheses were accepted based on the pooled data, but three hypotheses test on job satisfaction by boundary management strategy type differed. These results suggest that in accordance with the boundary management strategy of Smart Work users, different change management need to be prepared.

• Information Systems Review
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• v.14 no.2
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• pp.65-92
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• 2012

Smart work, which is defined as work performed at home, satellite offices or with the smart devices to continually collaborate with the co-workers in anytime, anywhere using IT, is attracting much attention as an alternative work way to cope with the demographical changes of the low fertility and aging. Whereas some implementation cases of smart work have been considered as the success, the other cases have been reported as the failure to implement smart work practices. Nevertheless, there are few researches to identify the reasons of successful ways to adopting smart work. This study integrated the IT-based changes with the smart work practices to identify the critical success factors of smart work in individual, organization and industry levels. As the results, we found out the expected values of introduction, core elements of implementation, and industry characteristics to efficient adoption for smart work. Also, this study compared these evidences with the incumbent smart work policies. The contributions of this study is to develop the guideline to adopting smart work, the smart work implementation strategy and the improvement on the business process.

• Journal of Information Technology Applications and Management
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• v.20 no.4
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• pp.249-261
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• 2013

Through smart work using by smart technologies, many organizations wish to change traditional working styles. Lots of organizations, however, wish to do work with smartness through adoption of smart work technologies, those are not sure whether smart work will be successful or not till now. Viewpoints of members concerning efficiency and effectiveness from smart work who operate the organizations may be different. Therefore, hopefully, this research tried to investigate whether differences among members of organizations by empirical and exploratory approach. Totally, 118 questionnaires had been collected and performed test of mean difference between groups. As a result, some items such as working place, working methods, flexible time and tension of smartwork showed significant differences among groups and non-leader and leader groups. And, furthermore, from this research I believe that we can have a few insights for successful smart working environment in organizations. For successful smart work, organizations have to try to overcome or minimize differences among members of organization.

• International Journal of Internet, Broadcasting and Communication
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• v.13 no.1
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• pp.20-25
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• 2021

In the background of the rapid development of the IoT, smart home work is becoming more and more important to each science and technology company. Smart home provides a safe, comfortable, high-quality, high-performance smart home living space compared to general homes, and at the same time It is responding to the low-carbon, eco-friendly global trend. Growth drivers driving the smart home market are increasing the number of Internet users, increasing disposable income in developing countries, increasing the importance of remote home monitoring, and increasing the need for energy saving and low carbon. In 2013-2014, Xiaomi launched a series of smart routers and smart home hardware devices. In 2015, it announced the latest product of the Xiaomi Ecological Chain, the "Smart Home Package," and in 2016 launched the MIJIA brand to invest in various smart product companies. In 2017, Xiaomi announced a plan to build an open smart hardware MIOT platform. We investigated the management strategy of Xiaomi home smart service based on IOT. The management strategy was divided into cost lead strategy, differentiation strategy of Xiaomi home service, and AIOT strategy of Xiaomi smart home.

• Journal of Information Technology Applications and Management
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• v.21 no.1
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• pp.151-163
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• 2014

This paper explores the causal relationship between acceptance attitudes and expected effects of smart work. With the rapid development of smart technologies, lots of organizations try to innovate in the conventional working styles for maximizing organizational effectiveness and efficiency. Although many organizations wish to foster smart working environment, they don't have confidence in detailed action plans and effects from it. Therefore, this study that explores the causal relationship between acceptance attitudes and effects may have crucial meaning to organizations pursuing smart work. In this research empirically conducted by questionnaire survey, the acceptance attitudes as predictors and the expected effects of smart work as influenced variables were used. This research analyzed 118 collected data and multiple regression analysis. As a result of analysis, teleworking shows the positive relations to all of dependent variables. And others have a positive or negative influence on effects of smart work. Results of this study may give implications to organizations that want to implement smart work environment.

• Journal of Information Technology Applications and Management
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• v.20 no.4
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• pp.165-189
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• 2013

The advance of the smart working environment came the expectation that it would innovate and revolutionize the way people work, particularly in a society where smart work is readily available for creating a collaborative and 'connected' business. One of the core infrastructure elements for making smart work a viable option is the smart work center, the promotion of which requires a new form of 'smart work center business model' that can satisfy the purposes of both public services and private businesses. This calls for collaboration between the public and private sectors. Recently a number of businesses have been making significant headway in the creation of a new environment for business support and collaboration by adopting a sharing economy business model in their offices. The so-called 'Coworking Space' is an advanced form of business environment in the emerging 'smart work' era, and comes with the benefits of reduced costs as a result of sharing office space and knowledge sharing through the use of human networks. This paper describes the framework of a 'smart work center business model based on the sharing economy' using a BMC (Business Model Canvas), with an understanding of the characteristics inherent to the smart work center and the sharing economy. It was on the basis of this framework that a smart work center model for business incubation and startup, a private smart work center model for childcare services, and a community marketplace model with a global network were developed.

• Journal of Information Technology Applications and Management
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• v.20 no.4
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• pp.151-164
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• 2013

According to the development of smart technologies such as smart phones, tablet PC, and SNS communication, the necessity of smart work that can change the working environments in organizations has been emphasized. However, while there are many organizations that wish to adopt smart technologies, there are those that have been skeptical until now about its potential success. Leaders may especially have different viewpoints concerning the efficacy and effectiveness of smart work depending on the industries, characteristics of the work, etc. Therefore, this research looks to investigate whether there may be differences between leaders (manager, project manager, supervisor, etc.) and non-leaders (team member, staff, etc.) group in accepting smart working through empirical and exploratory approaches.