• Asia pacific journal of information systems
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• v.2 no.2
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• pp.31-54
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• 1992

Generating an action plan and obtaining commitment to achieve it is desired in organizations, but not always achieved. Whatever the reason, there is a room for an improved approach to decision making, so that people can arrive at a common understanding of a problem and commitment to action. Those are the purposes of a Decision Conferencing(DC). A DC, one example of single workstation-based GDSSs, is a two-day session attended by a group of people who attempt to resolve important issues of concern to their organization with the help of group facilitation techniques and decision analytic computer modelling. The interchange of differing perspectives on the issues is encouraged by the facilitator who attends to group processes but does not contribute to the content of discussions. Decision analysis provides a variety of structures for modelling the differing perspectives. Information and value judgements are incorporated in these models, whose results usually reveal new, higher-level perspectives on the issues. Information technology is needed to combine the part of the model and to facilitate on-the-spot replay of results. The experimental case study in this paper shows that how a DC can help a Korea's trading company to develop new, corporate level resource allocation strategies which are based on improved consensus among competing participants.

• Proceedings of the Korean Institute of Navigation and Port Research Conference
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• 2006.10a
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• pp.240-257
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• 2006

In an effort to gain competitiveness, recently many companies are trying to outsource their logistics activities to the logistics specialists, while concentrating on their core and strategic business area. Because of this trend, the third party logistics comes to the fore, catching people's attention, and expanding its market rapidly. Under these circumstances, the third party logistics companies are making every effort to improve their logistics services and to develop an information system in order to enhance their competitiveness. In particular, among these efforts one of the critical parts is the decision support system for effective transportation network planning. To this end, this study has developed an efficient decision support system for an optimal transportation network planning by comprehensively considering the transportation mode, routing, assignment, and schedule. As a result of this study, the new system enables the expansion of the third party logistics companies' services including the multimodal transportation, not to mention one mode of transportation, and also gets them ready to plan an international transportation network.

• Journal of Environmental Impact Assessment
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• v.12 no.3
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• pp.171-188
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• 2003

Environmental Impact Assessment(ElA) in Korea has been used to improve environmental conservation and decision-making since environmental impact statement(EIS) was introduced in 1981 with the promulgation of the Environmental Preservation Act in 1977. which replaoed the Pollution Control Act legislated in 1%3. Together with a rapid growth of environmental perception as well as the diversification of development activities, however, it has recently bring about a strong demand for a new assessment process related to the strategic level of policies, plan, programs. In order to overcome such a limit in ElA system, Prior Environmental Review System(PERS) was introduced for assessment of administrative plans mainly concerned with development projects in 1993. In 1999. the regulations for PERS have been established by an amendment of the Basic Environmental Policy Act.Therefore the foundation of EIA system to integrate environmental concerns in planning processes and project works has been refonned. However the results of the execution of PERS were somewhat insuffident due to the institutional and technical matters. As the world's attention turns to sustainability and the considerations of cumulative effects, the concept of strategic envirorunental assessment(SEA) has taken on more significance and urgency and increasing number of countries and international organizations now undertake some form of SEA. The term SEA, however, is variously defined and understood, generally it means a formal process of systematic analysis of the envirorunental effects of development policies, plans, programmes and other proposed strategic actions. This process extends the aims and principles of EIA upstream in the decision-making process, beyond the project level and when major alternatives are still open. In this paper, we are discussing the significance of SEA and its relevance to EIA and the international trends and institutionalization of SEA. In conclusion we are discussing the comprehensive developing plan for SEA in Korea, then proposing a plan to make institutional arrangements for its application.

• Architectural research
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• v.13 no.3
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• pp.49-56
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• 2011

Competitive bidding in construction is concerned with contractors making strategic decisions in respect of determination of bid price if contractors opt to bid. This study presents a strategy model for deciding optimum tender price with reflecting appropriate profit in competitive bidding using Bayesian regression analysis (BRA). The purpose of the developed model is to help contractors to secure suitable profitability by predicting the actual profit based on key variables. They may affect construction cost at bidding phase, ultimately which help contractors to secure high quality output. The model was tested empirically by application to a bidding dataset collected from a large South Korea contractor. BRA allows contractors to estimate more accurate actual profit by reflecting not only objective information but also subjective experiences and judgments. Consequently, the model can contribute to improvement of decision-making process for setting an optimum tender price.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.19 no.2
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• pp.159-179
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• 2024

Based on the case of collaboration between large companies and startups, this study suggests the importance of establishing mutual cooperation and trust relationships for the success of open innovation strategy from the perspective of cooperative game theory. It also provides implications for how this can be implemented. Due to information asymmetry and differences in organizational culture and decision-making structures between large companies and startups, collaboration is likely to proceed in the form of non-cooperative games among players in general open innovation, leading to the paradox of open innovation, which lowers the degree of innovation. Accordingly, this study conducted a case study on collaboration between large company 'G' and startup 'S' based on the research question "How did we successfully promote open innovation through cooperative game-type collaboration?" The study found that successful open innovation requires (1) setting clear collaboration goals to solve the organizational problem between large companies and startups, (2) supporting human resources for qualitative growth of startups to solve reliability problems, (3) leading to strategic investment and joint promotion of new projects to solve the profit distribution problem. This study is significant in that it contributes to expanding the discussion of the success factors of open innovation to the importance of interaction and strategic judgment considering the organizational culture and decision-making structure among players, and empirically confirming the success conditions of open innovation from the perspective of cooperative game theory.

• Asia pacific journal of information systems
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• v.17 no.3
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• pp.131-146
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• 2007

Recently, the role of IT service providers has been enlarged from managing a single function or system to reconstructing entire information management processes in new ways to contribute to shareholder value across the enterprise. This movement toward extensive and complex outsourcing agreements has been driven by the assumption that outsourcing information technology functions is a reliable approach to maximizing resource productivity. Hiring external IT service providers to manage part or all of its information-related services helps a firm focus on its core business and provides better services to its clients, thus obtaining sustainable competitive advantage. This practice of focusing on the strategic aspect of outsourcing is referred to as strategic sourcing where the focus is capability sourcing, not procurement. Given the importance of the strategic outsourcing, however, to our knowledge, there is little empirical research on the relationship between the strategic outsourcing orientation and outsourcing performance. Moreover, there is little research on the factor that makes the strategic outsourcing effective. This study is designed to investigate the relationship between strategic IT outsourcing orientation and IT outsourcing performance and the process through which strategic IT outsourcing orientation influences outsourcing performance, Based on the framework of strategic orientation-performance and core competence based management, this study first identifies core competency orientation as a proper strategic orientation pertinent to IT outsourcing and IT outsourcing process management capability as the mediator to affect IT outsourcing performance. The proposed research model is then tested with a sample of 200 firms. The findings of this study may contribute to the literature in two ways. First, it draws on the strategic orientation - performance framework in developing its research model so that it can provide a new perspective to the well studied phenomena. This perspective allows practitioners and researchers to look at outsourcing from an angle that emphasizes the strategic decision making to outsource its IT functions. Second, by separating the concept of strategic orientation and outsourcing process management capability, this study provides practices with insight into how the strategic orientation can work effectively to achieve an expected result. In addition, the current study provides a basis for future studies that examine the factors affecting IT outsourcing performance with more controllable factors such as IT outsourcing process management capability rather than external hard-to-control factors including trust and relationship management. This study investigates the major factors that determine IT outsourcing success. Based on strategic orientation and core competency theories, we develop the proposed research model to investigate the relationship between core competency orientation and IT outsourcing performance and the mediating role of IT outsourcing process management capability on IT outsourcing performance. The model consists of two independent variables (core-competency-orientation and IT outsourcing process management capability), and two dependent variables (outsourced task complexity and IT outsourcing performance). Comprehensive data collection was conducted through an outsourcing association. The survey data were analyzed using a structural analysis method. IT outsourcing process management capability was found to mediate the effect of core competency orientation on both outsourced task complexity and IT outsourcing performance. Further analysis and findings are discussed.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.27
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• pp.183-213
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• 2005

This study is achieving overseas investment to be kept and manages important position in business scope because Korean Company achieves business in major market in world and goes forward. under proposition that development(foreign direct investment) previous engagement can not but differ with advanced nation enterprise's model in over sea direct investment achievement. Grasp ramification(pattern change substance) of overseas direct investment since the 1990 to korean manufacture Firm(enterprise). Seek political consultation by analyzing change of factor and investment decision factor by year in dimension by industry investment winter season by year affecting in oversea direct investment and was attained in purpose to verify existent theory's explanation power connected with investment previous engagement. This is that can develop and procure competitive advantage of enterprise peculiarity by making overseas direct investment adversely with existent theory that can make foreign country direct investment though there is high position of enterprise characteristic's competitive advantage and move of knowledge and information is important in korean firm's overseas direct investment in globalization roadbed in at least own field through change and renovation establish experiment model under proposition that should grope more active previous engagement than advanced nation enterprise and arranged subject of study if it is korean's firm that wish to become universal guidance enterprise. and examine trend of direct investment and actual conditions invested first in the foreign countries as examples by investment department, by investment industry inside of investment scale etc..., establish korean firm's invest area selection and decision and investment very important person and effect analysis Circumstance-model that is based in strategic adaptedness by year. Circumstance-variable have influenced how in overseas direct investment and decision and what variable will be considered first in over sea direct investment did Empirical analysis in here after

• Journal of Distribution Science
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• v.11 no.10
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• pp.37-45
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• 2013

Purpose - Appropriate response to the fast changing economic environment determines SMEs' competiveness in the era of globalization and open market and, therefore, government policies to strengthen SME's competitiveness will be very important in the future. It is time to investigate the element of strategic orientation that is necessary for strengthening the competitiveness of SMEs, and its effect on the success of a business start-up. This study analyzes the network orientation in addition to existing strategic orientation, and focuses on price and quality management capability as mediators for strategic orientation and outcomes of business start-ups. Research design/data/methodology - The orientations of technology-based business founders were classified into market, technology, network, and entrepreneurial orientation. We then investigated the effect of these orientations on product price and quality management capability, as well as the influence of price and quality management capability on the outcome of a business start-up. This study is based on the nation-wide survey of the founders and members of technology-based business establishments. The survey was administered to 300 selected companies via email for a period of one month, at the end of which 175 companies replied with valid answers. Further, for effective and objective research, we used SPSS 14.0 and Amos 7.0 for structural equation modeling assumptions and hypothesis verification. Results - Except for entrepreneurial orientation, the other three orientations, namely, technology, market, and network orientations, affect the price management capability according to our results. The price management capability relates significantly with the sales and customer satisfaction. Especially, technology orientation is the core competency of start-ups that affects price and quality management capabilities. However, technology and entrepreneurial orientation do not influence the outcome of business start-ups, but affect their quality management capabilities. Conclusions - This study confirms that the strategic orientation affects product price as well as quality management capabilities, to introduce new products and achieve successful outcomes. In conclusion, new business founders face the dilemma of trade-off between price and quality in the planning stage of new product development. In particular, price management capability directly affects the outcome. Therefore, price management is more important for a successful start-up than quality management. Especially, during the initial stages of starting up a new business, price management capability entails following the market-leading company, or price penetration strategy. In this stage, price management is dependent on the information from outside rather than on the founder's decision, and it directly affects sales performance and customer satisfaction. In contrast, quality management capability is directly related to the technology capability and market experience of founders. In this case, subjective and proactive decision making is required for differentiation and development of demand in the niche market, which does not directly influence the sales performance and customer satisfaction.

• Management Science and Financial Engineering
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• v.8 no.1
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• pp.21-38
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• 2002

Rapid advances in information technology(IT) and telecommunication systems impact the number and quality of decision-making in organizations. Specifically, middle mangers must posses or develop the creativity necessary for survival in a constantly changing and volatile business environment. While tradition and conventional wisdom tell us that a middle managers role centers on control and monitoring, todays competitive arena has spun out a new managerial requirement developing and maintaining an innovative attitude. Problematically, most previous research has focused on the issue of changing decision authority (i. e. centralization/decentralization). Moreover, much previous research has also largely ignored environmental changes exposing new roles that middle managers have assumed. This study explores the means of identifying middle managerial roles, managerial possibilities involving the growing popularity of open systems through electronic brainstorming, and an adaptation and development of Diffusion Theory and attempt to counter criticism leveled at the theory's inability to provide an adequate explanation for diffusion of complex organizational technology. This paper develops three ideas: 1) Introducing the 'Chasing Curve' as a theoretical background. 2) Suggesting a new methodology using electronic brainstorming for analyzing the gap between Knowing (the perceived importance of middle managers' roles) and Doing (the degree of current status of middle managers' roles), which we term the 'Spiral Gap Analysis Model'. 3) Identifying a feedback system for minimizing the Knowing - Doing gap, aimed at development of IT strategic priority decision support, which we call this the 'Star Process'.

• The Korean Journal of Food & Health Convergence
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• v.8 no.6
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• pp.19-29
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• 2022

Business intelligence (BI) is a process for turning data into insights that inform an organization's strategic and tactical decisions. BI aims to give decision-makers the information they need to make better decisions Patient safety analysis, illness surveillance, and fraud identification are just a few healthcare decision-making processes that can be supported by data mining. Thus, the purpose of the current research is to outline the need if BI as an essential factor in the healthcare sector by reviewing various scholarly materials and the findings. The present author conducted one of the most famous qualitative literature approach which has been called as PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analysis) statement. The selecting criteria for eligible prior studies were estimated by whether studies are suitable for the current research, identifying they are peer-reviewed and issued by notable publishers between 2017 and 2022. According to the result based on the PRISMA analysis, BI plays a vital role in the healthcare sector and there are four business intelligence factors (Data, Analytic, Reporting, and Visualization) that will ensure that the healthcare sector provides the right healthcare services to the customers to be addressed in this section include; data, analytics, reporting, and visualization.