• 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.

• Journal of Environmental Impact Assessment
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• v.16 no.2
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• pp.107-120
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• 2007

The introduction of strategic environmental assessment (SEA) has strengthened and extended the value of environmental impact assessment (EIA) as a foundational tool for sustainable development. In particular, SEA helps to overcome the limitation of project EIA as a 'stand alone' approach, applied relatively late in the decision making cycle. SEA is applied to policy, plan and programme (3P) proposals, when major alternatives are open and systematic consideration can be given to their environmental effects. This process also corresponds to options appraisal of development proposal to find the best practical outcome having regard to all potential impacts. There are imperatives for sustainable development (SD) that are shaping future directions for EIA and SEA internationally, regionally and locally. There is a shift toward more integrative approaches of using EIA and SEA as sustainability tools in cooperated environmental management system (EMS). Korea has established and applied EIA for over twenty years for various projects. Given its coverage, the current EIA system is SEA exclusive. The Prior Environmental Review System (PERS), which is a SEA-type of system, was applied in the late 1990s, mainly for various developing planning programs. The current PERS has been modified as a SEA type system, but in general, policy is not going to be covered.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.9
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• pp.3196-3203
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• 2010

The regional strategic industry support has been increasingly developed due to the change of environmental and political conditions for the last 10 years. As the paradigm changed from the central government-sponsored system to regional government-sponsored system, the policy has been diversified into various support systems such as regional strategic industry, specialized industry, supporting technology, supporting business, etc. It is crucial to establish the overall development plans and project strategies for the regional industry in terms of effectiveness and efficiency which will generate an integrated strategic frame to adjust overlapped supporting policies and offer a consumer-oriented service. Not only does the study focus on performance-based outcome regarding to a regional business (supporting policy) portfolio, but it also analyzes and proves an empirical decision-making model to draw out the priority and relative importance according to the regional strategic industry and support cases by analyzing the case of Chungnam area's strategic industry support in 2009. Following a priority list of 20 support cases selected from this research model by the Analytic Hierarchy Process (AHP), the result shows that the diverse support plans are needed according to the different strategic industries or the size of enterprise due to the fact that priority of project type varies upon the characteristics of strategic industry. Thus, the support project needs to generate various strategic industries and develop differentiated support policy to consolidate competitiveness of regional enterprises and revitalize the regional economy.

• Korean System Dynamics Review
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• v.13 no.1
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• pp.133-157
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• 2012

This paper aims to propose the strategy making in social enterprise for ensuring organizational sustainability and governance of social enterprise from systems thinking's perspective. Based on previous reviews on organizational sustainability and theories of governance currently advocated in the social enterprise literature, we use 'Holon Dynamics' approach, which is a synthesis of System Dynamics and Soft Systems Methodology (SSM), offers the problem-solving method for dealing with social contexts and "ill-defined" situations. To do so, a researcher carried out the interpretive action research using 'Holon Dynamics' approach from September, 2009 to August, 2010. The outcomes of research are summarized as follows. Firstly, systems methodologies are useful to offer a strategic choice that makes to achieve an organizational sustainability in the case of Korean social enterprise; 'the Rediscovery of Korea'. Secondly, systems thinking offers an alternative concept of system, which is known as an 'appreciative system' that is evolved from the mental constructs amongst participants in given situations. Lastly, the paper delineates the usefulness of systems thinking and the process of inquiry, which deal with social contexts (including cultural and political factors), are contributed to making the necessary conditions for organizational legitimacy and the appropriate strategic choice for social enterprise within combined functioning of the two roles of social and commercial activities from systemic perspectives.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.8
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• pp.409-419
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• 2021

The study examines the effects of digital accounting on financial reporting quality, accounting information usefulness, and strategic decision effectiveness of listed firms in Thailand through digital transformation as the moderating variable. A total of 313 listed firms in Thailand were selected as the sample for the study. Structural equation model and multiple regression analysis are applied to test the research relationships. The results of the study show that digital accounting has a significant effect on financial reporting quality, accounting information usefulness, and strategic decision effectiveness. Financial reporting quality significantly affects both accounting information usefulness and strategic decision effectiveness while accounting information usefulness has a significant effect on strategic decision effectiveness. Both financial reporting quality and accounting information usefulness mediate the digital accounting-strategic decision effectiveness relationship. In addition, digital transformation moderates the digital accounting-financial reporting quality relationship and the digital accounting-accounting information usefulness relationship, but it does not moderate other relationships. Accordingly, digital accounting plays a significant role in determining and explaining firms' goal achievement. Executives are suggested to learn, invest and utilize the digital accounting system in the organization to ensure goal achievement and enhance organizational sustainability.

• Journal of the Korea Society of Computer and Information
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• v.14 no.12
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• pp.33-40
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• 2009

We study Interpreted Systems, ATL, and ATEL to capture the notion of time, knowledge, and strategy which are important in the analysis of multi-agent systems and propose strategic constraints based on subgame perfect Nash equilibrium of game theory as one of the solutions for the issues of ATEL which an agent can access the current state of the whole system when making up his strategy even when he should be uncertain about the state, and no explicit representation of actions in ATEL models makes some natural situations harder to model. Also, we present strategic constraints-based Interpreted Systems for model checking of multi-agent systems.

• KSCE Journal of Civil and Environmental Engineering Research
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• v.32 no.6D
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• pp.533-538
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• 2012

The purpose of weighting traffic management strategies is to reach strategic goal through intended and balanced implementations. The AHP is commonly used technique to derive perspective and strategic goals, and to give priorities to them in a organization. In this study, perspective and strategic goals are derived through surveys and interviews with staffs of a traffic management agency. And then, priority of perspective and strategic goals is performed through the AHP. In this study, three things were identified. Firstly, it was found weighting perspectives such as values for customers, future, activity, and performances were in sequence performed. The value for customers were ranked the first. Secondly, it was found increasing of customer- centric thinking and values of eco- friendly system are the highest weighting in strategic goal. Third, it was found increasing of customer-centric thinking is the most important in headquarters and regional headquarter. But, Values of eco-friendly system is ranked as the most important in opinion of branch office's staffs. It was also identified that depending on the working places, such as headquater and branch offices, the response differs.

• Journal of Biosystems Engineering
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• v.36 no.6
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• pp.491-499
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• 2011

The objective of this study was to develop the export strategic core technologies for IT fusion next generation agricultural machines by the analysis of comprehensive and cooperative systems of industries, universities, and institutes. In order to achieve the objective of this study, an expert panel was formed and operated. The first survey was conducted by the Delphi method. For this the export strategic core technologies were surveyed and analyzed using the questionnaire. Based on the results of the first survey, the second survey was conducted. The questionnaire used for the second survey was designed by results of the first survey. The results of the second survey was analyzed by AHP method. The third survey was conducted based on the second one, and the final results were analyzed and the export strategic core technologies were developed through the expert meeting. The study results showed six export strategic core technologies as the followings : 1) environment-friendly engine technology for high performance 2) high performance/high efficiency power transmission system technology 3) development of measurement system technology for safety of agricultural products 4) field application of sensor networks 5) large size combine development technology for high performance 6) quality evaluation technology for agricultural products.

• Information Systems Review
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• v.9 no.1
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• pp.215-231
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• 2007

The Balanced Scorecard is known as an integrated performance management framework that helps enterprise to translate strategic objectives into relevant performance measurement within an organization. In recent years, the importance of framework development, implementation and deployment of Balanced Scorecard and Strategic Enterprise Management system have realized its value in public sectors performance management systems. However, the public domains can be characterized as non-profit organizations involving diverse stakeholders which may provoke obstacles to proper implementation. This paper offers an insight into strategic performance management systems design and implementation in Ministry of Information and Communication in Korea. The paper evaluated a number of key guidelines to understand the complexity of strategic performance management design and implementation to be successful in delivering strategic goals in public sector.

• Journal of Environmental Impact Assessment
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• v.14 no.4
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• pp.179-193
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• 2005

As the world's attention turns to sustainability and the considerations of cumulative effects, the concept of Strategic Environmental Assessment(SEA) has become more significant and urgent and increasing number of countries and international organizations now undertake some forms of SEA. The term SEA, however, is variously defined and understood; generally it means a formal process of systematic analysis of the environmental effects on 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 in which major alternatives are still open. There is a shift toward more integrative approaches and greater use of Environmental Impact Assessment (EIA) and Strategic Environmental Assessment (SEA) as sustainability tools in cooperation with Environmental Management System (EMS). Currently, Korea has EIA system and Prior Environmental Review System (PERS) which is different type of SEA as Environment Assessment (EA) system. APEMI IA MODEL integrated following three pillar(refer to attached figure.1) ; First pillar symbolized decision making cycle with planning process. Second pillar symbolized integrated assessment which tying SEA and EIA with specific impacts assessment(eg: social impact assessment, economic impact assessment, health impact assessment etc) in cooperation with EMS. Third pillar symbolized EA best practical procedure of International Association for Impact Assessment(IAIA). Considering the above, we applied new conceptual model(APEMI IA MODEL) into Impact Assessment for better integrated decision-making in KOREA as an alternative IA system(IS IA MODEL A and B refer to attached figure 4, 5).