• 한국항해항만학회지
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• 제34권7호
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• pp.595-601
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• 2010

This paper aims to diagnose the strategy execution ability and to provide corresponding measures for Korean oceanic shipping companies. The analysis method is the t-test between importance awareness and Corresponding ability for strategy execution diagnosis index(XPP). According to the diagnosed results, the strategy development is unsatisfactory because the strategy implemented does not adhere to concurrent environmental change. Moreover, the execution of the strategy is also unsatisfactory. Therefore, an evaluation shows that there is a need for a SWOT analysis using BSC, an organization structure to strengthen the strategy execution ability and the support from the market condition analysis prediction center.

• International Journal of Quality Innovation
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• 제7권2호
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• pp.157-172
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• 2006

Due to the advancement of technology and rapidly changing environment of the market, the life cycle of high-tech products is becoming shorter. The enterprise must constantly innovate and select correct development strategy of new product in order to respond to customers' demands for upgrading operational performance of industry. Development of new product is the critical activity for enterprise's survival and growth. This research focuses on the effects of Taiwan high-tech companies' introduction of innovative activity and development strategy of new product on development performance of new product for analysis and exploration. The result findings reveal that: (1) High execution degree of innovative activity has positive effect on the implementation of development strategy of new product; (2) The companies with better implementation of development strategy of new product reveal better development performance; (3) The companies with higher degree of execution of innovative activity and better execution of development strategy of new product reveal better development performance of new product.

• 품질경영학회지
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• 제42권3호
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• pp.425-444
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• 2014

Purpose: This study aims to overcome the problem of private education market environment which is polarized into commercialized large private education institutions and small and medium sized private education institutions in a poor business environment, and develop systematic performance measurement model applicable for small and medium sized private education institutions. Methods: To develop the BSC which measures financial and non-financial indicator in a balanced manner and introduce the BSC into private education institutions that contain conflicting goals "EDUCATION" and "PROFIT". In particular, Utilizing the methodology of AHP, the priority of strategies and execution assignments are derived. Results: BSC model was developed and introduced by cooperating with executives of the private education institution. Moreover, the study permits to achieve the strategy, enterprise-wide vision and mission by deriving strategy map and applying it to the private education institution. To measure the performance of BSC model instruction, KPI corresponding to the strategic objectives of each perspective was derived. Conclusion: BSC model generally introduces to large-sized companies and public institutions. In this study, BSC model is developed by focusing on small and medium sized private institution. Furthermore, this study is more than simple model development, it makes a connection with achievement of strategic objectives, enterprise-wide vision and mission through strategy map and strategy execution method. Through the developed BSC model and strategy execution method, utilization plan in practice and customized model for private education institutions coexisting profit and non-profit objectives were developed, and academic implications were presented.

• 시스템엔지니어링학술지
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• 제13권1호
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• pp.73-78
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• 2017

Space development program is a large and complex system consisting of a multi-disciplinary high-end technologies and it is important to implement a program management system connected with systems engineering as well as to develop critical technologies. Major organizations in space fields carry out effective budget execution management and operation according to the strategy and objective of space development using information systems. Korea Space Launch Vehicle II(KSLV-II) has adopted a cost management plan using a system engineering to complete the program within the assigned schedule and budget. This paper introduces the budget execution management system applied to KSLV-II budget management and the budget execution dashboard system for supporting program decision making.

• 한국IT서비스학회지
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• 제5권2호
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• pp.107-123
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• 2006

The objectives of this study is to develop a strategy for the adoption of BPM(Business Process Management) standards and an implementation guideline of the BPM standard for BPM solution developers focusing on BPEL(Business Process Execution Language) which is regarded as the most important BPM standard. In the heterogeneous and distributed IT environments, every type of enterprise software requires standards to enhance interoperability. BPMS(Business Process Management System), which is a type of enterprise software requires BPM standards such as BPEL(Business Process Execution Language), BPMN(Business Process Modeling and Notation), BPQL(Business Process Query Language) and so on to achieve multi-system interoperability and component interoperability with their BPM solutions. It is quite helpful to provide the adoption strategy concerning BPM standards for each type of BPM solution vendors who need the BPM standards. Since the BPEL is conceived as the most important BPM standard and widely adopted by many BPM vendors, we have proposed a reference architecture for BPEL implementation and also developed the detail implementation guideline of core components of the BPM system supporting the BPEL standard. Using the strategy and implementation guideline proposed in this work, BPM solution vendors can establish their own standard adoption strategy and they can also develop their BPM solutions supporting the BPM standards more efficiently.

• 한국전자거래학회지
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• 제12권2호
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• pp.249-267
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• 2007

BPM(Business Process Management)에 대한 관심이 커지면서 BPM 시스템의 상호운용성을 확보하기 위해 프로세스 모형화, 실행과 운영, 모니터링과 통제 측면에서 여러 표준들이 등장하고 있다. 본 연구의 목표는 BPM 표준의 도입전략을 제시하고, BPM 표준 도입기업이 활용할 수 있는 세부적인 BPM 표준 적용 가이드라인을 개발하는 것이다. 프로세스 모형화 측면의 BPMN(Business Process Modeling Notation), 프로세스 실행과 운영 측면에서의 BPEL(Business Process Execution Language), 모니터링과 통제에 초점이 맞춰진 BPQL(Business Process Query Language) 등의 BPM 표준 도입 전략을 제시하고 각 표준들의 활용 가이드라인을 개발하였다. 본 연구에서 제시한 표준 도입 전략과 활용 가이드라인을 활용하여 기업들은 BPM 표준을 자사의 솔루션에 적용하는 과정에서의 시행착오를 줄임으로써 보다 효율적인 개발이 가능할 것으로 기대된다.

• 한국컴퓨터정보학회논문지
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• 제22권4호
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• pp.17-24
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• 2017

In this paper, we propose an efficient dynamic workload balancing strategy which improves the performance of high-performance computing system. The key idea of this dynamic workload balancing strategy is to minimize execution time of each job and to maximize the system throughput by effectively using system resource such as CPU, memory. Also, this strategy dynamically allocates job by considering demanded memory size of executing job and workload status of each node. If an overload node occurs due to allocated job, the proposed scheme migrates job, executing in overload nodes, to another free nodes and reduces the waiting time and execution time of job by balancing workload of each node. Through simulation, we show that the proposed dynamic workload balancing strategy based on CPU, memory improves the performance of high-performance computing system compared to previous strategies.

• 문화기술의 융합
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• 제9권1호
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• pp.299-311
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• 2023

본 연구는 전문대학생들을 위한 학습전략 프로그램의 개발과정과 그 효과성을 검증하기 위한 것이다. 전문대학생들을 위한 학습전략 프로그램의 필요성과 타당성은 선행연구를 통해 확인하고 검토되었으며, 프로그램 개발과정을 프로그램 계획, 프로그램 개발, 프로그램 실행, 프로그램 평가의 4단계로 구분하여 프로그램 개발 관리로 통합하었다. 1단계 프로그램 계획단계에서는 개발방향 설정, 목적과 목표를 설정하였다. 2단계 프로그램 개발 단계에서는 선행연구 분석, 내용 선정, 프로그램 조직, 평가계획을 하였다. 3단계 실행단계에서는 프로그램을 실행하였고, 4단계 평가단계에서는 프로그램 평가를 실시하여 프로그램을 개발하였다. 프로그램의 효과를 검증하기 위하여 전문대학생용 학습전략 진단 척도로 검사를 실시하여 자료를 수집하였고, 사전·사후·추후검사 점수에 대하여 효과 검증을 실시하였다.

• 한국항해항만학회지
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• 제33권4호
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• pp.263-270
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• 2009

Busan North port is facing crisis due to the opening of the New port. The North Port and NewPort are competing for a limited volume of cargoes and this competition is leading after all to price competition, lowering cargo work fee that may result in the failure of both This paper proposed the balanced development plans, which are the strategies of business tie-up and activation between the North Port and NewPort by introducing the strategy of "co-opetition" and the analysis for the success factor of co-opetition: to solve this operational problems on Busan port. It is found out that activation strategy is more successful co-opetition strategy than business tie-up strategy. The execution for the two co-opetition strategies will lead Busan Port to the balanced development as well as the enhanced competitiveness and will leap Busan port into global hub port as well.

• International journal of advanced smart convergence
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• 제9권1호
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• pp.121-131
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• 2020

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.