• 한국전자거래학회지
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• 제6권2호
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• pp.101-126
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• 2001

This paper proposes a strategic breakout and supporting methodology for evaluation and implementation of e- Business solutions in the viewpoint of users. The e- Business methodology sequentially follows four logical stages: e-Business strategy, design, construction, and implementation. The e- Business strategy stage consists of four sub-stages, that is, initiation, diagnosis, strategy, and composition of RFP & evaluation Each sub-stage is divided into several steps. Each of them has its own activities, tasks, and outputs. The methodology has been composed to prevailing ones so as to reveal its practice values.

• 한국정보시스템학회지:정보시스템연구
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• 제20권2호
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• pp.207-228
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• 2011

IT governance is an integral part of enterprise governance and consists of the leadership, organizational structures, and processes that ensure organization's IT decision making for achieving organizational goal. Most firms have failed to resolve the balance in building IT governance. The challenge is to align IT strategy with business strategy in establishing and implementing effective IT governance. The purpose of this study is to find out the relationship between IT governance implementation factors and IS effectiveness, and the moderating effect of strategic alignment of IS strategy with business strategy on IS effectiveness. IT governance implementation factors consist of IT vendor management, IT human resource management, and IT infrastructure. Strategic alignment was measured as the alignment between business strategic orientation and IS strategic orientation that used in the research of Chan et al.(1997). In the relationship between three IT governance implementation factors and IS effectiveness, the results of multiple regression analyses showed that IT human resource management is an important determinant to influence IS effectiveness. The additional analysis using multiple regression showed that strategic alignment of IS strategy with business strategy has moderated the relationship between IT governance implementation factors and IS effectiveness.

• 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.

• Asia pacific journal of information systems
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• 제11권1호
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• pp.25-43
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• 2001

The evolution of EDI has opened the flexible and efficient way for business to conduct a greater portion of the routine buyer-seller business activities online. This study focuses on the role of factors that change the innovation characteristics for implementation success of EDI. Three factors promotional efforts, proactive implementation strategy, and provision of technical expertise are proposed to affect EDI implementation success, as these factors directly influence three general and most important attributes of innovation relative advantage, compatibility, and complexity respectively. Hypotheses indicate that promotional efforts, proactive implementation strategy, and provision of technical expertise directly affect EDI implementation success that is represented by three variables volume, depth, and diversity. A structural equation modeling approach(LISREL) is used to analyze data from EDI adopters. The results show that proactive implementation strategy and provision of technical expertise positively affect implementation success of EDI. Given the significant impact of the wide spread use of the EDI system, this study offers quite useful insights on the factors facilitating innovation characteristics under which EDI can be successfully diffused in organizations.

• 벤처창업연구
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• 제13권4호
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• pp.23-34
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• 2018

본 연구는 벤처기업의 제품개발 전략 실행과 제품개발 성과간의 관계에서 제품 혁신성의 매개효과를 검토하고 있다. 벤처기업의 제품개발과 관련된 기존 연구들은 주로 벤처기업의 기술력에 초점을 맞추어 보유한 기술 수준과 연구개발 투자가 어떻게 제품개발 성과를 증대시키는 지에 주목하고 있으며, 최근 연구들은 조직수준에 형성된 기업가정신이 제품개발 성과에 어떠한 영향을 미치는 지에 대해 논의하고 있다. 비록 벤처기업의 제품개발과 관련된 많은 중요한 논의들이 형성되어 있지만, 제품개발 전략을 실행하기 위한 연구개발 기능 분화가 어떻게 이루어져야 제품개발 성과가 높은지에 대한 논의는 부족하며, 조직수준에 형성된 기업가정신이 어떠한 과정을 거쳐 제품개발 성과를 달성하게 하는지에 대한 설명 또한 부족하다. 이에 본 연구는 한국의 벤처기업을 대상으로 조사한 설문조사 자료를 이용하여, 벤처기업의 연구개발 기능 분화로 나타난 연구개발 부서의 존재와 벤처기업에 형성된 기업가적 지향성이 제품개발 성과에 미치는 정(+)의 효과를 살펴보았으며, Day & Wensley(1988) 모형을 적용하여, 제품개발 전략 실행과 제품개발 성과간의 관계를 제품 혁신성이 매개하는 지를 확인하였다. 한국의 중소 벤처기업을 대상으로 수집한 703개 자료를 분석한 결과, 연구개발 부서의 기능 분화 및 기업가적 지향성 수준과 같은 제품개발 전략 실행이 제품 혁신성에 정(+)의 영향을 미치는 것으로 나타났으며, 제품 혁신성은 제품개발 전략 실행이 제품개발 성과에 미치는 영향을 대체로 매개하여 성과로 연계되는 것으로 나타났다. 특히 기존제품 개발의 경우, 연구개발 부서를 통한 제품개발 전략실행이 제품 혁신성을 높여 제품개발 성과를 높이는 것으로 나타났으며, 신제품개발의 경우 기업가적 지향성이 제품 혁신성을 높여 제품개발 성과를 높이는 것으로 나타났다. 이러한 분석결과는 벤처기업의 제품개발 전략 실행과 제품개발 성과에 관심을 가진 연구자들과 제품개발 전략이 제품개발 성과로 나타나는 과정을 파악하고자 하는 실무자들에게 시사점을 제공할 것이다.

• Asia Marketing Journal
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• 제16권3호
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• pp.101-118
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• 2014

Parkland, which is one of the pioneer brands in men's fashion in Korea, specifically suits, has recently undertaken bold brand repositioning activities to respond to the fast-changing environment and to overcome limitations in its current image positioning. As a result, in a short time period, Parkland achieved remarkable marketing and communication success. This case study explains how Parkland drew successful brand repositioning from the fierce fashion market. This study systematically analyzes the brand repositioning strategy process and implementation strategy used to resolve the conceptual and structural issues of Parkland as a mature brand. To this end, this study assesses Parkland's brand strategy focusing on brand environment and positioning. Accordingly, the study analyzes the target concept and basic direction of the brand repositioning in terms of the repositioning strategy process, and from an integrated marketing perspective, examines the specific implementation program for repositioning. Finally, the study addresses the outcomes of brand repositioning efforts as well as steps to be taken in the future.

• 한국도서관정보학회지
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• 제30권3호
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• pp.97-116
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• 1999

The purpose of this paper is to develop a model of the strategic management of university library in Korea. The model from this study is summarized as follows: 1. External environment is divide into opportunities and threats. 2) Internal environment is divide into strengths and weakness. We can formulate a management strategy on the basis of library environment element from environment analysis and library situation. 2. Formulation of strategic management are formulated through three stages. 1) Library strategy: $\circled1$Growth strategy $\circled2$Stability $\circled3$Retrenchment 2) Business(competition) strategy 3) Functional strategy: $\circled1$Material organization strategy $\circled2$Collection strategy $\circled3$Reference service strategy $\circled4$Human resource management strategy $\circled5$marketing strategy 3. Implementation of strategic management 1) The chief of strategy implementation 2) Programs, budgets and procedures 3) Structure and strategy implementation 4) culture and strategy implementation 4. Evaluation and control of strategy implementation.

• 한국IT서비스학회지
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• 제7권3호
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• pp.97-114
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• 2008

Many companies have implemented ERP systems to enhance their process competitiveness. Since most ERP systems down to date are implemented and managed on each separated business-unit or company level, such systems run short of the consideration about global business processes and global system managements. In order to integrate a successful global ERP, it is essential to apply the well-systematic implementation methodology which considers global standardization and global IT requirements. It is, however, the actual circumstance that such well-structured methodologies for global ERP implementation are hardly shown not only from domestic site but from foreign one. This paper indicates the global ERP implementation guideline with integrated approach including; the standard process design for efficient execution of global business; the ERP implementation method considering global IT requirements; and, the management method for global system operation. GSI ERP methodology is composed of 3 Phase：Global Strategy Planning, Global Template Construction and Global Roll-Out. Phase1; Global Strategy Planning contains Environment Analysis, GSI direction and Implementation Plan. Phase2; Global Template Construction contains Business blueprint, GSI operation design and Global template implementation. Phase3; Global Roll-out contains local business analysis, local ERP implementation and Global ERP Operation.

• 한국정보시스템학회지:정보시스템연구
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• 제16권2호
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• pp.1-33
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• 2007

Selecting and implementing competitive strategies based on e-business is extremely important since it determines if an enterprise can continue to grow or not. Accordingly, systematic and empirical study on the implementation of e-business based on competitive strategy is required, and in-depth studies considering various e-business development stages of enterprises are also needed. The purpose of this study is to present guideline for the staff in charge and managers of enterprises to achieve competitive advantage and to increase organizational performance in e-business environments. What we have found are as follows. (1) Factors greatly influencing on competitive strategy selection through e-business were environmental uncertainty, centralization, innovative culture, technological competence, and formalization. (2) Results of the relationship between competitive strategies and e-business performance showed that each strategy had different effects on financial performance, process performance, and customer performance. and (3) Data analysis between internal and external environmental factors and competitive strategy by each e-business development stage proved that the relationships between competitive strategy and e-business performance were different based on e-business development stage. Implications of the study and guidelines for the managers are provided in the paper.

• The Journal of Asian Finance, Economics and Business
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• 제7권12호
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• pp.169-179
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• 2020

This study examines the drivers and implementation of intrapreneurship strategy in a property service company. Using a qualitative case study approach, the study interviewed four managers involved in related intrapreneurship initiatives. The data was validated by an expert and a practitioner from a different company. The implementation of the company's intrapreneurship strategy is limited to improving new ways of working and developing products and services. However, business development and the creation of new business models are still limited. From several intrapreneurship driving factors, it was observed that the company practices are considered adequate with regard to top management support, leadership, flexibility in carrying out work, as well as in fairly harmonious arrangements for ongoing business relationships with the intrapreneurship projects. On the other hand, human resources with entrepreneurial behavior are still minimal. Similarly, the driving factors in reward and training that promote entrepreneurial behavior are also considered to be insufficient. The application of intrapreneurship as a strategy requires understanding and commitment from all parties in the organization. This study provides insight into the Indonesian context and proposes that intrapreneurship initiatives are less likely to succeed if they are not supported by developing a more systematic entrepreneurial mindset, behavior, and culture.