• Management & Information Systems Review
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• v.1
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• pp.363-399
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• 1997

Research in operations strategy has evolved considerably since Wickham Skinner's early conceptual work. Traditionally research in operations strategy has not explicitly recognized the distinction between process and content research. However, separate conceptual models for process and content are extracted from the literature Recent research in operations strategy has focused on showing the extent to which manufacturing's competence in developing and executing one or more competitive capabilites affects the organization's overall business performance. This paper takes a approach to examining the relationships among competitive capabilities, and the relationships among between those capabilities and business performance.

• Information Systems Review
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• v.24 no.4
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• pp.119-142
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• 2022

Organizations are attempting a digital transformation that converts physical business processing into virtual business processing. Through this digital transformation, organizations are overcoming time and space constraints and creating competitiveness. The digital transformation of this work environment has been accelerated as many organizations have implemented remote work due to the recent COVID-19 pandemic. This study focused on business process virtualizability, which is the result of the rapid digital transformation of the work environment. Business process virtualizability is the resulting quality, such as the suitability or excellence of business processing in a virtual environment. This research model is the effect of process, IT and organizational characteristics on business process virtualizability. As a result of the verification of people who have experienced remote work in a virtual environment, first, it was confirmed that, in terms of process characteristics, sensory requirements affect business process virtualizability, but relationship requirements, synchronism requirements, and identification and control requirements do not. Second, in terms of IT characteristics, it was confirmed that representation and reach affect business process virtualizability. Third, it was confirmed that, in terms of organizational characteristics, job autonomy affects business process virtualizability, but evaluation unfairness does not. This study found that representation and reach of IT had the most significant influence on business process virtualizability, job autonomy was next, and sensory requirements had the lowest influence. This presents practical implications for organizations to increase the success potential of business process virtualizability.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.1 no.1
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• pp.157-178
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• 2006

BPMS implementation in L Electronics, which started in 2003, was spotlighted in the IS Project and research area. L Electronics has conducted process innovation with the goal of being one of the Global Top 3 brands. Continuous business environment changes because of globalization and speedy development of information technology have caused changes in business process and functions. This case examines its efforts for optimizing business process continuously and systematically with BPMS and discusses the implication and potential of business process innovation with BPMS.

• Proceedings of the KSME Conference
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• 2004.04a
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• pp.2059-2063
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• 2004

Most power plants have operated many independent computerize systems for maintenance. Independence of systems have caused complexity of business process and inconvenience of computer system management. Because the equipment and material master data is not standardize and structurize, it is difficult to manage equipment maintenance history and material delivery. Especially equipment classification criterion is important for standardization of every maintenance information. It is necessary to integrate function of independent systems for business process simplification and rapid work flow. this paper provides equipment classification criterion design and system integration method with the case of live system development.

• Korean Management Science Review
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• v.12 no.3
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• pp.17-44
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• 1995

The changing business environment requires that firms reengineer their fundamental processes in order to retain their competitive advantage. Most Business Proess Reengineering (BPR) projects, however, have failed partly because the essential enabler, ie. information technology, was unable to perpetuate the original vision. The information systems were unable to support the collaboration among the workers participating in the process. Workflow Management Systems (WfMS) have the potential to enhance not only individual performance as did traditional information systems, but also the group performance essential to the success of BPR by providing an effective means of communications through connectivity. It also enhances productivitiy through proceduralization of the fundamental processes, thus making it possible to empower the employee even while it controls the flow, and ultimately the delaly that originally made the BPR effort necessary. Therefore, though it is not a panacea, WfMS's can improve chances for the success of BPR projects. Managers who have realized this are faced with another obstacle - that of selecting the WfMS that best meets the particular organization's needs. This paper provids an evaluation structure of WfMS functions with emphasis on those functions that are essential for BPR, classifying the functions into an attribute hierarchy according to the Analytic Hierarchy Process (AHP) approach. It also suggests specific evaluation criteria for the main workflow functions provided by most vendors today, thus providing managers with a comprehensive guideline to facilitate the decision process.

• Korean Management Science Review
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• v.26 no.1
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• pp.127-136
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• 2009

This paper purposes analyzing how task assignments influence on business process efficiency, and improving business process efficiency in Business Process Management (BPM) environments. For this purpose, task assignment is categorized into dynamic assignment and static assignment. Dynamic assignment binds a user to a task at process run-time, whereas static assignments assigns a task to a user at process build-time. So far, the influence of task assignment methods has not been studied. We, in this paper, analyze the business process efficiency using two different assigning rule, in terms of cycle time as a efficiency measure. The comparison result can provide a guideline for a company who wants to employ commercial BPM systems.

• Journal of Korean Institute of Industrial Engineers
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• v.33 no.1
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• pp.99-109
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• 2007

To realize process-driven management, so many companies have been launching business process managementsystems. Business process is collection of standardized and structured tasks inducing value creation of acompany. Moreover, it is recognized as one of significant intangible business assets to achieve competitiveadvantages. This research introduces a novel approach of workflow process analysis, which has more and moresignificance as process-aware information systems are spreading widely into a lot of companies, In this paper, amethodology of workflow clustering based on process similarity has been proposed. The purpose of workflowclustering is to analyze accumulated process definitions in order to assist design of new processes andimprovement of existing ones. The proposed methodology exploits measures of structural similarity of workflowprocesses.The methodology has been experimented with synthetic process models for illustrating the implicationofworkflow clustering.

• Journal of Korean Institute of Industrial Engineers
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• v.33 no.1
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• pp.1-10
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• 2007

The capabilities ofBusiness Process Management Systems (BPMS's) are continuously extended to increase theeffectiveness of the management and enactment of business processes. This paper identifies the challenge ofcase prediction, which for a specific case under the control of a BPMS deals with the estimation of the remaining time until it is completed. An accurate case prediction facility is a valuable tool for the operationalcontrol of business processes, as it enables the pre-active monitoring of time violations. Little research has beencarried out in this area and few commercial tools support case prediction. This paper lists the requirements onsuch a facility and sketches sonae directions to reach a solution. To illustrate the depth of the problem, a smallaspect of the problem is treated in more detail. It involves the complex relations between tasks and resources inbusiness processes, which makes an exact analytical approach mfeasible.

• The Journal of Information Systems
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• v.7 no.1
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• pp.5-21
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• 1998

The speedy advance of network technology with axis internet gives the business opportunities to the today's firms and also makes them apply the intranet and groupware to their management. And, the firms admit these technological changes and expand the investment on the network. But, the firm's plans to cope with the changes which is caused by the appliance of the network technology to their firms are not prepared yet. Especially, the firm's managers are particularly wondering on how to use the already invested network hardware. In this article, we investigated the advance process and direction of the network technology like internet, groupware, and intranet, the firm's efforts to build network system, and the changes of the business process procedures. To apply the new technologies such as intranet and groupware into the business, the firms have to change the function of computer center from the programming to the user training and the management of network and computing resources, and they need to standardize their business process.

• Management & Information Systems Review
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• v.15
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• pp.223-244
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• 2004

E-business is one of business innovations to get competitive advantage over other competing companies by utilizing information technology which can make to enhance the efficiencies and effectiveness through connecting one or several value activities. E-transformation is the process of business innovation to trans brick and motor companies to brick and click companies to accomodate e-business environments by means of digitalizing business strategy, business system, business process, and company cultures. In this results, the company can develop entirely new value chain of business and render enhanced services to customers. In this paper, I will represent several e-transformation evaluation models which are used to realize e-transformation(trans from brick and motor companies to brick and click companies). Also, I propose the strategic thrust model, which is composed of strategic targets (customer, suppliers, partners) and strategic tools(technology innovation, integration). This model is differentiated with evaluation models in that it can capture the rapidly changing business environments, especially strategic targets(customers, suppliers, partners).