• 통상정보연구
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• 제9권3호
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• pp.33-57
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• 2007

This study tests e-business performance difference of the inter group by strategy type through the cluster analysis, after confirming the linear relationship between the e-business strategy type and its performance. According to the result of the study the effect on the e-business performance reveals to differ by the e-business strategy type. That is to say, while the firm's information system performance, e-business realization and the inter group competition dominance are affected positively by the e-process strategy, web application strategy and customer attracting strategy. This confirms that the information system performance, the realization performance and the competition dominance are affected by e - business strategy type. The key factor leading to the success of e-business is the commitment of e-process strategy and web application strategy. For the case of the customer attracting strategy the result shows the importance of the strategy. In the cluster group analysis, the additional analysis, the effect is seen to be more powerful in the firm's information system performance, e - business realization and securing the competition advantage for the case of the multiple strategy than that of single one. Accordingly, the firm needs to adopt the multiple strategy suited for the characteristic of the firm rather than the single strategy.

• 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.

• 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.

• Journal of Information Technology Applications and Management
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• 제15권1호
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• pp.43-65
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• 2008

This study investigates the effects of business environment on the e-business strategy and performance of venture firms. The development of the research model is based on the empirical studies on the strategy literature. The data from the survey was analyzed using Partial Least Squares(PLS). For Daedeok Valley Venture Firms, product innovation differentiation strategy is affected by environmental uncertainty. And, cost leadership strategy tend to be influence by environmental uncertainty. Finally, venture firm's performance is effected by cost leadership strategy and marketing differentiation strategy. However, for in Hsinchu Science Park Venture Firms, product innovation differentiation strategy is affected by environmental uncertainty and heterogeneity. And, marketing differentiation strategy is enhanced by environment uncertainty and industry growth. In addition, cost leadership strategy tend to be influence by environmental uncertainty and heterogeneity. Finally, venture firm's performance is effected by cost leadership strategy and product innovation differentiation strategy.

• 한국시뮬레이션학회:학술대회논문집
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• 한국시뮬레이션학회 2001년도 춘계 학술대회 논문집
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• pp.163-163
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• 2001

The primary research questions in this paper are why and how competing firms collaborate, not compete, in the virtual marketplace, e.g., B2B marketplace in the Internet environment. In order to answer the questions, we take on a system dynamics simulation approach: we consider two broad e-collaboration strategies: · Exclusive e-business strategy If the firm adopts this strategy, it allocates all of its resources (available for e-business development) to its own e-business capability building only. · Collaborative e-business strategy When the firm adopts a collaborative e-business strategy, it invests not only in its own, but also the industrys e-business capability building. From the system dynamics simulation results, we conclude that e-collaboration pays off in the long run: although it is hard to tell whether the collaborative strategy is better than the exclusive one during the initial period, it is unambiguous that the collaborative e-business strategy Performs much better in the long run. We infer that such collaboration could occur when the firms realize that they benefit from the expansion of the market demand due to their collaboration. That is, in order for such collaboration between competing firms to be sustainable, such collaboration should create more demand in the market so that each company could earn more profit even if it gets less in terms of market share.

• 한국정보시스템학회지:정보시스템연구
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• 제17권4호
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• pp.207-232
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• 2008

As electronic commerce is growing to be a part of everyday business life for companies, enterprises are required to establish the appropriate strategy to effectively realize their business visions. The correct choice of strategy enables organizations to make efficient use of internal resources and adjust to the external environment, affecting their performance. The nature of the firms' strategy has been currently focused on the new business model such as e-commerce. In the beginning of e-commerce, the decreasing cost of business transactions was a major benefit affecting its success. However, e-commerce firms are currently facing new advanced information technology, various business models and serious competition. To deal with these new challenges, there is an increasing demand for right strategy direction to effectively and efficiently manage a corporation's internal resources and external environments that are related to electronic commerce. Moreover, it is necessary both to set up the feasible strategy direction and to evaluate its outcome. The purpose of this study attempts to provide appropriate e-commerce strategy, which is well matched with e-commerce performance, as the different strategies affect different results of e-commerce. On the basis of the results of this research, we can see that the strategies selected by e-commerce companies differ according to the e-commerce type and firm's size.

• 한국경영정보학회:학술대회논문집
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• 한국경영정보학회 2008년도 춘계학술대회
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• pp.371-376
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• 2008

As the e-business developed fast and more firms embrace CRM as a core e-business strategy, it is getting more important to assess the firms. The CRM is approaching customer-centric. This approach focuses on the long-term relationship with the customers by providing the benefits of the customer rather than based on what the company wants to sell. How to establish the overall efficiency and effectiveness of a global enterprise becomes more and more important to the E-business. The study investigates the cross-national psychometric prosperities of the establishment in the E-business. Using a cross-national survey of customers from Korea and China to compare the Korean customers' acceptance of e-business with the Chinese customers', and compare the development of e-business in Korea with the development in China it will be found that Korea and China samples shared a somewhat similar factor structure. And there are also some differences between Korea and China. These findings suggest that the way to establish the e-business strategy is influenced by the cultural effects. So focusing on the cultural differences among the countries becomes more and more important, this study will help to analysis how to use the different cultural dimension to establish the better CRM system in the e-business field.

• 한국전자거래학회:학술대회논문집
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• 한국전자거래학회 2002년도 e-Biz World Conference
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• pp.155-174
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• 2002

e-Business가 기업의 경쟁력확보에 필수불가결한 요소로 여겨지면서 많은 기업들이 e-Business 에 대한 투자를 늘리고 있으며, 나름대로 e-Business에 대한 비전을 수립하고 있다. 그러나. 이러한 변화에도 불구하고 e-Business 방향성 제시를 위한 방법론이 개발되어 있지 않아, e-Business 도입을 위한 구체적인 계획의 수립이 어려운 실정이다. 따라서, 본 연구는 e-Business를 도입하고자 하는 기업으로 하여금 e-Business 도입 시 우선적으로 고려해야 하는 e-Business 도입영역을 선정하는 방법을 제시하였다.

• 경영정보학연구
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• 제7권2호
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• pp.183-194
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• 2005

본 연구는 전통적인 오프라인 기업인 (주)풀무원의 정보기술을 이용한 조직변환에 관한 사례 분석을 통해 e-비즈니스 환경 하에서의 전략적 조직변환, 즉 e-Transformation을 위한 전략적 연계(strategic alignment model) 방안을 도출하였다. 본 연구에서 도출된 e-Transformation을 위한 경영과 정보기술의 전략적 연계 방안은 경영전략, 정보기술전략,정보기술기반구조 및 프로세스, 조직기반구조 및 프로세스의 4가지 영역간의 연계를 중심으로 하고 있으며, 다음과 같은 순서로 진행된다. 1) 경영전략을 수행하기 위한 정보기술전략 수립; 2) 정보기술전략을 수행하기 위한 정보기술기반구조 및 프로세스 구축; 3) 정보기술기반구조 및 프로세스를 근간으로 한 조직기반구조 및 프로세스 변화 본 연구의 결과는 이론적으로는 Henderson and Venkatraman(1994)이 제시한 전략적 연계모형(Strategic Alignment Model)을 근간으로 e-Transformation 수행을 위한 전략적 연계방안을 사례를 통해 실증적으로 제시한 점이며, 실무적으로는 전통기업이 e-Transformation 추진을 위한 실행 가능한(feasible) 하나의 접근방안을 제시한 점이다.

• 한국IT서비스학회지
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• 제2권2호
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• pp.39-51
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• 2003

The Internet affects all economic activities. Physical world business must either adopt new digital strategies, launch new digital business to complement their physical world models, or be forced to completely revise their strategies. The purpose of this paper is to provide a framework that organizes the managerial decision-making process to assist managers in crafting and implementing e-business strategy. We applied the methodology to the case of KNK Educational Institute to explain the process. Core competence of KNK JUNIOR is researched according to our suggested methodology and activities and roles of KNK JUNIOR have been arranged.