• Journal of the Korean Operations Research and Management Science Society
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• v.41 no.3
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• pp.45-58
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• 2016

Data are important in an organization because they are used in making decisions and obtaining insights. Furthermore, given the increasing importance of data in modern society, data governance should be requested to increase an organization's competitive power. However, data governance concepts have caused confusion because of the myriad of guidelines proposed by related institutions and researchers. In this study, we re-established the concept of ambiguous data governance and derived the top-level components by analyzing previous research. This study identified the components of data governance and quantitatively analyzed the relation between these components by using DEMATEL and context analysis techniques that are often used to solve complex problems. Three higher components (data compliance management, data quality management, and data organization management) and 13 lower components are derived as data governance components. Furthermore, importance analysis shows that data quality management, data compliance management, and data organization management are the top components of data governance in order of priority. This study can be used as a basis for presenting standards or establishing concepts of data governance.

• Asia pacific journal of information systems
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• v.15 no.1
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• pp.115-133
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• 2005

This study is to develop an information security management model(ISMM) for small and medium sized enterprises(SMEs). Based on extensive literature review, a five-pillar twelve-component reference ISMM is developed. The five pillars of SME's information security are: centralized decision making, ease of management, flexibility, agility and expandability. Twelve components are: scope & organization, security policy, resource assessment, risk assessment, implementation planning, control development, awareness training, monitoring, change management, auditing, maintenance and accident management. Subsequent survey designed and administered to expose experts' perception on the importance of these twelve components revealed that five out of tweleve components require relatively immediate attention than others, especially in SME's context. These five components are: scope and organization, resource assessment, auditing, change management, and incident management. Other seven components are policy, risk assessment, implementation planning, control development, awareness training, monitoring, and maintenance. It seems that resource limitation of SMEs directs their attention to ISMM activities that may not require a lot of resources. On the basis of these findings, a three-phase approach is developed and proposed here as an SME ISMM. Three phases are (1) foundation and promotion, (2) management and expansion, and (3) maturity. Implications of the model are discussed and suggestions are made for further research.

• Journal of Korean Society for Quality Management
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• v.42 no.2
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• pp.235-251
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• 2014

Purpose: To develop efficient PL response system, SMEs should decide which component of PL response system is important and implemented with priority under limited resources. To accomplish this goal, we propose strategic priority components of PL response system for SME manufacturer. Methods: We categorize the components of PL response system based on prior research results - System, Organization, Training, Technology, Cost, and Awareness. AHP (Analytic Hierarchy Process) is applied to extract important components of PL response system, which is used in assigning the priority of component. To analyze effects of each components, performance sensitivity analysis is applied. Results: The survey analysis results show Technology is the most important components. Organization and Cost component are follows. As the importance of Technology is changed, we can find Organization, Cost is second and third important components. Conclusion: Our research shows Technology which is related to make a safe product with systematic process, is a basic enabler of PL response system. Also, building a PL team and securing a budget for PL activity should be carry out with limited resources.

• Proceedings of the Korean Society for Quality Management Conference
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• 1998.11a
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• pp.287-292
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• 1998

As business looks towards the $21^{\st}$ century, a long-term strategy that focuses on global sourcing will be the vital factor in whether companies win or lose. At the same time, with electronic components, it is important to ensure stable quality and reliability, together with other important parameters. In order to achieve this, creating an effective mechanism of failure analysis and database management for electronic components is essential. The authors introduce the actual mechanism employed by NEC and explain the ideas and insight they have obtained from their experience.

• Journal of Information Technology Applications and Management
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• v.11 no.4
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• pp.133-145
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• 2004

The two main purposes of this paper are to 1) investigate critical components of university information systems for information resources management, 2) develop a comprehensive framework model of university information systems for e-Business Era. Through a literature review and by employing group decision making techniques with managers of K University, critical components for developing university information systems were identified. The critical components of university information systems are 1) academic affaires. 2) general administration. (3) research administration. (4) information services. (5) management support, (6) cyber education. (7) knowledge management, (8) e-library. (9) mobile service. and (10) IT infrastructures. In the second stage. by employing IT experts in K University and other institutes. a comprehensive framework of university information systems for e-Business era was developed. The comprehensive framework shows that major components for university information resources management are (1) information infrastructure. (2) common operating environments. (3) applications/information services. The results of this study expect to help managers. who are in charge of university information systems. plan to develop information systems based on the framework proposed in this paper.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.7
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• pp.635-646
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• 2021

The objectives of this research are to establish and confirm the human resources competency components for listed companies in the Stock Exchange of Thailand. The sample group used in this research includes the company president, business owner, managing director, assistant managing director, general manager or human resources manager of 140 listed companies. The research instrument is a scale-estimated questionnaire. The obtained data were subjected to principal component analysis and were analyzed for the rotation of the perpendicular component using the Varimax method. Results were generated through the analysis of eight components, consisting of decision-making, creativity, strategic thinking, relationship and communication, teamwork, adaptability, self-management, and motivation. The research results demonstrate important components in human resource performance that are critical to the successful development of organizations. Organizations can apply these components to the development of human resource competencies in accordance with the operations that need to be adjusted to suit the changes that occur. These rapidly-changing conditions are important factors that can be studied and developed into variables and components that affect human resource performance in the future. As a result, organizations need to adjust to be well prepared to face problems and challenges in the harsh competitive environment in the future.

• Knowledge Management Research
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• v.5 no.1
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• pp.1-17
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• 2004

Based on the diffusion of innovation paradigm, this study conceptualizes the constituent components (3P) and the growth stages (6C) for knowledge management. It is critical for knowledge management efforts to identify 'where we are' and decide 'where to go' and then to manage 'how to go'. As a framework for the success of knowledge management, the 3P6C model is intended to systematically guide these efforts toward knowledge asset management and implementation, for knowledge productivity. This model is illustratively applied to such success stories as in Skandia, Buchman Lab and Hall Mark Cards. Such applications of this model show that they have been through such prior activities required in the earlier stages, and thattechnological platform is just one of the 3 key components working as an enabler, implying together the existence of growth path in KM success. Provided in the appendix are a set of exemplary scenarios in knowledge management practice for growth stage assessment.

• Journal of the Korea Safety Management & Science
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• v.19 no.4
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• pp.189-208
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• 2017

This study is for figuring out major components of construction quality infrastructure and suggesting improvement plan by benchmarking global best practice model and analyzing gap between the model and sample practice. Based on improvement plan, researcher could derive major characters and components of construction quality infrastructure, and also about the priority among core competency components of construction quality experts. The result showed that the 'human resource' was ranked the best priority followed by 'method' 'environment', 'equipment' among major characters and components of construction quality infrastructure. Also, for core competency components of construction quality experts, 'number of years in work places' was the best priority, and the 'professional knowledge on engineering' was another priority ranked. Far from general perception on competency components, 'academic education' ranked the last. It may allude that the current education system in this country is not effective in developing competency of quality engineers. In summary, this study shows professionalism of quality engineer is the most important thing in all the components.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2006.05a
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• pp.1329-1333
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• 2006

This paper proposes a framework for product development including hardware and software components. The framework provides separation of the hardware dependent software, an integrated product development process, and integration of software components with product configurations and product structures. In order to separates the hardware dependent software, the framework considers product configuration modules and engineering changes of associated hardware and software components. The proposed product development process integrates development of the hardware dependent software into the existing product development process. In order to integrates the hardware dependent software with product configurations and product structures, the framework represents software components by existing product data models in Product Data Management (PDM). The framework is applied to development of a robot system including hardware and software components in order to show its effectiveness.

• Korean Institute of Interior Design Journal
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• v.21 no.6
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• pp.71-78
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• 2012

These days, design has been used a very useful means to achieve differentiated urban images and establish the identity of a city, and as an effort to specialize local industries through design, public design projects are competing one another. However, the projects have considerable negative effects because of diverse reasons such as unorganized procedures. For continuous and organized projects which meet demands of the interested persons of public design, reasonable design management should be introduced with a use of design as a strategic means of management Therefore, this study examined the concepts of design management and its meaning in space and analysed cases of implementing components for management of public design projects. It searched for the factors of design management indicating design-oriented management and presented a strategy model which complements design-oriented management. The results of the study are presented as follows: First, strategic implementing components needed for a space design management process were obtained. A design recognition process aimed at what space aims at and needed to identify active components such as physical and indigenous environment. A design inquiry process included problem solution considering characteristics of multi-dimensional space active components, design development considering behavioral functions of humans, checklists needed to complete design and necessary components to institutionalize design. For definition of project space, guideline projects of public design should be progressed in the same context as urban design, and developmental directions of public design needed design inquiry in terms of space to create various experiences in space.