• Information Systems Review
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• v.2 no.2
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• pp.313-323
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• 2000

• Journal of the Korean Data and Information Science Society
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• v.15 no.1
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• pp.141-172
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• 2004

This paper studied the theory and methodology of CRM for insurance business and perform empirical analysis to verify causes of success. It considered five factors as variables to explain success of CRM which are (1) Integration through the partnership among organization and members. (2) Utilization of customers' information. (3) Strategy through marketing channel and interaction with customers. (4) Investment and IT infrastructure to construct CRM system. (5) Interaction among organizations for CRM. The success is defined as four terms; effectiveness of organization, curtailment of cost, improvement of customer service and sale of insurance.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.24 no.68
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• pp.85-94
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• 2001

Most of customers want to know how to develop the computer system they want to get to use according to the their requirements. This study presents a Computer Integration management System for Quality (CISQ) model for system-integration organizations, which need to demonstrate their capability to consistently provide computer integrated system that meets customer satisfaction and applicable regulatory requirements. The Plan.Do.Check.Act(PDCA) cycle called by Doming wheel expresses the basic concept of continuous improvement action in order to emphasize on achieving business goal. It is useful for providing full competence of a system-integration organization to integrate management systems based on the international management system, and to take an advantage in its market. This study specifies International Certification Network Business Excellence Concept(IBEC) approach to ensure a harmonized integration of the variety of management systems and thereby produce synergy effect. The end part of this study specifies a Assessment Model including an assessment concept adding to the compliance audit according to the CISQ for the continuous improvement. A simple application on Failure Modes and Effects Analysis(FMEA) in testing phase in project life cycle has been done.

• International Journal of Knowledge Content Development & Technology
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• v.7 no.4
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• pp.71-84
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• 2017

The paper discusses the nature of Knowledge Organization Systems (KOSs) and shows how these can support digital library users. It demonstrates processes related to integration of KOS like the Dewey Decimal Classification, $22^{nd}$ edition (DDC22) in DSpace software (http://www.dspace.org/) for organizing and retrieving (browsing and searching) scholarly objects. An attempt has been made to use the DDC22 available in Bengali language and highlights the required mechanisms for system-level integration. It may help a repository administrator to build an IDR (Institutional Digital Repository) integrated with SKOS-enabled multilingual subject access systems for supporting subject descriptors based indexing (DC.Subject metadata element), structured navigation (browsing) and efficient searching.

• Journal of the Korean Society of Systems Engineering
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• v.7 no.1
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• pp.43-51
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• 2011

SE generally defines approaching ways of conducting identification, verification and integration of an optimized product and process solution to meet customer's needs by leveraging organizational competency in engineering and management. To successfully develop a new product under mass production contract, it is important to efficiently carry out the program by ensuring that three major competencies are secured; core technology, system integration, and program management. For successful implementation of tasks in the three areas, systematic execution is called for, which requires identifying risk factors in advance. In particular, comprehensive risk management role and responsibility is required for program management. Success of a development program is determined by complex elements of human resources, organization culture, and overall competency of an organization in technology and program management, including capability of the program manager. In this paper, a risk management solution is suggested to lead a program to success with a more efficient way through actual risk management by the concept of SE around the above three areas.

• Genomics & Informatics
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• v.2 no.1
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• pp.7-18
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• 2004

Integrated genomics refers to the use of large-scale, systematically collected data from various sources to address biological and biomedical problems. A critical ingredient to a successful research program in integrated genomics is the establishment of an effective computational infrastructure. In this review, we suggest that the computational infrastructure challenges include developing tools for heterogeneous data organization and access, innovating techniques for combining the results of different analyses, and establishing a theoretical framework for integrating biological and quantitative models. For each of the three areas - data integration, analyses integration, and model integration - we review some of the current progress and suggest new topics of research. We argue that the primary computational challenges lie in developing sound theoretical foundations for understanding the genome rather than simply the development of algorithms and programs.

• Journal of Positioning, Navigation, and Timing
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• v.11 no.1
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• pp.51-58
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• 2022

Korea Augmentation Satellite System (KASS) is a Satellite Based Augmentation System (SBAS) system under development in South Korea and aims to provide air navigation services after 2023. In order to provide reliable service, detailed design for the operation of this system is required. This paper proposes a detailed operation-based designs based on mission, architecture, operation definition of the system. For the stable operation of the system, an operation organization was designed and operation activities were classified in consideration of the architecture and function of the system. Detailed operation procedures were designed according to this classification and operation procedures related to the command and configuration of subsystem were verified on the Integration, Verification and Qualification (IVQ) platform for integrated testing and verification. The proposed operation concepts and procedures will be continuously confirmed and verified during verification, qualification and service preparation, and will be updated event after official KASS service.

• Knowledge Management Research
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• v.6 no.1
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• pp.105-122
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• 2005

The LG Electronics case shows the process whereby an organization evolves as a learning organization through the integration of e-learning and knowledge management. In other words, it shows the process whereby e-learning is recognized as an important means of solving a problem concerning actual worksite operations, as it became one of the daily activities in the organization. In terms of organizational learning, this process points to the fact that e-learning is emerging as the fastest and most effective means of transferring the internally shared value of a company. Recently, advanced corporations and organizations have been endeavoring to boost their internal and external customer satisfaction and customer loyalty, paving the way for changes in their organizational cultures, and establishing learning organizations through e-learning. Therefore, from an advanced viewpoint, e-learning within a company is not a simple system of transferring educational contents, but is a knowledge portal concept connected with knowledge management. To achieve this end, the organization is required to undergo changes that is, it should make the acquisition of learning possible through e-learning and a knowledge management system (KMS) in order to improve corporate performance. Since LG Electronics is utilizing e-learning as a strategic means to change the paradigm of corporate education, and, in particular, is attempting to integrate this with knowledge management, insights that will facilitate the understanding of the core success factors in and challenges to the integration of knowledge management and e-learning can be obtained through this case.

• Journal of Industrial Convergence
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• v.13 no.4
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• pp.11-28
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• 2015

A company have to grow constantly. If a company does not grow and stagnant, it will be finally out of the market. The contemporary companies fully make use of M&A to search for new growth engines. The reason of companies using M&A as a important tool of a business strategy is the fastest way to achieve technology power, market power, competitiveness. The form of M&A was that leading companies take over smaller companies or merger and acquisition between small companies in the middle of 2000. But now, Mega mergers between industry leading companies often occur and especially domestic of course M&A of foreign companies occurs actively. These days the boom of stock market and the big companies are pouring on sale by restructuring, privatization and the basis of low interest will make the M&A market continuously. In this study, I suggest a solution of actual human resources management by analyzing proven M&A cases and search for various problems of a gap in the leadership and communication in connection with integration of organization culture after M&A. First of all, I arrange the theoretical concept of the subject and analyze the key factors of the success M&A cases, lastly I suggested a HR strategy after M&A. After M&A, HR strategy is ; First, a company have to build a organization culture which is that merger company accommodate a excellent organizational characteristic of predecessor company with consideration of culture difference. Second, M&A must proceed to remove of anxiety about the future and employment stability by excellent leaderships. Third, organization integration after M&A is influenced by the level of integration for that reason it was verified that M&A have to make progress by communication of each 2 organizations.

• The Korea Genome Conference
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• 2005.09a
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• pp.73-73
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• 2005