• The Korea Genome Conference
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• 2003.09a
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• pp.60.1-60.1
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• 2003

• Journal of Korea Technology Innovation Society
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• v.8 no.spc1
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• pp.360-390
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• 2005

The paradigm of the corporate innovations has been changed from the intra-company innovations to the inter-company innovations. A prevalent approach to the inter-company innovations is the supply chain management. Three key words of the core concept of supply chain management are the long-term relationship, resource integration, and value creation. Specifically, it means that the supply chain management aims to make value creation through the resource integration for the supply chain entities, based on the long-term relationship between buyers and sellers. To make more effective long-term relationship among the supply chain entities, it is very important for the supply chain entities to analyze followings: i) What variables can influence the long-term relationship, ii) How these variables can influence to the long-term relationship. However, previous researches mostly deals the long-term relationship in the marketing area in fragment, and thus few research efforts have been done for the development of conceptual model using supply chain management theories. In contrast to previous studies, our research tried to develop and examine the integrative research model by introducing both the marketing theories and the supply chain management theories, and thus related hypotheses are derived. A multiple regression analysis was performed to examine the influence of the antecedents of the long-term relationship, for the 87 retailers of grocery supply chains. The empirical results confirm that cultural similarity, reputation, interdependency, and trust positively influence long-term relationship (i.e., partnership orientation and partnership symmetry). And results also confirm that the supply implementation factors such as organization integration, information system integration, and process integration playa moderating role between antecedents and long-term relationship. These findings suggest that companies should perceive the importance of managing the process, organization, information system integration in the long-term relationship implementation process as well as the factors such as cultural similarity, reputation, interdependency, and trust in the long-term relationship establishment process.

• International Journal of Computer Science & Network Security
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• v.24 no.4
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• pp.35-43
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• 2024

The development and integration of Enterprise Resource Planning (ERP) systems have consistently attracted attention from software engineering researchers. Many studies have examined the factors that influence successful ERP integration, while others have focused on introducing integration models that address issues and challenges that affect the successful integration of ERP. However, it is crucial to recognize that the key player in successful integration is the individual involved. This paper aims to investigate how individuals based on departmental attachments and experiences have viewed the factors that affected the success of ERP integration. A case study was conducted at one large organization namely Umm Al Qura University, Saudi Arabia. Five departments were involved namely: Financial management, purchasing management, warehouse management, human resources management, and the Deanship of Information Technology. The results of 78 participants were collected and analyzed. Furthermore, it was different how individuals from different departments involved in the ERP integration viewed the factors that affected the success of integration. In addition, it was noticed that individuals with different experiences have various views on the factors. Moreover, it was evident that departmental attachments and individual experience might play a role in the successful integration of ERP.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.6
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• pp.4137-4146
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• 2015

The scale and required functionality of modern systems have increased and become more complicated. To successfully carry out the systems development projects, appropriate systems engineering (SE) and project management (PM) activities are required for the underlying process. In a system development organization, it is an effort to secure the SE & PM capability by adopting the CMMI is an evaluation model of improvement and ability of SE&PM process. To achieve the goal each organization establishes and uses its own organizational standard process, which satisfies the business characteristics. However, in practice, due to the lack of sufficient understanding on the interrelationship among different CMMI process areas, there still exist some difficulties with constructing organization processes. In systems development, the activities of SE are closely related with those of PM. Thus, the processes of SE and PM need to be fully integrated and explicitly linked to each other in order to complete the projects successfully. In this paper, we propose a SE&PM integration process architecture of organization that can be utilized in the system development organization is referenced in the construction of CMMI-based organizational process.

• Information Systems Review
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• v.11 no.2
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• pp.45-66
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• 2009

A number of companies are considering for merger and acquisition (M&A) as one of business strategies for their growth and survival. However, many of them do not create the synergy they had sought, and failed M&A, often result in negative outcomes in terms of productivity, market share, profitability and turnover of qualified employees. There have been numerous research studies conducted to analyze the factors that determine the success and failure of M&A, and it has been found that with the increasing dependence of many companies on information systems, post-M&A IS (information systems) integration success has a critical effect on the success of M&A. However, there have been very few studies on post-M&A IS integration success, and most have been restricted to integration of IS organizations or physical information systems. In order to conduct a comprehensive research on the factors that affect the success of post-M&A IS integration, this study surveyed preceding researches on not only information systems but also strategic management, economics, finance, HRM (human resource management) and organization management. Based on the findings, a comprehensive and integrated model of the influential factors on post-M&A IS integration has been proposed. The proposed model categorizes the factors into perspectives of M&A, strategy, organization, HRM and IS, and provides an empirical evaluation of each factor on the success of IS integration based on comparative case studies.

• Health Policy and Management
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• v.14 no.2
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• pp.1-16
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• 2004

The study purpose was to find which factors affect selection of hospital network types. This study used the 1998 American Hospital Association Annual Survey Database from Health Forum. Among these U.S. hospitals, the researcher selected hospitals located in Metropolitan Statistical Areas. Therefore the final observation cases for analysis are 1,971 Metropolitan Statistical Area hospitals in the United States. To identify significant variables influencing hospital network types, the study used proportional odds logistics regression model on population size, Health Maintenance Organization penetration rate, and market competition rate of area including a hospital, types of hospital ownership, hospital bed size, proportion of Medicare patients and Medicaid patients in total hospital patients, and occupancy rate. Contrary to conventional wisdom, selection of hospital network types was influenced by population size of area which a hospital located, types of ownership, hospital bed size, and proportion of medicare patients rather than Health Maintenance Organization penetration. Population size 1,000,000-2,499,999 had the highest probability of selecting type IV (clinical-vertical integration) from an independent hospital, and a religious group owned hospitals and for-profit owned hospitals had the highest probability of selecting Type IV (clinical-vertical integration) from an independent hospital. A bed size had positive relation on selecting Type IV (clinical-vertical integration) from an independent hospital. Unlikely general belief that the selecting types of hospital network was determined by the change of health insurance policy such as Health Maintenance Organizations and Preferred Provider Organizations, the types of hospital network were influenced by community characteristics such as population size, and hospital characteristics.

• Journal of Korea Technology Innovation Society
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• v.1 no.3
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• pp.351-363
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• 1998

This case study aims at investigating the factors which make venture firms successful. It analysedthree high-performance venture firms originated from the government-financed rese arch institute, the company and the university on the viewpoint of 'dynamic capability' theory. In this case study, technology integration capability and administrative innovation capability were identified as success factors of the three venture firms. The study also presented the role of the incubating organizations. Although incubating organizations supported technological and managerial resource-building of the entrepreneurs, there was not active interactive-learning between venture firms and incubating organizations after spin-off.

• Korean Management Science Review
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• v.16 no.2
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• pp.109-123
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• 1999

We have recognized that an organization should be viewed from a multifaceted perspective necessitating a sophisticated analytical and systematic approach to monitor and improve organizational performance. Although some performance measurement systems have been proposed and are currently being used in many organizations, no performance measurement system has presented a mechanism for integrating all of the information of performance measures in a way that considers relationships between them. This paper introduces the implementation of the performance information integration method(PIIM) which synthesizes all useful information of performance measures with consideration of the relationship and generates a single, global, organizational performance score. The PIIM was empirically validated by implementing in one of missouri Veterans Homes.

• East Asian Economic Review
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• v.27 no.4
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• pp.303-325
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• 2023

This paper examines how APEC has transformed itself into an international forum for the vision of regional integration. It aims to quantify the documentation produced by the international organization and provide quantifiable evidence that aligns with prior knowledge rather than relying solely on intuition. For this purpose, I use various text mining techniques to extract multi-dimensional features from the text of APEC Leaders' Declarations from 1993 to 2023. In terms of interest and expectations for APEC as a forum, it is found that members have experienced two major peaks and troughs over the last three decades. It is found that the change point coincides with the Asian financial crisis of 1997 and the tensions between the United States and China since 2017. To explore more various aspects of economic integration in the Asia-Pacific region, this study also considers how consistently APEC has been an international forum for addressing issues, which members are active, and how members have clustered based on their views of APEC.

• Journal of Korean Society for Quality Management
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• v.45 no.4
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• pp.781-810
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• 2017

Purpose: This paper studied about the integration for management system of representative international standard related to sustainable development. The well-known International standards such as ISO 9001, ISO 14001 and OHSAS 18001 (ISO 45001) can be operated in accordance with the organizational situation individually, or in a variety of ways of integration. It can be applied to help organizations utilizing the newly established "ISO IEC Directive Part1 Annex SL", when integrating quality, environmental and safety & health management systems based on international standards. Methods: We conducted an empirical survey of management executives and experts to study how three factors (management systems, organizational capabilities and integration methods) could affect business performance. Results: The questionnaire was analyzed using AMOS structural equation model. Quality, environmental and safety and health management systems affected management performance, and integration methods of management system affected business efficiency, risk performance and financial performance. Integration method is also important because organizational competence affects various aspects of integrated management. However, factors that affect integration should also be considered in terms of organizational capabilities. This is because organizational capacity influences the integration plan. Conclusion: To integrate the document system at the strategic level, management should actively participate in integrated operations to integrate organizations, eliminate duplicate tasks, and foster document integration experts to reflect the characteristics of individual standard. In the case of document integration, quality management is focusing, but once ISO 45001 is issued, the use of Annex SL is increasing, and Quality, environment and safety & health integration will also be expanded. It is possible to increase the effect of integration by strategically approaching and establishing organization document system rather than simple integration according to management system standard arrangement.