• Journal of Information Technology Services
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• v.9 no.1
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• pp.1-25
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• 2010

Many organizations are facing larger and more frequent changes in the current economic and managerial environment. And what is more, change is supposed to be a business as usual. Considering the importance of change management process and the organizational competency to rapidly and successfully change, in this study the components of change management maturity(CMM) was selected such as the leadership, communication, resistance, people culture factor, methodology, functional group, and change review. And information system performance affected by CMM is confined to the efficiency and effectiveness of information systems. Some results from the verification of research hypotheses and the analysis of the most appropriate model was drawn out. The result of this study can be applied to all organizations which plan to manage more successful change and implement more effective information systems.

• Asia pacific journal of information systems
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• v.7 no.2
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• pp.103-135
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• 1997

Today, many organizations are reengineering themselves to develop new ways to thrive in a foreign and unforgiving business environment. However, it is reported that many companies involved in the project of business process reengineering are dissatisfied with their results. Therefore, we developed an exploratory framework based on three constructs such as critical success factors, organizational maturity level, and performance and applied these to help analyze current practice in business process reengineering. To proceed with our research, this paper was organized around two research questions in business process reengineering. We addressed: (1) To what extent does certain critical success factors correlate with performance? and (2) How does the relationships between critical success factors and performance differ by organizational maturity level? From the research results, we could find relationships between critical success factors(i.e., project management, change management, objective management) and performance, and could verify differences in performance of organizations grouped by organizational maturity level.

• The Journal of Information Systems
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• v.19 no.2
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• pp.97-118
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• 2010

Software Process Improvement(SPI) has been a challenging issue to software organizations. The factors affecting SPI were analysed for improving software development processes. Numerous studies suggested influencing factors, and assessment models were utilized for software improvement. This research suggested that SPI factors affecting on an organizational performance may vary according to the CMM(Capability Maturity Model) level. The moderating effects of organizational maturity level between the SPI factors and the organizational performance were empirically tested. This research found that all six SPI factors except for the resistance to change affected the organizational performance. The moderating effects of management support, goal alliances, participation, and effect analyses were empirically supported. These results can provide several implications or a practical guidance to academic and industry professionals.

• Journal of Distribution Science
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• v.14 no.5
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• pp.71-80
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• 2016

Purpose - In case of automobile parts, there has been a lot of progress in the study on supplier development plans and SCM in industrial progress study as well as on the relationship between ERP and SCM. But supplier development program providers have researched on SCM performance in accordance with the interests of the supplier development program most, thus, buyers were knowledgeable about the earlier program performance. Therefore, the purpose of this study is to prove correlation factor, supplier factor, purchaser factor affecting SCM performance and ERP activating diffusion through the process of supplier development. Supplier development maturity formation model is considered important variables as mediators related to the procedure. Finally, the performance formation model of the supplier development maturity through supplier development factor would be presented as the outcome of this study. Research design, data, and methodology - Data gathering was as follows: questionnaires were delivered to 87 companies that have business connection with H Company. The empirical research to test our hypothesis was grounded on statistical analysis (adapting SPSS 19.0 & AMOS 19.0). The hypothesis is that the supplier development factor variables consist of correlation factor, supplier factor, purchaser factor, and have non-negative effects on the next variables: mediators such as supplier development maturity; and the supplier development maturity variables have a positive effect on the next variables: ERP activating diffusion, ERP activating diffusion has a non-negative effect on supply chain performance. We experimented the hypothesized model using path analysis with latent variables. Results - First, it was known that cooperation

, reliability

, comprehension on the purpose of SDP

, adaptation of change

, knowledge transfer program

, have significant positive effects on supplier development maturity. Second, supplier development maturity has positive effects significantly on ERP activating diffusion

. Finally, the causal relationships from ERP activating diffusion to SCM performance were significantly accepted. Its significance, as through the hypotheses, presented a structural model for the elaboration, suppliers develop maturity, and ultimately SCM performance that affect ERP leveraging spread beyond the concept of maturity of information system. Therefore, it was a mainstay of research on the existing ERP has they believed. Conclusion - First, with the fast changes in business circumstances, company should get the right information to implement SCM appropriately. For successful SCM, firms should understand the supplier development maturity formation and ERP activating diffusion. Second, supplier development factor has significant effects on supplier development maturity. Third, mediator such as supplier development maturity significantly affects ERP activating diffusion. Finally, ERP activating diffusion has significant impacts on SCM performance. This study makes a meaningful contribution to further appreciation on how supplier development maturity formation affects SCM performance. This study shows implications. First, there would not have been dealt with introducing the concept of supplier development maturity. Second, through empirical analysis and provider factors, the providers will develop the maturity that affect interactive factors between purchaser and supplier.

• Korean Journal of Environmental Agriculture
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• v.27 no.4
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• pp.460-463
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• 2008

The change of glutelin contents in rice grain during the maturity period was investigated to determine optimum rice harvesting time. The glutelin content was increased with increasing time after heading. In this study, eight of glutelin subunits were found. Among the glutelin subunits, 7208-subunit (MW, 35 kD) contents was significantly increased at 65 days after heading compared with 55 and 60 days after heading. 7405-subunit (MW, 50 kD) contents was steadily increased with time after heading. The results showed that at 55th day after heading would be optimum time for harvest to get the low glutelin content of rice grain.

• Information Systems Review
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• v.11 no.3
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• pp.147-167
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• 2009

Enterprise architecture is a business transformation effort. In an effort to assess an organization's EA effort and to identify complementary measures, most of countries utilize an EA maturity model. In Korea, the EA maturity model v2.1 has been used for this purpose. Since some limitations in the model were reported recently and there was much change in EA-related policy or approach with the advent of the new government, the need of modifying the current model has occurred. In this regard, our paper proposes an improved EA maturity model. The new model was developed through a series of systematic analysis such as an in-depth comparison of existing EA models, elicitation of alternatives for each decision-making element, and interviewing of experts.

• Asia pacific journal of information systems
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• v.23 no.2
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• pp.21-39
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• 2013

As the utilization of information technology and the turbulence of technological change increase in organizations, the adoption of IT outsourcing also grows to manage IT resource more effectively and efficiently. In this new way of IT management technique, service level management(SLM) process becomes critical to derive success from the outsourcing in the view of end users in organization. Even though much of the research on service level management or agreement have been done during last decades, the performance of the service level management process have not been evaluated in terms of final objectives of the management efforts or success from the view of end-users. This study explores the relationship between SLM maturity and IT outsourcing success from the users' point of view by a analytical case study in four client organizations under an IT outsourcing vendor, which is a member company of a major Korean conglomerate. For setting up a model for the analysis, previous researches on service level management process maturity and information systems success are reviewed. In particular, information systems success from users' point of view are reviewed based the DeLone and McLean's study, which is argued and accepted as a comprehensively tested model of information systems success currently. The model proposed in this study argues that SLM process maturity influences information systems success, which is evaluated in terms of information quality, systems quality, service quality, and net effect proposed by DeLone and McLean. SLM process maturity can be measured in planning process, implementation process and operation and evaluation process. Instruments for measuring the factors in the proposed constructs of information systems success and SL management process maturity were collected from previous researches and evaluated for securing reliability and validity, utilizing appropriate statistical methods and pilot tests before exploring the case study. Four cases from four different companies under one vendor company were utilized for the analysis. All of the cases had been contracted in SLA(Service Level Agreement) and had implemented ITIL(IT Infrastructure Library), Six Sigma and BSC(Balanced Scored Card) methods since last several years, which means that all the client organizations pursued concerted efforts to acquire quality services from IT outsourcing from the organization and users' point of view. For comparing the differences among the four organizations in IT out-sourcing sucess, T-test and non-parametric analysis have been applied on the data set collected from the organization using survey instruments. The process maturities of planning and implementation phases of SLM are found not to influence on any dimensions of information systems success from users' point of view. It was found that the SLM maturity in the phase of operations and evaluation could influence systems quality only from users' view. This result seems to be quite against the arguments in IT outsourcing practices in the fields, which emphasize usually the importance of planning and implementation processes upfront in IT outsourcing projects. According to after-the-fact observation by an expert in an organization participating in the study, their needs and motivations for outsourcing contracts had been quite familiar already to the vendors as long-term partners under a same conglomerate, so that the maturity in the phases of planning and implementation seems not to be differentiating factors for the success of IT outsourcing. This study will be the foundation for the future research in the area of IT outsourcing management and success, in particular in the service level management. And also, it could guide managers in practice in IT outsourcing management to focus on service level management process in operation and evaluation stage especially for long-term outsourcing contracts under very unique context like Korean IT outsourcing projects. This study has some limitations in generalization because the sample size is small and the context itself is confined in an unique environment. For future exploration, survey based research could be designed and implemented.

• Journal of Climate Change Research
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• v.1 no.2
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• pp.121-131
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• 2010

This study was carried out to evaluate spatial variations in rice production areas by simulating rice growth and yield with CERES-Rice growth model under GCM $2{\times}CO_2$ climate change scenarios. A modified window version(v4.0) of CERES-Rice was used to simulate the growth and development of three varieties, representing early, medium, and late maturity classes. Simulated growth and yield data of the three cultivars under the climate for 1971 to 2000 was set as a reference. Compared with the current normal(1971 to 2000), heading period from transplanting to heading date decreased by 7~8 days for the climate in $2^{\circ}C$ increase over normal, and 16~18 days for the climate in UKMO with all maturity classes, while change of ripening period from heading to harvesting date was different with maturity classes. That is, physical maturity was shortened by 1~3 days for early maturity class and 14~18 days for late maturity class under different climate change scenarios. Rice yield was in general reduced by 4.5%, 8.2%, 9.9%, and 14.9% under the climate in $2^{\circ}C$, $3^{\circ}C$, $4^{\circ}C$, and about $5^{\circ}C$ increase, respectively. The yield reduction was due to increased high temperature-induced spikelet sterility and decreased growth period. The results show that predicted climate changes are expected to bring negative effects in rice production in Korea. So, it is required for introduction of new agricultural technologies to adapt to climate change, which are, for example, developing new cultivars, alternations of planting dates and management practices, and introducing irrigation systems, etc.

• The KIPS Transactions:PartD
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• v.13D no.4 s.107
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• pp.557-564
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• 2006

Information is used effectively and contributes in profit creation and not only support management judgment quick but important resource to be possible recycled. The recent information systems improve enterprise's competitive power by reflection of user's various requirements and becoming big and complex for adaptation of rapidly circumstance change. Also it is trend that importance of information quality is emphasized gradually. The biggest problem in user requirement that is based on low quality data support. In case of business management is achieved by low quality information, company can not help dropping their competitive power such as company's strategy establishment, strategy achievement and management concentration breakup against competitor. Information of low quality increase time and expense to improve inaccurate data or revise and it is hard to accept correct information from specific situation. To solve these problems, we have to gain high quality data through definite comprehension, data management system establishment, and systematic data management achievement etc. Up to now, information quality and connected study were developed partially, but systematic methodology of information quality management's whole condition was not existed. Therefore, in this paper can show you how to extract process for information quality management & related evaluate factor with CMM (Capacity Maturity Mode]) 5 steps that is information warranty of quality process step. This paper whishes to contributes in competitive company or organization activity through information quality improvement management process.

• 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.