• The Journal of Information Technology and Database
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• v.1 no.2
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• pp.25-35
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• 1994

Downsizing IS is rapidly emerging as one of new information systems of the 1990s that involves (1) the cost reduction, (2) the reduction of MIS staff, and (3) the transfer of IS functions to end - users. As downsizing is relatively new information systems, little is known about the causes, the process, or the consequences of downsizing. Case study was chosen as the research methodology of this study. The downsizing IS of Namsun Aluminum Co. Ltd. in Taugu City was chosen for the exploratory case study. The detailed and qualitative analyses to Namsun were performed with the use of observation, participation, and interview techniques. Consequently, the causes, the process, and the consequences of Namsun's downsizing were analyzed and discussed. As for the main cause, downsizing was started with the purpose of cost reduction. The important consequences of downsizing IS are as follows : (1) About 700 million won reduction in the cost of initially developing the downsizing was achieved. (2) Downsizing is performing Namsun's mission critical applications. (3) Namsun's downsizing could be considered to be SIS(strategic information systems).

• Korean System Dynamics Review
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• v.1 no.2
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• pp.33-60
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• 2000

This study aims to conceptually identify the circular causal-relationship which is structured between downsizing and technological innovation in organization. First, through the literature review concerning downsizing and (technological) innovations, we have outlined the conceptual building blocks and research boundaries in this field. Second, we used system thinking method to accomplish our research purpose. The research findings are as follows. First, the promotion of financial resources by downsizing have trade-off relations that have negative of effects in short terms, but positive effects in long time. Second, workforce reduction by downsizing usually has negative influence on employees. Third, capital reduction by downsizing generates not only the climates of cost-cut but also the fact that although the climates may increase economic performance in short terms, it may interrupt technological innovations in long terms. In conclusion, this theses suggests that the relationship of downsizing and technological innovations have complex causal and feedback structures. Therefore, the results of this thesis propose that the argument or practices of downsizing with partial emphasis is very dangerous. Finally some limitations are also discussed.

• Proceedings of the Korea Database Society Conference
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• 1994.09a
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• pp.131-146
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• 1994

Downsizing IS is rapidly emerging as one of new information systems of the 1990s that involve (1) the cost reduction, (2) the reduction of MIS staff, and (3) the transfer of IS functions to end-users. As downsizing is relatively new information systems, little is known about the causes, the process, or the consequences of downsizing. Case study was chosen as the research methodology of this study. The downsizing IS of Namsun Aluminum Co. was chosen for the exploratory case study. The detailed and qualitative analyses to Namsun were performed with the use of observation, participation, interview techniques. Consequently, the causes, the process, and the consequences of Namsun's downsizing were analyzed. As the main cause, downsizing was started with the purpose of cost reduction. The important consequences of downsizing are as follows ： (1) About 700 mi1lion won reduction in the cost of initially developing the downsizing was achieved. (2) Downsizing is performing Namsun's mission critical applications. (3) Namsun's downsizing could be considered to be SIS(strategic information systems).

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.14 no.2
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• pp.39-63
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• 2003

Hotel Enterprises are coping with changing circumstances by utilizing ABM and are downsizing for the sake of Innovation Results by setting up ERP(Enterprise Resource Planning) system. This study is intended to explore the correlations between Activity Based Management(ABM) of Strategic Management and ERP System Satisfaction, and the relations between ERP System Satisfaction and Downsizing. And through this, the methods of effective Strategic Management Development and efficient Downsizing will be suggested The objectives of this study are as follows: (1) to research the definition of Tourist Hotels' ABM (2) to examine the correlations between AMB and ERP system Satisfaction (3) to study the relations between ERP System Satisfaction and Downsizing Study Hypotheses, referring to preceeding study of Doo-jin Kong(2002) and DeLone & McLean, were set up to verify the Study Model. Data Analyses include the questionnaire survey of the Hotels using ERP system, reliability analysis, and regression analysis: for these analyses was used SPSS 10.0, the statistics package program. The conclusions show: First, ABM influences ERP System Satisfaction. Second, ERP System Satisfaction influences Downsizing. Therefore, ABM of Tourist Hotels needs to systematically take advantage of the Information Factors from ERP system and to maximize results by executing Downsizing through System development.

• Korean Management Science Review
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• v.32 no.3
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• pp.55-70
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• 2015

The main objective of this study is to investigate the moderating roles of the competitor's pricing strategy and the degree of consumer's risk-aversion on perceived risk and perceived benefit in responding to price increases and package downsizing. Based on Prospect Theory, several prior researches find that consumers perceive increased price as more loss than package downsizing and perceive package downsizing as more benefit than increased price. We extend these behavioral economics approach using the reference effect of competitor's pricing strategy. We focus on consumer heterogeneity on risk-aversion, measure the degree of consumer's risk-aversion, and divide the consumers into two groups of high levels of risk-aversion vs. low levels of risk-aversion. We find that the firm's pricing strategies of both price increases and package downsizing do not significantly influence the perceived benefit for relatively low risk-aversion consumers. We find that when the firm reduce the package size, relatively high risk-aversion consumers perceived more benefit and had higher purchase intention compared to price increases. We also find that the competitor's pricing strategies do not significantly influence the consumer's response for relatively low risk-aversion consumers. For relatively high risk-aversion consumers, they perceived more loss when the firm has different pricing strategy from the competitor's.

• 한국경영정보학회:학술대회논문집
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• 2007.06a
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• pp.339-344
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• 2007

In the cut-throat competitive environment of business, large-scale IS investment is becoming inevitable strategic necessity for gaining competitive advantage. However. it bears great deal of risk over all the associated processes so that the investment decisions need to be taken in a greatly careful manner. Nonetheless, Korean organizations are prominently showing risk taking behaviors regarding major is investment, in terms of system downsizing. Although decision theory argues decision makers' rational choice of options through the assessment of risk and benefit, the notable trend toward system downsizing in Korea defies common understandings on IS project risk. Furthermore, it encourages us to investigate many impenetrable characteristics underlying organizational risk taking decisions with IS investment. We found out that there is Significant effect of IS decision makers' risk propensity when they make system downsizing decisions. Moreover. we Identified that IS decision makers do not get a strong pressure of cost savings and have tendencies to mimic competitor's decisions.

• Korean Management Science Review
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• v.32 no.1
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• pp.83-100
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• 2015

We analyze a duopoly competition when two firms face input cost increases. The objective of this study is to determine the firms' optimal strategy between a price increase and downsizing under conditions of a spatially differentiated market and consumers' diminishing utility on the product size. We develop a theoretical model of two competing firms offering homogenous products using the standard Hotelling model to determine how firms' optimal strategies change when facing input cost increases. In this paper, there are two types of duopoly competitions: symmetric and asymmetric. In the symmetric case, the two firms have the same marginal cost and are producing and selling identical products. In the asymmetric case, the two firms have different marginal costs. The results show that the optimal strategy decision depends on the size of the input cost increase and the cost differences between the two firms. We find that when two firms are asymmetric (i.e., they have different marginal costs), the two firms might choose asymmetric pairs of strategies in equilibrium under certain conditions. When the cost differences between the two firms are sufficiently large and the cost increase is sufficiently small, the cost leader chooses price increase, and the cost-disadvantaged firm chooses downsizing in equilibrium. This asymmetric strategy reduces price competition between two firms, and consumers are better off. When the cost differences between the two firms are sufficiently large, downsizing is the dominant strategy for the cost-disadvantaged firm. The cost-disadvantaged firm finds it more profitable to reduce the product size than to increase its price to reduce price competition, because consumers prefer downsizing to price increases. This paper might be a good starting point for further analytical research in this area.

• Journal of Industrial Convergence
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• v.5 no.1
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• pp.87-102
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• 2007

This paper presented here is generally the managerial prescriptions that they will apply to the majority of downsizing organizations most of the time. Each situation has its idiosyncrasies, so the architects of the dismissal will need to evaluate carefully the appropriateness of the various recommendations to their particular circumstances.

• Journal of the Institute of Electronics Engineers of Korea SD
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• v.44 no.11
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• pp.119-126
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• 2007

This paper presents an efficient heuristic algorithm to avoid crosstalk which effects to delay of CMOS digital circuit by downsizing and upsizing of Gate. The proposed algorithm divide into two step, step1 performs downsizing of gate, step2 performs upsizing, so that avoid adjacent aggressor to critical path in series. The proposed algorithm has been verified on LGSynth91 benchmark circuits and Experimental results show an average 8.64% Crosstalk Avoidance effect. This result proved new potential of proposed algorithm.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1996.04a
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• pp.699-702
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• 1996

지난 5년 전부터 국내기업에 도입되기 시작한 'Team제'는 지금에 와서는 대다수 기업들에 적용되고 있다. 그러나 이 'Team제'는 'Restructing' 차원에서 일정 부분 조직의 혁신에 기여한 바가 없지 않으나, 일부 기업에서는 'Team제'의 한계점을 인식하고 또 다른 대안을 모색하고 있는 중이다. 'K' 은행의 경우 금융권에서는 거의 최초로 본부조직에 대해 '전면 팀제'를 도입, 실행하는 과정에서 예기치 못했던 한계에 봉착하게 되었는 바, 'K' 은행은 이를 극복하기 위한 하나의 전략적 대안으로 기존에 구축된 'Downsizing System'을 축으로 '소은행장제'를 도입, 조직의 혁신적 'Restructuring'을 추진하고 있다. 본 논문은 기존에 구축된 'downsizing System'과 'Team' 조직이 고객지향적 시장전략에 발맞추어 어떤 형태로 결합되어 활용될수 있는지를 'K' 은행의 사례를 통해 살펴 보려는데 그 목적이 있다.