2003, Vol.10, No.2

Informatization Policy 2023 KCI Impact Factor : 4.08

pISSN : 1598-3498
https://journal.kci.go.kr/nia

In this paper, we analyzed the performances achieved and the obstacles faced with through the implementation of ERP Systems. Especially, we focused on the differences between small, medium and large enterprises. And as the results of the analysis, we proposed suitable implementation strategies for them. We considered the improvement of business efficiency, the level of information sharing, the amount of cost reduction, and the improvement of customer service satisfaction as the factors of the performance. And, we considered implementation cost, the difficulty of system integration, and the acceptance of work-side and system operators as the factors of obstacles. To analyze the differences between enterprises, the questionnaires were collected from 240 Korean manufacturing companies. The research result implies that the performances of ERP system have significant difference according to the size of enterprises. We expect that the results of the research can be used as the guidance of the implementation strategy of ERP system to the small and medium enterprises as well as large enterprises, and the guidance of the support policy designed by the governmental organizations.

There are many policy paradoxes in informatization projects. The causes include rapid technological change, rapid growth of field, ambiguity in defining the domain etc. Moreover there is a paradox between horizontal need of unity and vertical rivalry among organizations. Policy paradox shifts into dilemma under some social conditions, and brings about policy failure. So in designing the structure, we have to be careful about occuring of these conditions. There have been various types of structure in korean e-government projects. But almost no structure could overcome the policy dilemma arisen from parochialism. 'E-government special committee', ended its official activities recently, has been said to overcome the policy dilemma and accomplish its projects relatively well despite of being a non-permanent organization. I wanted to get some suggestions in designing informatization structure by searching the organizational features of this committee, and found that various factors such as limiting the domain of business, non-permanent and lower status, budgetary support from the Ministry of Planning and Budget, political support from the Presidency, non-official civillian leader etc. have mitigated the conditions of policy dilemma such as contradiction, discreteness equal-value. These advantages can be used in designing a coordinating organization. We have to make permanent 'special committee' as a national CIO under the Presidency, and give it the strategic role of problem-solving among various ministries.