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양지윤(Ji-youn Yang),여규헌(Kyu-Hun Yeo) 한국산업정보학회 2008 한국산업정보학회논문지 Vol.13 No.2
본 연구는 사용자가 급속히 증가하는 모바일 뱅킹 서비스 품질 측정을 통해 도출된 주요 요인을 기반으로 모바일 뱅킹 서비스의 전략을 도출하였다. 이를 위해 SERVQUAL 모형과 중요도-성과 도구를 활용하였다. 우선, 선행연구를 통해 모바일 뱅킹 서비스의 주요 요인을 SERVQUAL 모형을 이용해 사용자 만족에 영향을 주는 보증성, 고객지향성, 유형성, 신뢰성의 4가지 차원으로 분류했다. 이 요인들을 바탕으로 전략을 도출하기 위해 중요도-성과 분석을 실시하였다. 분석결과 사용자 만족에 가장 영향력이 높은 보증성 차원은 기대치는 높은데 비해 실제 성과가 낮아 중점개선부분으로, 고객지향성 차원은 기대와 성과가 모두 낮아서 만족도를 제고할 필요가 있었으며, 유형성 차원은 사용자가 실제 얻는 성과 수준은 높으나 기대치 수준은 그에 마치지 않아서 현재 수준 유지전략을, 신뢰성 차원은 성과도 높고 기대도 높아서 지속적 관리가 요구되는 전략이 필요함을 확인하였다. This research developed a strategy for mobile banking services based on the important factors deduced from quality assessment of mobile banking service that is experiencing rapid growth of user. SERVQUAL model and importance-performance tool were used. First, SERVQUAL model uses the important factors of mobile banking service selected from literature reviews. As a result, four dimensions that affect user satisfaction are found; assurance, customer orientation, tangibility, and reliability. Second, importance-performance analysis is to develop the strategy using the four factors. The final results revealed that assurance dimension had the strongest influence on user satisfaction. Assurance dimension of high expectation and yet low real performance needs immediate improvement. Customer orientation dimension of low expectation and performance should be reconsidered definition of satisfaction. On the other hand, tangibility dimension of higher performance than expectation is simply to maintain current level. Reliability dimension of high expectation and performance is recommended consistent management.
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이사회의 전략적 IT 의사결정 참여가 조직의 성과에 미치는 영향
안중호(Joong Ho Ahn),양지윤(Ji Youn Yang),장정주(Jung Joo Jahng) 한국경영학회 2009 經營學硏究 Vol.38 No.1
In the early stage of IT governance, only computer-related policy and process were associated with IT governance. However, today’s IT is becoming far more complex, IT investment is increasing, and core business tasks are being operated based on IT. All of these lead to the intimate relation between IT and business. Although IT governance has various definitions among scholars and practitioners, they all strive to build a framework for decision making and responsibility to encourage the desirable use of IT. There are two major sources of motivation in IT governance. One is the concerns on corporate governance for improving the transparency of firms and the other one is the concerns on lack of ability to deal with the risk of firms. IT not only plays a key role in present business systems but also in preventing and protecting the firms’ asset from iniquity, loss, and abuse. Unfortunately, as the IT applications propagate, firm’s risk management ability is often not sufficient. IT risk may threaten the going concern of a firm because the size of damages becomes larger as technology improves. Thus IT should not be managed just at the IT department level but at the enterprise level. That is, IT governance is strongly related to shareholder’s value. In this perspective, the firm’s board, as an agent, is extremely important to protect the value of shareholders, the true owners of the firm. Previous researches on information systems only considered CEO, CIO, and IT executives as stakeholders while neglecting the board. However, information systems are now considered as the foundation for the firms’ core businesses and the investments in information systems increase along with more functionally advanced requirements and thus risks are rising accordingly. This phenomenon demonstrates that the past view of IT as a functional part should be transformed into the perspective of IT governance. Theories that support the righteousness of the board’s involvement in IT decision making may be found in the agency theory and the strategic choice theory. In the agency theory’s view, the board may be used as a monitoring mechanism for shareholders’ benefit. According to this theory, the board is to monitor and assess the conducts of agents (CEO and management), to align their rewards to business performance, and to assign or dismiss them in order to protect and maximize the shareholder’s value. Fundamentally, it supports the perspective that it is critical to prevent the shareholder’s loss due to fault decision makings triggered by the management’s incompetence, delinquency, or misconduct. Strategic choice theory states that organization structure is defined by strategic choice of management with authority. This view focuses on individuals or groups in the organization to explore the organization process. This ruling group is able to strategically form a specific organization structure to maintain and strengthen its power, but the final formation of organization structure may not necessarily maximize the effectiveness of organization. In this case, the fiduciary responsibility of the board is to assure the maximization of shareholders’ wealth. Therefore, the board is required to involve aggressively in the strategic decision making for positive outcome. The most widely discussed issue regarding the board’s role is the effect of its involvement in the strategic decision making on financial outcome of the organization. Strategic decision makers in this theory are to pursuit the optimization of financial outcome in its firm. When applying this theory to IT governance, the board should pay attention to the strategic IT decision making. The strategic choice theory strengthens the shareholder’s benefit by allowing the board’s involvement in the strategic decision making and thus complements the perspective of business-IT alignment. The board’s involvement in the strategic IT decision making directly influences the business-IT alignment and IT risk readines
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