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      생태계 기반 프로젝트의 성공조건  :  사례를 통한 탐험적 연구 = Success Conditions for Ecosystem-based Project: An Explorative Study through a Case

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      국문 초록 (Abstract) kakao i 다국어 번역

      최근 프로젝트의 한 방향이 생태계에 기반을 둔 방향으로 진화하고 있다. 본 연구는 사례를 통하여 생태계 기반 프로젝트에 대한 연구를 수행하였다. 연구의문은 생태계 기반 프로젝트를 성공적으로 이끌기 위한 조건이 무엇인가 이다. 연구대상은 방위사업청의 조함정 보시스템 구축 프로젝트이었다. 이 사업의 성공에 잠재되어 있는 조건들을 추출하여 생태계 기반 프로젝트 관리의 성공을 위한 명제를 도출하는 것이 본 연구의 목적이다. 네 가지의 명제들이 설정되었다. 먼저, 과업경계의 설정과 최소한의 과업 구조화가 생태계 기반 프로젝트 성공을 위한 필요조건으로 제시되었다. 두 번째로는 협력시스템의 조직화가 중요함이 지적되었다. 세 번째로는 위계적 통합과 융합적 통합의 필요성과 융합적 통합을 위한 Ba의 형성이 성공의 한 요인이 될 수 있음을 제시하였다. 마지막으로 신뢰에 기반한 간접 피드백이 성공요인임을 지적하였다. 본 연구의 학문적 및 실무적 의미와 연구의 한계가 논문 말미에서 논의 되었다.
      번역하기

      최근 프로젝트의 한 방향이 생태계에 기반을 둔 방향으로 진화하고 있다. 본 연구는 사례를 통하여 생태계 기반 프로젝트에 대한 연구를 수행하였다. 연구의문은 생태계 기반 프로젝트를 성...

      최근 프로젝트의 한 방향이 생태계에 기반을 둔 방향으로 진화하고 있다. 본 연구는 사례를 통하여 생태계 기반 프로젝트에 대한 연구를 수행하였다. 연구의문은 생태계 기반 프로젝트를 성공적으로 이끌기 위한 조건이 무엇인가 이다. 연구대상은 방위사업청의 조함정 보시스템 구축 프로젝트이었다. 이 사업의 성공에 잠재되어 있는 조건들을 추출하여 생태계 기반 프로젝트 관리의 성공을 위한 명제를 도출하는 것이 본 연구의 목적이다. 네 가지의 명제들이 설정되었다. 먼저, 과업경계의 설정과 최소한의 과업 구조화가 생태계 기반 프로젝트 성공을 위한 필요조건으로 제시되었다. 두 번째로는 협력시스템의 조직화가 중요함이 지적되었다. 세 번째로는 위계적 통합과 융합적 통합의 필요성과 융합적 통합을 위한 Ba의 형성이 성공의 한 요인이 될 수 있음을 제시하였다. 마지막으로 신뢰에 기반한 간접 피드백이 성공요인임을 지적하였다. 본 연구의 학문적 및 실무적 의미와 연구의 한계가 논문 말미에서 논의 되었다.

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      다국어 초록 (Multilingual Abstract) kakao i 다국어 번역

      Ecosystem-based project appears as a new way of innovation. This is a type of project contrasting with the project performed within the boundary of a firm. Study for ecosystem-based project has its limitation in that it has to depend on direct observation. It is not yet common phenomenon that researchers can acquire as many samples as they want. That is why this study performed a case study. The research object is to find conditions for the success of ecosystem-based project management. The case of building 'Information System for Construction of Battle Ship' managed by Defense Acquisition Program Administration (DAPA) of Korean government was used for the study. It employed an ecosystem-based project management strategy with over 20 organizational participants. It took four years to complete the system. Four propositions were suggested as necessary conditions for the success of ecosystem-based project management. Proposition 1: Establishing initial conditions of the ecosystem-based project defining task boundary and minimal task specification are necessary conditions for the success of ecosystem-based project management. Proposition 2: Organizing collaboration structure is a necessary condition for the success of ecosystem-based project management. It encompasses decision making system, planning and information providing system, coordination system, execution system and monitoring system. Proposition 3: Hierarchical and convergent integration are necessary conditions for the success of ecosystem-based project management. Ba building for problem sharing, knowledge sharing and context sharing are crucial for the convergent integration. Proposition 4: Indirect feedback based on trust is necessary condition for the success of ecosystem-based project. Implications from the study are two folded. Most of project management studies were based on the within-organization type projects. Ecosystem-based project defies application of theories extracted from the within-organization type project management. This study tried to build a theory focusing on ecosystem-based project. Secondly, This study suggested four propositions with strong practical implications. Few number of studies reported how to manage ecosystem-based project. This study was trying to suggest workable propositions to help people who were exposed to the jobs of the ecosystem-based project management. This study has its own limitations. The conclusion of the study was extracted from one case, this study tried to interpret the case with prudence, though. Thus, it is too early to urge external validity of the study. Similar studies are required.
      번역하기

      Ecosystem-based project appears as a new way of innovation. This is a type of project contrasting with the project performed within the boundary of a firm. Study for ecosystem-based project has its limitation in that it has to depend on direct observa...

      Ecosystem-based project appears as a new way of innovation. This is a type of project contrasting with the project performed within the boundary of a firm. Study for ecosystem-based project has its limitation in that it has to depend on direct observation. It is not yet common phenomenon that researchers can acquire as many samples as they want. That is why this study performed a case study. The research object is to find conditions for the success of ecosystem-based project management. The case of building 'Information System for Construction of Battle Ship' managed by Defense Acquisition Program Administration (DAPA) of Korean government was used for the study. It employed an ecosystem-based project management strategy with over 20 organizational participants. It took four years to complete the system. Four propositions were suggested as necessary conditions for the success of ecosystem-based project management. Proposition 1: Establishing initial conditions of the ecosystem-based project defining task boundary and minimal task specification are necessary conditions for the success of ecosystem-based project management. Proposition 2: Organizing collaboration structure is a necessary condition for the success of ecosystem-based project management. It encompasses decision making system, planning and information providing system, coordination system, execution system and monitoring system. Proposition 3: Hierarchical and convergent integration are necessary conditions for the success of ecosystem-based project management. Ba building for problem sharing, knowledge sharing and context sharing are crucial for the convergent integration. Proposition 4: Indirect feedback based on trust is necessary condition for the success of ecosystem-based project. Implications from the study are two folded. Most of project management studies were based on the within-organization type projects. Ecosystem-based project defies application of theories extracted from the within-organization type project management. This study tried to build a theory focusing on ecosystem-based project. Secondly, This study suggested four propositions with strong practical implications. Few number of studies reported how to manage ecosystem-based project. This study was trying to suggest workable propositions to help people who were exposed to the jobs of the ecosystem-based project management. This study has its own limitations. The conclusion of the study was extracted from one case, this study tried to interpret the case with prudence, though. Thus, it is too early to urge external validity of the study. Similar studies are required.

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      목차 (Table of Contents)

      • <요약>
      • Ⅰ. 서론
      • Ⅱ. 생태계 기반 프로젝트의 이해
      • Ⅲ. 연구방법
      • Ⅳ. 조함정보 시스템 구축 프로젝트의 생태계와 진행과정
      • <요약>
      • Ⅰ. 서론
      • Ⅱ. 생태계 기반 프로젝트의 이해
      • Ⅲ. 연구방법
      • Ⅳ. 조함정보 시스템 구축 프로젝트의 생태계와 진행과정
      • Ⅴ. 연구명제의 설정
      • Ⅵ. 요약과 토의
      • 참고문헌
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      참고문헌 (Reference)

      1 Yin, R. K., "사례연구방법" 한경사 2005

      2 Barley, S. R., "What can we learn from the history of technology?" 15 (15): 237-255, 1998

      3 Feldman, M. S., "Ways of knowing and inclusive management practices" 66 : 89-99, 2006

      4 Salamon, L. M., "The tools of government: A guide to the new governance" Oxford University Press 2002

      5 Krugman, P., "The self-organizing economy" Blackwell 1996

      6 Hobday, Mike., "The project-based organization: An ideal form for managing complex products and systems?" 29 (29): 871-893, 2000

      7 Muller, R. T. JR., "The project manager's leadership style as a success factor on projects: A literature review" 36 (36): 49-61, 2005

      8 Senge, P. M., "The necessary revolution: How individuals and organizations are working together to create a sustainable world" Doubleday 2008

      9 Massini, S., "The evolution of organizational routines among large Western and Japanese firms" 31 (31): 1333-1348, 2002

      10 Pimm S. L., "The complexity and stability of ecosystems" 307 : 321-326, 1984

      1 Yin, R. K., "사례연구방법" 한경사 2005

      2 Barley, S. R., "What can we learn from the history of technology?" 15 (15): 237-255, 1998

      3 Feldman, M. S., "Ways of knowing and inclusive management practices" 66 : 89-99, 2006

      4 Salamon, L. M., "The tools of government: A guide to the new governance" Oxford University Press 2002

      5 Krugman, P., "The self-organizing economy" Blackwell 1996

      6 Hobday, Mike., "The project-based organization: An ideal form for managing complex products and systems?" 29 (29): 871-893, 2000

      7 Muller, R. T. JR., "The project manager's leadership style as a success factor on projects: A literature review" 36 (36): 49-61, 2005

      8 Senge, P. M., "The necessary revolution: How individuals and organizations are working together to create a sustainable world" Doubleday 2008

      9 Massini, S., "The evolution of organizational routines among large Western and Japanese firms" 31 (31): 1333-1348, 2002

      10 Pimm S. L., "The complexity and stability of ecosystems" 307 : 321-326, 1984

      11 Rosenkopf, L, "The coevolution of technology and organization, In Evolutionary Dynamics of Organizations" Oxford University Press 1994

      12 Espejo, R., "The Viable System Model" John Wiley & Sons 1989

      13 Iansiti M., "The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation and Sustainability" Harvard Business School Press 2004

      14 Nonaka, I., "The Concept of `Ba.' building a foundation for knowledge creation" 40 (40): 40-54, 1998

      15 Bozeman, B., "Public values and public interest: Counterbalancing economic individualism" Georgetown University Press 2007

      16 Pinto J. K., "Project implementation: A determination of its critical success factors, moderators, and their relative importance across the project life cycle" University of Pittsburgh 1986

      17 Kinicki A, "Organizational behavior: Key concepts, skill & best practices (4th ed.)" McGraw-Hill 2009

      18 Espejo, R., "Organizational Transformation and Learning, A Cybernetic Approach to Management" John Wiley & Sons 1996

      19 Robert, N. S., "Organisations and social system: Organization theory's neglected mandate" 41 : 146-162, 1996

      20 Jamieson, A., "Moving from Corporate Strategy to Project Strategy, In The Wiley Guide to Managing Projects" John Wiley & Sons,Inc 177-205, 2004

      21 Huxham, C., "Managing to collaborate: The theory and practice of collaborative advantage" Routledge 2005

      22 Marion, R., "Leadership in complex organizations" 12 : 389-418, 2001

      23 Cleeton, D., "Is your feedback achieving change?" 24 (24): 9-13, 1992

      24 Crosby, B. C., "Integrative leadership and the creation and maintenance of cross-sector collaborations" 21 : 211-230, 2010

      25 Sabherwal, R., "Integrating specific knowledge:Insights from the Kennedy Space Center" 52 (52): 301-315, 2005

      26 Hess, C., "Ideas, artifacts, and facilities: Information as common-pool resource" 66 (66): 111-145, 2003

      27 Ashford, S.J., "Feedback as an individual resource:Personal strategies for creating information" 32 : 370-398, 1983

      28 Bryson, J. M., "Failing into cross-sector collaboration successfully, In Big ideas in collaborative public management" M.E. Sharpe 2008

      29 Kristiina, A. V., "Ecosystems: balancing science with management" Springer 1997

      30 Levin SA., "Ecosystems and the biosphere as complex adaptive systems" 1 : 431-436, 1998

      31 Nomura, T., "Design of ‘Ba’ for successful Knowledge Management.how enterprises should design the places of interaction to gain competitive advantage" 25 (25): 263-278, 2002

      32 Gray, B., "Cross-sector partners: Collaborative alliances among business, government and communities, In Creating collaborative advantage" SAGE 1996

      33 Pinto, J. K, "Critical success factors in R & D projects" 32 (32): 31-36, 1989

      34 Graham, Margaret B. W., "Corning and the Craft of Innovation" Oxford University Press 2001

      35 Joel, W., "Challenges of open innovation: The paradox of firm investment in open-source software" 36 (36): 319-331, 2006

      36 Beer, S., "Brain of the Firm" John Wiley & Sons 1981

      37 Audia, P. G, "Benefiting from negative feedback" 13 (13): 631-646, 2003

      38 Dai, C. X. Y., "An exploration of project management office features and their relationship to project performance" 22 (22): 523-532, 2004

      39 Buchanan, J., "An economic theory of clubs" 32 (32): 1-14, 1965

      40 Thiry, M., "A paradoxism for project-based organizations" Project Management Institute. 2006

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