The use of smart work in Korea

Eom, Seok-Jin; Nakbum, Choi; Sung, Wookjoon

doi:10.1145/2612733.2612744

Cited by 4 publications

(5 citation statements)

References 17 publications

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“…For example, telework primarily aims to reduce commuting time and costs for employees by allowing them to work at a remote place located away from the headquarter office. By contrast, smart work allows employees to work at any time and in any place by using their mobile devices to access the information systems of their organizations [8]. Many employees have started to work outside their offices by using virtual communication tools, such as mobile intranet with a remote log-in, video conference, and teleconference.…”

Section: Concept Of Smart Workmentioning

confidence: 99%

“…By using information communication technology (ICT), it enables employees to work via an online network system without restrictions in time and place. Even before the COVID-19 pandemic, there had already been time and resources invested to develop smart work systems for employees [8,9]. In particular, given that tourism and hospitality companies have put a lot of effort into making contactless working environments since the COVID-19 outbreak, more hotels and companies have been adopting smart work practices in the workplace [10].…”

Section: Introductionmentioning

confidence: 99%

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How to Enhance Smart Work Effectiveness as a Sustainable HRM Practice in the Tourism Industry

et al. 2022

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With the development of information technologies and increasing interest in sustainability, many companies have adopted smart work as a sustainable human resource practice. Moreover, the outbreak of Covid-19 has further promoted smart work in the workplace. However, the benefits and disadvantages of smart work are still under debate. In this regard, this study attempted to delve into how to enhance smart work implementation by exploring employees’ subjectivity. Hana Tour, which is considered a good model of smart work in South Korea, was selected as a sample company. Q-methodology was employed to listen to employees’ subjective opinions about smart work that they experienced. This study identified five types of smart work perceptions, namely, “self-development and energy saving,” “quality of personal life,” “job satisfaction,” “work engagement,” and “work–life balance”. Based on these five types, the theoretical and practical implications are discussed in the last chapter. Interestingly, the results showed that employees were not well aware of smart work effectiveness as one of the environmental protection practices in sustainability management paradigms. Another notable result was that employees were not concerned about the potential penalties of their engagement in smart work. During the current COVID-19 pandemic, the study’s findings are beneficial to the improvement of smart work implementation as a sustainable HRM practice in business.

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Section: Concept Of Smart Workmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

How to Enhance Smart Work Effectiveness as a Sustainable HRM Practice in the Tourism Industry

et al. 2022

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“…7 The strategies constituted the "Digital Administrative Collaboration System Establishment Project", which aimed to enhance interoperability among government bodies. According to the government, the Smart Work paradigm is an ICT-enabled system that allows employees to work efficiently anytime and anywhere (Eom, Choi, & Sung, 2014). By formulating the Smart Work initiative, the government expected that the bureaucracy would save commuting time and costs, improve the quality of the work environment, increase productivity, and achieve a good work-life balance.…”

Section: An Inefficient Split? Managerial Problems and The Smart Work Initiativementioning

confidence: 99%

The “Smart Work” Myth: How Bureaucratic Inertia and Workplace Culture Stymied Digital Transformation in the Relocation of South Korea’s Capital

Hur

Cho

Lee

et al. 2019

Asian Studies Review

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Starting in 2012, the South Korean government has implemented a large-scale relocation of its central government agencies, which are now split between the existing capital city (Seoul) and a new administrative-capital city (Sejong). One of the most controversial aspects of the relocation has been the bureaucratic inefficiency caused by its split nature. ICT-enabled solutions, dubbed "Smart Work", were adopted to deal with this challenge, but have not been effective in avoiding inefficiency. In this article, we argue that different forms of organisational inertia created resistance to switching from traditional work routines to Smart Work's ICT-assisted equivalents. Various forms of inertiapsychological (anxiety around learning new technologies), cognitive (culture/norms in face-to-face work routines), technological (stickiness of pre-existing IT system), political (continued influence from elected officials), and resource allocation (success bias from previous digital government projects)significantly influenced public managers' work practices in Sejong. These types of inertia, we argue, have reinforced face-to-face communication rather than digital communication, on-site visits rather than video-conferencing, and fixedtime work rather than flex-work. Our findings challenge dominant views from functionalist models of digital transformation and emphasise the importance of cultural congruency between workplace norms and technophilic business processes.

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“…Smart work centres (SWC) are office centres in close proximity to residential areas, enabling working closer to home via telecommunication [14]. In Seoul, the Korean government has pushed forward an initiative for smart work since 2010 [14] and the Seoul Metropolitan Government has a project for employees to work from SWC [15].…”

Section: A Implementation In Citiesmentioning

confidence: 99%

“…In Seoul, the Korean government has pushed forward an initiative for smart work since 2010 [14] and the Seoul Metropolitan Government has a project for employees to work from SWC [15]. In Amsterdam, SWCs have been facilitated in at least two ways.…”

Section: A Implementation In Citiesmentioning

confidence: 99%

Smart City Planning and Environmental Aspects: Lessons from Seven Cities

Ringenson¹,

Höjer²

2016

Proceedings of ICT for Sustainability 2016

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-In this paper, we explore some promising Smart Sustainable City initiatives and solutions in Amsterdam, Barcelona, San Francisco, Seoul, Shanghai and Vienna, with a focus on environmental aspects. These initiatives and solutions include implementations of smart sustainable city technologies, and municipal support for such implementations. We analyse these initiatives and solutions with respect to their potential for replacing or intensifying products/spaces/travels/transports, leaning processes and activities, or informing city inhabitants or visitors of better choices from an environmental perspective, as well as their connection with a number of smart city challenges. We also discuss some of the problems we have found in these initiatives and solutions, especially regarding risks of rebound effects. Finally, we formulate three lessons for smart sustainable city implementation.

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The use of smart work in Korea

Cited by 4 publications

References 17 publications

How to Enhance Smart Work Effectiveness as a Sustainable HRM Practice in the Tourism Industry

How to Enhance Smart Work Effectiveness as a Sustainable HRM Practice in the Tourism Industry

The “Smart Work” Myth: How Bureaucratic Inertia and Workplace Culture Stymied Digital Transformation in the Relocation of South Korea’s Capital

Smart City Planning and Environmental Aspects: Lessons from Seven Cities

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