• Korea Journal of Hospital Management
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• v.13 no.2
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• pp.1-19
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• 2008

BSC(balanced scorecard) is expected of the effective integrated tool of the management problem such as links of the management vision, the strategy, and the business scheme. This study discusses the recent development and problems of hospital BSC practices in in several countries. First, the article discuss the recent development and problems of hospital BSC implementation. Second, we review the links of strategic alignment with hospital's strategy and BSC on weight design, organizational culture and hospital performance. Finally, we explore hospital BSC framework that clarified easy to understand integrative approach to hospital BSC research using contingency theory model.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.397-402
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• 2005

Professional Construction Management (PCM) services have become more and more popular in Taiwan in the past decade. However, disputes between PCM consultant and the client on the performance of PCM services are also increasing. The evaluation of PCM performance is a tough task due to the lack of "physical product", such as the drawings finished by the architect. This paper is intended to propose a PCM performance evaluation system (PPES) based on Balanced Scorecard (BSC). A case study of PCM consultancy for a real world design/build project is conducted to demonstrate the applicability of the proposed BSC framework

• Korean Journal of Construction Engineering and Management
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• v.10 no.2
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• pp.14-25
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• 2009

Many companies have managed their business performance in order to achieve their enterprise purpose. Performance management which applied concept of BSC (Balanced Scorecard) is widely used all over the world. In the construction industry, BSC-based performance management is currently introduced with needs of balanced performance evaluation. However, most companies actually have intermediate level of adapting BSC. It is important to understand its process or and structure. Therefore, this paper is focused on making performance management process and defining each phase of it. In addition, the model and system are established with putting them together. With developing performance process in construction, the construction companies are supposed to detect the deficiencies of the current performance management systems and take some opportunity to be helped for supporting their decision-making. In conclusion, this paper will provide the construction industry with the opportunities to enhance the values of performance management system and construction application.

• Journal of Navigation and Port Research
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• v.33 no.4
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• pp.263-270
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• 2009

Busan North port is facing crisis due to the opening of the New port. The North Port and NewPort are competing for a limited volume of cargoes and this competition is leading after all to price competition, lowering cargo work fee that may result in the failure of both This paper proposed the balanced development plans, which are the strategies of business tie-up and activation between the North Port and NewPort by introducing the strategy of "co-opetition" and the analysis for the success factor of co-opetition: to solve this operational problems on Busan port. It is found out that activation strategy is more successful co-opetition strategy than business tie-up strategy. The execution for the two co-opetition strategies will lead Busan Port to the balanced development as well as the enhanced competitiveness and will leap Busan port into global hub port as well.

• Korean Journal of Community Nutrition
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• v.25 no.2
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• pp.112-125
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• 2020

Objectives: Diet and incidence of chronic diseases are highly related. This study examined the characteristics of dietary safety awareness and competency for chronic disease prevention among adults. Methods: Data were collected from 247 adults in Daegu and Gyeongbuk areas using a self-administered questionnaire in May and June of 2018. Data were analyzed by frequency analysis, χ²-test, factor analysis, reliability analysis, t-test, one-way analysis of variances, and correlation. Results: The results of the factor analysis indicate that dietary safety awareness of health management was classified into chronic disease anxiety and obsession. Awareness of dietary safety management was sub-grouped into difficulty in acquiring knowledge, lack of awareness of over and malnutrition, food safety anxiety, importance of weight management, education requirement for cancer prevention, and knowledge. Dietary safety behavior composed of a balanced diet, unhealthy diet, and health-functional pursuit. Dietary safety management competency was comprised of health management, food management, and cooking. The competency scores of dietary safety management factors were significantly different according to sex, age, and education level (P < 0.05). Balanced diet factor was significantly correlated with knowledge, health-functional pursuit, health management, food management, and cooking capacity factors (P < 0.01). Conclusions: Active education for dietary safety management competency according to age, gender, and education level should provide dietary safety education to reduce anxiety and obsession regarding chronic diseases and sustainable health management.

• IE interfaces
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• v.23 no.4
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• pp.275-285
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• 2010

In complex industrial world, many companies make every effort to analyze their competition capability through various performance evaluation tools to cope with rapidly changing business environment. Among evaluation tools the balanced scorecard (BSC), put forward by Kaplan and Norton in 1992, is a strategic performance management tool for measuring whether the smaller-scale operational activities of a company are aligned with its larger-scale objectives in terms of vision and strategy. The BSC tool offers a comparative advantage over others to evaluate the objective achievement of a company by linking its strategic objectives with operational KPI. In this paper, we introduce a case that the BSC performance evaluation system was implemented based on product data management and applied it to the business process. Specially, we shows a implementation procedure to derive discipline-specific topics and key performance metrics.

• Korean Business Review
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• v.18 no.2
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• pp.83-110
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• 2005

To comprehend the present state of performance evaluation and management systems and their problems, we examined performance evaluation and management systems that have been used in the public sector and figured out their limits and problems in practical use and then, we searched, from academic basis, for ways to solve those problems and complement the limits. Especially, we focused on developing practical solutions that can be applied to a budget and human resource effectively. We expect this research will provide to public sector a comprehensive foundation for understanding the core concept of myriad theories of performance management in public sector including "Balanced Scorecard" and for finding out the limits and problems of each theories, then it can prepare the alternatives in advance. But the research is restricted within the general guideline for performance management. It doesn't provide practical and detailed action programs that are needed for actual execution. So, further studies on particular action programs are needed to compliment this limit and for coming to stay of performance management system in the public sector quickly, the enactment of performance management is needed as well.

• Information Systems Review
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• v.9 no.1
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• pp.215-231
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• 2007

The Balanced Scorecard is known as an integrated performance management framework that helps enterprise to translate strategic objectives into relevant performance measurement within an organization. In recent years, the importance of framework development, implementation and deployment of Balanced Scorecard and Strategic Enterprise Management system have realized its value in public sectors performance management systems. However, the public domains can be characterized as non-profit organizations involving diverse stakeholders which may provoke obstacles to proper implementation. This paper offers an insight into strategic performance management systems design and implementation in Ministry of Information and Communication in Korea. The paper evaluated a number of key guidelines to understand the complexity of strategic performance management design and implementation to be successful in delivering strategic goals in public sector.

• Korean Journal of Construction Engineering and Management
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• v.16 no.6
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• pp.22-30
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• 2015

Enterprises should set up realizable goals and continually control the goals from apprehending whether they can be realized or not so that the enterprises grow consistently. Furthermore, from supplementing parts to be improved, goals are reset and the result should be controlled in order to fit to them. Lately, a lot of discussions about the results of organizations, projects, and companies are being realized in construction field. Particularly, in construction management, effective and professional control activities throughout the life cycle of facilities as well as the stage of business implementation of construction work are needed. About the result measurement of the construction management, lots of most domestic researches stay in the level of establishing basic concepts. Also, since characteristics of the construction field and the construction management were not reflected properly, it is in a situation that the result control system is not applied to on-site real works. Hence, this study intends to suggest fundamental data for measuring objective results from extracting result areas and key performance indicators of the construction management using Balanced Score Card.

• Journal of Environmental Impact Assessment
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• v.9 no.1
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• pp.87-98
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• 2000

The costs of solid waste management have continued to increase. Stricter environmental regulations have been applied to waste management units. Future integrated solid waste management should be balanced between source reduction, recycling, energy recovery, and land disposal. To achieve more balanced solid waste management programs, more local governments must adopt diversion and recycling goals and finance to meet those goals. The hierarchy of integrated solid waste management must be enforced in a manner that is flexible enough to allow local governments to implement waste management facilities that match the communities' ability to pay for them. In establishing a hierarchy of integrated solid waste management, local governements have difficulties in implementing source reduction and recycling because of a lack of local control and inability to pay for new facilities. Integrated solid waste management involves selecting compatible options for facilities to manage the collection, recovery of energy and materials(transformation), and disposal of solid wastes efficiently. Waste Collection, transformation, and disposal must support source reduction and recycling activities.