• Korean Journal of Labor Studies
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• v.23 no.1
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• pp.221-253
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• 2017

This study aims at analyzing the management strategy and performance of companies that have been pursuing Generational Diversity. The management strategies were examined in terms of production, organizational structure and skill development. Performance was then evaluated using Balanced Scorecard (BSC). We selected four Japanese companies that practice Generational Diversity between the younger(age less then 34) and older generation(age older then 65). Our findings suggest the following. The common management strategies of the four companies include 1) creating generation-diverse teams 2) ensuring flexible work arrangements and 3) providing skill training programs. These strategies have yield positive outcomes such as sales increase, cost reduction (financial perspective) and expansion of the market share (customer perspective). Non-financial performance includes improvement of product and service quality (internal business perspective) and skill improvement of both the young and the old workers (learning and growth perspective). This study provides practical implications to domestic companies for their successful management of generational diversity in workplace.

• Management & Information Systems Review
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• v.28 no.1
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• pp.45-69
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• 2009

Today, SCM is used as a important tool of management innovation for enterprise's survival and development. BSC forces managers to focus on balanced measures of business performance that are most critical. The purpose of this study is to find out the determinants of SCM adoption through the analysis which examine the relationship among the key success factors, and business performance using the BSC perspective. This study also gives the suggestion for the effective SCM implementation in the korean companies. This study has been conducted using the data collected from 107 companies implementing SCM. By analyses of the questionnaires, empirical results shows that the implementation of SCM has positive effect on organizational performance with 4 perspectives of BSC. The contribution of this study is that it provides a conceptual framework and empirical evidence of the causal relationship between key success factors, and business performance with 4 perspectives of BSC concept. This study showed that more consideration are essential to obtain balanced business performance for companies with SCM adoption plan.

• Knowledge Management Research
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• v.10 no.1
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• pp.71-100
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• 2009

Recently, many of organizations build up their performance measurement system (PMS) to measure their knowledge management performance. However, the system that doesn't well reflect the organization's strategies as well as surroundings could obstruct their performance improvement, instead. Therefore, It is really important to establish the PMS to reflect organization's surroundings and strategies. The purpose of this study is to make a diagnosis of a performance measurement practice of a domestic university's knowledge management. To serve this research purpose, we examine the uptight performance index and PMS from existing references. And we diagnose the specific practices and maturity rates of measuring performances, and the recognition of the performance index at "D" university recently adopting balanced scorecard to performance evaluation through the survey on academic affairs committee members, performance evaluation committee members, and administration members. The method analyzing data from the survey is a gap analysis which includes alignment analysis, congruence analysis, consensus analysis, and confusion analysis. We make a diagnosis of performance measurement practices at "D" university, raise several points of this performance measurement system, and present the improvement plans from these problems.

• Journal of Digital Convergence
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• v.12 no.7
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• pp.49-64
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• 2014

This study is to prove the effect of raising the value of the expert knowledge of technical experts or researchers that obtained systematic education on finance and management, on the individual's performance, and to do so, BSC(Balanced ScoreCard) is to be used to analyze how the individual's performance was affected. The results indicates that development and management of substantial programs on finance and management-related educations, with the purpose of inspiring management mind on professional employees, are demanded.

• Korean Business Review
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• v.20 no.2
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• pp.47-60
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• 2007

The purpose of this study is to investigate the beyond budgeting model at Borealis Group. This company have succeed in beyond budgeting by rolling financial forecasts, balanced scorecard, Activity-based costing, and decentralized investment management. As study finding of this paper, proposed following items to domestic enterprises. The first, improvement of plan function of budgeting by rolling financial forecasts. the second, strategy and budget more than strong link by balanced scorecard. the third resource's strategic arrangement and efficient use. the fourth competitive advantage strategies associated with relative performance evaluation, the fifth, compensation public ownership by relative performance.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.11a
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• pp.125-128
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• 2003

현대에는 모든 기업 활동과 사회활동에 있어서 인터넷의 사용은 필수조건이 되고 있다. 20세기 후반에 들어서면서부터는, 과거의 전통기업과 비교되는 인터넷 쇼핑몰이 급속하게 생겨나기 시작했다. 인터넷 쇼핑몰은 기업의 기반을 가상의 인터넷 상에 두고 있기 때문에, 전통기업과는 기업 활동의 수행 방법에 있어서 큰 차이가 있다. 인터넷 쇼핑몰은 인터넷이라는 새로운 매체를 이용하기 때문에 전통기업 평가에 이용되었던 재무적 지표뿐 아니라, 새로운 다양한 지표(웹 접속률, 페이지 뷰 등)를 통해서 기업의 장점을 파악 할 수 있게 되었다［14］. 따라서 인터넷 쇼핑몰을 평가하기 위해서는 기존의 전통기업 평가방법을 그대로 이용하기에는 무리가 있고, 새로운 가치평가 지표가 필요하게 되었다. 기업을 평가하는 여러 가지 방법 중, 하나인 balanced-scorecard(BSC)［9］는 균형적이고 체계화된 평가 틀을 제시해주고 있다는 장점을 갖고 있다. 그러나 기존의 BSC는 전통기업을 대상으로 했기 때문에, 인터넷 쇼핑몰의 평가에 곧바로 적용하기에는 적합하지 못하다. 따라서 본 논문에서는 balanced-scorecard 방법을 인터넷 쇼핑몰 평가에 적합하게 수정하고자 한다.

• Journal of Korean Institute of Industrial Engineers
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• v.31 no.2
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• pp.143-151
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• 2005

Information technology(IT) investment evaluation requires measurements from many perspectives. Except for the case of financial performance, these measurements mostly belong to the qualitative or intangible domain. The problem with IT investment evaluation lies in the fact that it is very difficult to define the qualitative properties against which to measure the performances. This paper addresses the issue of developing the set of performance indices, and defining the structural relationships between them, such that the IT investment evaluation can be done in a systematic, objective and comprehensive manner. We introduce the balanced scorecard strategy map as the backbone reference frame for the generation of performance indices and for the description of the relationships between them. Sample indices for evaluating projects from strategic perspectives are provided with a case example. A step by step follow through of the index generation process has been presented along with the case.

• The Journal of Information Systems
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• v.17 no.2
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• pp.1-26
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• 2008

SCM is one of the important key issues in Internet-based business environment. This study intends to suggest a research model to measure the influence of environmental, organizational, information technology factors on organizational performance using the four perspectives of balanced scorecard (BSC). 9 independent variables and 4 dependent variables were adopted from existing literature review. 103 companies data were collected by survey. Four hypotheses in this study were generated to analyze the positive relationship of environmental, organizational, information systems on organizational performance with 4 perspectives of BSC. The results of hypothesis testing show as follows. First, organizational performance of learning and growth perspective has a positive influence of IS maturity, process innovation, top management support, use of SCM package, IS interoperability, and objectives sharing. Second organizational performance of infernal process perspective has a positive influence of process innovation, IS interoperability, objectives sharing, top management support, use of SCM package, competitiveness, and IS maturity. Third, organizational performance of customer perspective has a positive influence of IS interoperability, objectives sharing, process innovation, IS maturity, competitiveness, and use of SCM package. Finally, organizational performance of financial perspective has a positive influence of process in innovation, use of SCM package, IS maturity, objectives sharing, IS interoperability, and top management support. The contribution of this study is that it provides a conceptual framework and empirical evidences of the causal relationship between environmental, organizational, IS factor and organizational performance with 4 perspectives of BSC.

• 한국디지털정책학회:학술대회논문집
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• 2004.11a
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• pp.423-434
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• 2004

The role of CIO is examined in the context of three successful e-government implementations in the U.S. The leadership role of CIO turns out to be crucial to the utilization of information technology for competitive gains: cheap government, speedy service, and increased satisfaction of citizens. A balanced leadership model emerges. An effective CIO should strike a balance between strategic and operational leadership roles, as well as between forceful and enabling leadership roles. To take a maximum advantage of IT, we propose government CIO positions with responsibility, power, and qualification specified along the balanced leadership model need to be created in Korea through legislation.

• Journal of Home Health Care Nursing
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• v.28 no.2
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• pp.164-177
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• 2021

Purpose: The purpose of this study was to develop effective management indicators for improving efficiencies of visiting nursing centers. Method: This was a methodological research study to develop the key performance indicators based on balanced score cards for long-term care visiting nursing centers. The main methods used in this study were literature review, focus group interview, and content validity index. The data analysis was used frequency, percentage, mean, and standard deviation. Results: The common vision of the long-term care visiting nursing centers was identified as "The healthy visiting nursing center to serve high quality cares." Eight action strategies and 15 key performance indicators to achieve this vision were developed. Conclusion: Based on the results of this study, we suggest that the developed balanced score cards will be used as an effective managerial guideline to improve performances of long-term care visiting nursing centers.