• Journal of Information Technology Services
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• v.5 no.3
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• pp.45-62
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• 2006

The research is intended to satisfy two interesting research purposes: one is to examine activities of both BSC adotion phase and implementation phase under carrying BSC project. The second purpose is to analyze the influence from those activities towards innovating business world. This study was conducted thru online questionnaires via online survey system during 3 months for targeting mainly on business users and consultants. The findings of the study suggest that employee's involvement, BSC information sharing, collaboration cross task related teams have major roles to operate BSC successfully. From findings, KPI choice, top-down goal allocation, budgeting allocation have strong influences on upgrading business innovations. Those businesses like to considering adoption of BSC can benefit from the findings of the research.

• Journal of the Korean Society of Food Culture
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• v.24 no.5
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• pp.486-495
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• 2009

The purpose of this research was to investigate whether the perception of KPIs by restaurant managers from financial and non-financial perspectives was affected by BSC implementation. The perceptions that were examined were importance, adoption, performance, and utilization of KPIs. We surveyed managers from multinational restaurant chains that were adopting BSC and those that were not. From a non-financial perspective, the difference in perceived importance between BSC adopted firms and firms that did not adopt BSC was significant. The managers of BSC adopted firms perceived KPIs more seriously than the others. Secondly, according to the managers' working experiences, the difference of perceived utilization in the internal business process perspective was significant between BSC adopted firms and firms that did not adopt BSC. In addition, from the learning and growth perspective, the difference in perceived adoption and utilization between the two groups was significant. Finally, in the BSC adopted firms, the perceived importance of the managers affected the other perceptions like adoption and utilization from both the financial and non-financial perspectives.

• 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.

• The Journal of Fisheries Business Administration
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• v.46 no.1
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• pp.121-143
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• 2015

This study focuses on the case of FIRA(Korea Fisheries Resources Agency) and analysis the introduction effect of BSC(Balanced Score card) implementation. So it will set forth the improvement method and the implications for Quasi-governmental organizations which are trying to introduce or are operating the BSC system. This study suggests how to improve the problems of BSC as below : (1) Building of reasonable and balanced evaluation index system (2) Acquiring of comparability and equality through adjustments of group evaluated (3) Enhancing of competence and professionalism of evaluating group (4) Alleviating of difference gap of performance incentives and promoting of non-money incentives (5) Enhancing of positive acceptance and recognition for BSC.

• Journal of Korea Technology Innovation Society
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• v.11 no.4
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• pp.639-670
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• 2008

The BSC which was proposed by Kaplan and Norton, is being used as a general performance measurement tool in various firms and industries. BSC approach links strategic objectives with specific operation indices and it can efficiently evaluate the attainment of the goals of the firm. This study is a BSC based case of the government R&D institute which is staffed with knowledge experts in the research areas. In order to bring a major change to a public research organization and shape a strategy focused organization, it is essential to understand the proper methodology of the whole construction process of BSC from the mission of the institute through the establishment of vision and strategic direction, KPI building, and a strategy map set, to the implementation of the BSC monitoring system. By investigating the application process, in this research we intend to provides useful implications in the BSC construction process of public research agencies.

• Information Systems Review
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• v.9 no.1
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• pp.233-257
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• 2007

BSC has gained increasing popularity as an effective management tool aligns employee actions and goles with corporate strategy since first being introduced in 1992. Though a lot of people have thought that many corporations have achieved a lot of effectiveness in their business with BSC, by the way, public enterprises have been difficulties in implementing BSC as a management innovation tool because of different characters between private and public enterprises. KOTRA's BSC among domestic public enterprises is early introduced and evaluated very high in quality. So the purpose of this paper is to represent success factors and problems for implementing BSC System of KOTRA and then expects to be used for implementing successful BSC System as a good reference model in domestic public enterprises.

• 한국IT서비스학회:학술대회논문집
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• 2005.05a
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• pp.600-609
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• 2005

다른 경영혁신체계의 도입시와 비슷하게 대다수의 BSC도입 기업들이 성공하지 못한 가장 큰 이유는 기존의 성과관리체계를 BSC의 4가지 관점하에 재설계하는데 급급하거나 구축이후 변화 관리가 제대로 이루어지지 못함으로서 지속적인 전략이행 도구로서 보다는 일회성의 성과평가 수단으로서 머무른데 있다고 볼 수 있다. 본 논문에서는 두 기업에 대한 사례분석을 통하여 BSC를 성공적으로 활용하기 위한 5가지의 성공요소들을 도출하였고 이를 달성하기 위한 이행 방안을 제시하였다.

• 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.

• Proceedings of the IEEK Conference
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• 1998.10a
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• pp.115-118
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• 1998

ATM(Asynchronous Transfer Mode)을 기반으로한 BSC(Base Station Controller)를 이용한 무선 이동통신망에서는 크게 MSC, BSC, BTS로 구성 되어진다. BSC는 MSC(Mobile Switch Center)와의 STM-1급 (155.52Mbps) 정합이 이루어지며, 여러 BTS(Base Transceiver Subsystem)와 T1(1.544Mbps)/E1(2.048Mbps)급 정합이 이루어져 호연결, 관리, 제어 및 MT(Mobile Terminal)의 soft-handoff를 담당한다. BSC내의 저속 가입자 I/F에서는 BTS와 BSC내의 ATM switch와의 정합을 수행하면서 VPI/VCI변환, BSC 내부 cell format으로 변환, 그리고 UPC(Usage Parameter Control)등이 이루어진다. 본 논문에서는 ATM switch를 이용한 BSC 내부의 저속 가입자 I/F의 구현에 관해서 살펴본다.

• Information Systems Review
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• v.9 no.1
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• pp.283-309
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• 2007

This case study reviews procedures of the implementation of a strategic performance management system for the KITECH(Korea Institute of Industrial Technology). The purpose of the study is to provide government funding research institutions with cautious considerations when the institutions want to setup performance systems.. KITHCH's strategic performance management system is based on BSC and has following characteristics: 1. KITHCH has spent more than a year in order to obtain the personnel's agreements on mission, strategies and goals. 2. They have focused a mission and strategy focused performance system so that KPIs are as much aligned as possible with strategies. 3. They have developed the system using both top-down and bottom-up frames. The weights for KPIs were formulated with the bottom-up procedure. This study results possible effective factors for successful implementation of a strategic performance management system for research institutions.