• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2004.11a
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• pp.494-499
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• 2004

The competitiveness of the domestic construction industry is faced with a serious crisis due to the decrease of domestic demands, and is below par with that of developed countries as well as of competing nations. There is a pressing need for a way to overcome this problem and restore competitiveness of the domestic construction industry. Therefore, this research, through real case studies, suggested a method of evaluating construction performance, which eliminates waste factors in each construction phase and maximizes cost saving effects.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.42 no.4
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• pp.135-144
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• 2019

In this study, BSC model of center for teaching and learning was developed using balanced scorecard suitable for non-profit organization. Firstly, relevant literature surveys and evaluation indicators of various CTL and institution with similar characteristics were examined. Next, a draft BSC model was designed through interviews of specialists. Lastly, the BSC model was proposed by verifying the content validity of the evaluation model by conducting two Delphi surveys. The BSC model of CTL has 4 perspectives: resource, customer, internal process, learning and growth, 9 critical success factors: 2 factors in resource, customer and learning and growth perspectives, 3 factors in internal process perspective, and 23 key performance Indicators: 4 indicators in resource and learning and growth, 7 indicators in customer perspective, 8 indicators in internal process perspective. The implications of this study through the results were as follows: firstly, the proposed BSC model showed an evaluation model suitable for a non-profit organization. Second, the BSC model was linked to the organization's mission and vision. Third, it could contribute to the long-term development of CTL. Lastly, if it could be applied to management, and evaluated, it is expected to play a role of providing basic data for the budget support and spread of the university.

• Asia pacific journal of information systems
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• v.17 no.4
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• pp.207-228
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• 2007

Measuring Information Technology(IT) organizations' activities have been limited to mainly measure financial indicators for a long time. However, according to the multifarious functions of Information System, a number of researches have been done for the new trends on measurement methodologies that come with financial measurement as well as new measurement methods. Especially, the researches on IT Balanced Scorecard(BSC), concept from BSC measuring IT activities have been done as well in recent years. BSC provides more advantages than only integration of non-financial measures in a performance measurement system. The core of BSC rests on the cause-and-effect relationships between measures to allow prediction of value chain performance measures to allow prediction of value chain performance measures, communication, and realization of the corporate strategy and incentive controlled actions. More recently, BSC proponents have focused on the need to tie measures together into a causal chain of performance, and to test the validity of these hypothesized effects to guide the development of strategy. Kaplan and Norton[2001] argue that one of the primary benefits of the balanced scorecard is its use in gauging the success of strategy. Norreklit[2000] insist that the cause-and-effect chain is central to the balanced scorecard. The cause-and-effect chain is also central to the IT BSC. However, prior researches on relationship between information system and enterprise strategies as well as connection between various IT performance measurement indicators are not so much studied. Ittner et al.[2003] report that 77% of all surveyed companies with an implemented BSC place no or only little interest on soundly modeled cause-and-effect relationships despite of the importance of cause-and-effect chains as an integral part of BSC. This shortcoming can be explained with one theoretical and one practical reason[Blumenberg and Hinz, 2006]. From a theoretical point of view, causalities within the BSC method and their application are only vaguely described by Kaplan and Norton. From a practical consideration, modeling corporate causalities is a complex task due to tedious data acquisition and following reliability maintenance. However, cause-and effect relationships are an essential part of BSCs because they differentiate performance measurement systems like BSCs from simple key performance indicator(KPI) lists. KPI lists present an ad-hoc collection of measures to managers but do not allow for a comprehensive view on corporate performance. Instead, performance measurement system like BSCs tries to model the relationships of the underlying value chain in cause-and-effect relationships. Therefore, to overcome the deficiencies of causal modeling in IT BSC, sound and robust causal modeling approaches are required in theory as well as in practice for offering a solution. The propose of this study is to suggest critical success factors(CSFs) and KPIs for measuring performance for IT organizations and empirically validate the casual relationships between those CSFs. For this purpose, we define four perspectives of BSC for IT organizations according to Van Grembergen's study[2000] as follows. The Future Orientation perspective represents the human and technology resources needed by IT to deliver its services. The Operational Excellence perspective represents the IT processes employed to develop and deliver the applications. The User Orientation perspective represents the user evaluation of IT. The Business Contribution perspective captures the business value of the IT investments. Each of these perspectives has to be translated into corresponding metrics and measures that assess the current situations. This study suggests 12 CSFs for IT BSC based on the previous IT BSC's studies and COBIT 4.1. These CSFs consist of 51 KPIs. We defines the cause-and-effect relationships among BSC CSFs for IT Organizations as follows. The Future Orientation perspective will have positive effects on the Operational Excellence perspective. Then the Operational Excellence perspective will have positive effects on the User Orientation perspective. Finally, the User Orientation perspective will have positive effects on the Business Contribution perspective. This research tests the validity of these hypothesized casual effects and the sub-hypothesized causal relationships. For the purpose, we used the Partial Least Squares approach to Structural Equation Modeling(or PLS Path Modeling) for analyzing multiple IT BSC CSFs. The PLS path modeling has special abilities that make it more appropriate than other techniques, such as multiple regression and LISREL, when analyzing small sample sizes. Recently the use of PLS path modeling has been gaining interests and use among IS researchers in recent years because of its ability to model latent constructs under conditions of nonormality and with small to medium sample sizes(Chin et al., 2003). The empirical results of our study using PLS path modeling show that the casual effects in IT BSC significantly exist partially in our hypotheses.

• International conference on construction engineering and project management
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• 2007.03a
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• pp.259-268
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• 2007

In a very competitive construction business environment there is a need to measure and manage business performance across a wider spectrum of business success criteria. The Balanced Scorecard (BSC) and Triple Bottom Line (TBL) reporting concepts are emerging as champions in the race for sustainable business success. The construction business organisations are often judged based on their financial performance as well as wider performance. This paper aims at developing a universally accepted tool for assessing contractors' wider business performance in the construction industry. A prototype of web-based business performance measurement system has been developed to help contractors assess their own performance aimed at uplifting their performance. The consultants/clients can also use the tool to measure contractors' performance in a value-based contractor selection. The system was developed based on the research conducted among 63 senior construction professionals and therefore further research with the participation of a large number of managers across different countries and also an upgrade of the system will be required.

• Korea Journal of Hospital Management
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• v.17 no.2
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• pp.103-111
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• 2012

• Information Systems Review
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• v.9 no.1
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• pp.259-282
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• 2007

This paper provides a case for the comprehensive performance management system in Public Procurement Service. Public Procurement Service set up the BSC system at the beginning of 2006 by improving and complementing the earliest performance management system and made it possible to automatically connet the performance measurement and evaluation of the departmental and person by using CSF and KPI, which result from their mission and strategic assignments. Therefore, the public service of the adminstration is able to offer better customer service, as the private corporations do, apply the incentive and disincentive policies to the personnel and reward administration and contribute to changing the administration into an organization of competition and performance compensation. The application of the BSC system enables the strengthening of the individual evaluation system in the departmental, integration of various evaluations into one, and the establishment of a monitering system of achievement rate in the objective management in the periodic results. Such a case study of Public Procurement Service will determine the course of establishment of the BSC in other public institutions and suggest many successful methods and ideas for the performance management system.

• 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.

• The Journal of Information Systems
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• v.17 no.3
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• pp.205-233
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• 2008

This study suggests the dynamic value chain model, that will be able to not only show changing processes to organization's significant capital by integrating an individual, implicit, and explicit knowledge which affect organizational decision making, but also distinguish the key driver for raising organizational competitive power because it makes possible to analyze sensitivity of performance along with decision making alternatives and policy changes from dynamic view by connecting knowledge management capability, knowledge management activity, and relations with organizational performance with specific strategic map. Recently, a lot of organizations show interest in measuring and evaluating their performance synthetically. In organizations taking knowledge management, they introduce effective value chain model like a dynamic balanced scorecard (DBSC), and therefore they can reflect their knowledge management condition as well as show their changes by checking performance of established vision and strategy periodically. Furthermore, they can ask for their inner members' understanding and participation by communicating with and inspiring their members with awareness that members are one of their group, present a base of benchmarking, and offer significant information for later decision making. The BSC has been a successful framework for measuring an organization's performance in various perspectives through translating an organization's vision and strategy into an interrelated set of key performance indicators and specific actions. The BSC, while having significant strengths over traditional performance measurement methods, however, has its own limitations, due to its static nature, such as overlooking two-way causation between performance indicators and neglecting the impact of delayed feedback flowing from the adoption of new strategies or policy changes. To overcome these limitations, this study employs SD, a methodology for understanding complex systems where dynamic feedback among the interrelated system components significantly impact on the system outcomes. The SD simulation model in the form of DBSC would serve as a useful strategic teaming tool for facilitating an organization's communication process through various scenario analyses as well as predicting the dynamic behavior pattern of their key performance measures over a future time frame. For the demonstration purpose, this study applied the DBSC model to Prototype of Korea manufacturing and service firm.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.8 no.5
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• pp.1227-1242
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• 2007

This study aims at grasping the influence of antecedents within SCM to information sharing and cooperation as well as the influence of information sharing on cooperation among the small & medium-sized manufacturing industries, thus ultimately opening the way to the study on the influence of major activities such as information sharing and cooperation within SCM on the business performance by classifying such influence into low perspectives of BSC. The results of this study revealed that the antecedents such as commitment and cultural similarities exercised a significant influence on information sharing while mutual trust and the size of a corporate weighing with cooperative activities. It also identified the fact that information sharing bore a significant influence on cooperation in terms of relationships among activities. For the relationships between the SCM activities and performance, cooperation proved significant to all four balanced scorecard performances with little significant influence of information sharing on balanced scorecard performance. However, taking into consideration of the significance of information sharing on cooperation as well as the significant influence of cooperation on balanced scorecard performance, it fumed out that information sharing also effected a indirect influence on such four types of balanced scorecard performance. In this regard, based on the results of this study, it was identified that information sharing and cooperation, major activities within SCM, had either direct or indirect influence, through the influence of antecedents, on the business balanced scoreboard performance measured from a customer perspective, a business process perspective, an innovation and teaming perspective and a financial perspective.

• 한국경영정보학회:학술대회논문집
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• 2007.06a
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• pp.751-757
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• 2007

BSC(Balanced Scorecard: 균형성과표)는 1992년 기존의 성과관리접근법의 한계를 인식한 Kaplan & Norton(1992)에 의해서 발표된 후 새로운 성과관리시스템이자 다양한 혁신을 통해 경쟁력을 키우려는 많은 기업들로부터 각광 받고 있다. 특히 우리나라의 경우 변화와 혁신을 강조하는 참여정부의 출범 이후 공공분야의 BSC도입이 활발히 이루어지고 있으며 많은 공공부문 기관들이 도입을 추진하고 있다. 하지만 BSC관련 기존의 연구들은 대부분 조직의 성과에 미치는 영향을 살펴보거나 도입 프로세스에 관한 연구가 대부분이어서, BSC 수용에 있어 중요시 되는 요인들에 관한 실증연구는 부족한 실정이다. 정보시스템 형태로 구현되는 BSC를 보다 효율적으로 활용하기 위하여 BSC 수용요인에 대한 고찰이 필요하다. 본 연구의 목적은 정보시스템 형태로 구현된 BSC를 활용하는 사용자를 대상으로 실증분석을 통하여 수용에 영향을 미치는 요인을 확인하기 위한것이다. 구체적인 BSC 사용자들의 적극적인 활용을 장려하여 기업의 경영성과를 높일 수 있도록 BSC 수용에 영향을 미치는 요인들을 추출하고, TAM(Technology Acceptance Model)을 기본으로 영향정도를 파악하여 BSC를 이미 도입한 기업과 앞으로 도입하려는 기업들에게 사용자들의 보다 적극적인 활용을 장려할 수 있는 가이드라인을 제시하는데 있다.