• Korean Journal of Construction Engineering and Management
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• v.2 no.3 s.7
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• pp.45-57
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• 2001

Knowledge management was introduced as a new strategy in many construction companies aiming at paradigm shift since Asian financial Crisis. However, intensive focusing on acquiring and sharing knowledge couldn't keep pace with the primary goal. Increasing financial profits. That is because clear strategic process and performance measurement are absent in time of the introduction of knowledge management. Based on case analysis in domestic construction industry, this research work presents an alternative plan on Balanced Scorecard(BSC) model. The objective of this study is to develop a model of strategic performance measurement in knowledge management by sorting and grasping core operational knowledge, which can draw key performance indicators accompanied by knowledge map from case study.

• Information Systems Review
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• v.8 no.2
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• pp.189-209
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• 2006

Business expects that IT investment would maximize the effects, like availability, timeliness, rapidity of information, by practical using of information technology for a strategic goal. However, it is not clear yet that IT investment would increase business productivity and could create profitability in the end-the linkage between IT investment and business KPI(Key Performance Indicator). In this case study(only provides post-evaluation case), we suggested integrated IT ROI(Return On Investment) methodology with a consistent and integrated view, on the base of practical implementation at Korean financial company. Especially, we evaluated connection between IT and business strategy, made business-related IT KPI development methodology, suggested framework for sustainable IT evaluation and management.

• Convergence Security Journal
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• v.7 no.2
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• pp.27-37
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• 2007

Companies have to take agility against change of environment and build up the capacity of new value creation in today's management environment. Until now, there are so many management method for efficiency of management, rationality of management and IT (information technology) supported this method by integration of enterprise task and process automation. but company's competitiveness through the efficiency of management realized the limitations recently. so companies needs the new management method to raise core value of enterprise. This study applies strategy intelligence which is some part of Business Intelligence. We can identify the core value driver by using this method. and the core value driver is connected the KPI (key performance indicator) of processes in BPM (Business Process Management). This help the management of process focused on value driver. and some part of activity driver that effect the process performance can be use the Six Sigma method to strategic business process. This study first introduces the concept of Business Intelligence, Business Process Management and Six Sigma. and then efficient connection plan for value based strategic business process is introduces.

• Information Systems Review
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• v.10 no.2
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• pp.291-308
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• 2008

This study is to review the main concepts of BSC(Balance Scorecard) and compare the BSCs applied in the private and the public sectors. This comparison suggests a few important aspects that must be attended when BSC is put to use in the public organization. First, the BSC used in the public sector must put the top priority to customer perspective over financial one. The primary mission of a public organization must be the "better service" for the people. Secondly, each of BSC's four main perspectives should be modified and re prioritized according to the goals and objectives of the public organization. Finally, CSFs(Critical Success Factors) and KPIs(Key Performance Indicators) must be integrated into the framework of BSC which also incorporates already existing performance management systems. This case study shows how the redundant and unrelated performance management systems(evaluation management, government task evaluation, job performance appraisal, and customer satisfaction evaluation) are merged into the BSC performance management system in the public organization.

• The Journal of Information Systems
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• v.30 no.3
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• pp.93-112
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• 2021

Purpose Recently, many organizations are actively adopting enterprise architecture (EA) as a methodology to manage IT assets and build IT-based business system. This study intended to empirically examine how the role of EA operating unit and utilization capability of organizational members impact on system performance at the post-adoption stage. A balanced score card (BSC) is being used as a framework for a company's key performance indicator (KPI). Design/methodology/approach This study tried to investigate the causal relationship between the four perspectives of the balanced scorecard as an influencing factor of the introduction of the Enterprise Resource Planning (ERP) on the financial value. In particular, the mediating effect between the customer's point of view and the business process point of view was investigated between the learning growth point of view and the financial point of view, and the interaction effect (regulating effect) of strategic linkage in the system introduction process was investigated. Findings The results of the study were first, that the organizational learning and growth perspective had a positive effect on the customer perspective, business process, and financial perspective. In addition, the customer perspective and the process perspective also had a positive influence on the financial perspective. Second, between the learning growth and financial perspectives, the customer perspective and the process perspective showed a partial mediating effect. Third, as for strategic linkage, the interaction effect between the customer perspective, the learning growth perspective, and the process perspective and the financial perspective was not significant. The results of this study are expected to provide a framework for performance evaluation to organizations that have introduced ERP systems.

• The Journal of the Korea Contents Association
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• v.8 no.9
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• pp.234-241
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• 2008

The feature of the hotel business as a labor intensive industry and its heavy dependence on man power is relatively bigger than other industries. the important factors influencing the customer`s decision making are tangible facilities and intangible service qualities. however, the changes in economic situation are also seriously influencing them. So hotels are started to find other IT(information technology) systems. BSC which has been recognized as one of barometers to establish management performance is one of them. The purpose of this study was to develop KPI(key performance indicator) by using the BSC(Balanced Scorecard) for evaluating hotel management performance. This thesis presents customer performance, inner process performance, learning and growing performance as non-financial factors and tries to examine the cause and effect in the hotel industry. Hotels have to know nonfinancial performance which has positively relate to financial performance. To introduce BSC system is not to lead increasing income and bettermenting service quality, satisfacting customer needa for hotels, But to lead developing value enhancement to hotel enterprises and present process.

• 한국정보통신설비학회:학술대회논문집
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• 2003.08a
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• pp.253-257
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• 2003

CDMA 방식의 디지털 이동통신 망은 기존의 2G 방식에서 IX, IxEV-DO을 거쳐 WCDMA로 비약적으로 발전하고 있으며, 이에 따라 무선망 운용 및 최적화 방법도 진화해가고 있다. 운용자들이 Field Tool을 사용하여 직접 Field 데이터를 측정, 분석하고 조치하는 방식이 가장 기본적인 방법이라면, Field 데이터와 Network 데이터를 함께 수집하여 분석하는, 보다. 발전된 방법도 사용되고 있다. 그러나, 이러한 방법도 여러 Tool에서 데이터를 off-line으로 수집한 후 분석 작업을 수동으로 반복 수행해야하는 번거로움이 있어, 실시간 on-line 무선망 최적화 시스템을 통한 체계적이고 과학적인 운용 방법을 생각해 볼 수 있다. 우선, 타 운용 Tool 들과의 on-line 연동으로 중앙 집중적 데이터베이스를 구축하여, 무선망에 관련된 모든 데이터에 대한 통합적인 관리가 필요하다. 이 데이터베이스를 이용하여, 실시간으로 무선망 성능 및 효율 저하 원인 분석을 실시하며, 분석된 결과는 기지국의 상태 및 문제점 도출에서부터 최종 처방까지 제시해준다. 본 논문에서는 이러한 솔루션을 구축하기 위한 다양한 네트웍 데이터 연동(성능, 장애, 구성, RF, 실측 데이터 등), 주요 KPI (Key Performance Indicator) 모니터링, 통계적 분석, 무선망 분석 등에 대해 고찰해본다.

• 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.

• Korean Journal of Construction Engineering and Management
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• v.5 no.5 s.21
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• pp.172-182
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• 2004

The performance measurement system of a company is an important tool to evaluate business result, to manage human resource and to achieve strategic management goals. Until 1990's, the performance in most of companies had been measured by financial perspectives. Recently non-financial perspectives with various and balanced view points are used. In the construction industry, the same situation is happened. However, effective tools are not developed yet. Therefore, this research proposes a framework of the comparable performance measurement in the construction industry. This framework is based on concept of the balanced scorecard(BSC) and prepared respectively for owner, contractor and architect/engineer Using this framework, it is possible to compare performance of a company with each other and to benchmark the best performance.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.10
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• pp.3733-3739
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• 2010

This paper suggests the measurement method of evaluation of management performance factors in health organization using AHP and Factor Analysis technique. To achieve this goal, this study applies AHP method to different size of hospitals. AHP method is deployed in three steps. At first step, the major factors, which indicate the management performance in health organizations, will be formed through factor analysis. At second step, the pairwise comparison between two factors will be performed to calculate the weights of each variables. At the last step, the order of priority of all factors will be determined. This order list will be used in measurement of the management performance in health organization. The results of this paper show that the financial factors take the top position, and followed by customer related factors, process factors and education & growth factors. This result could be the milestone for the measurement of management performance of medical organization in Korea.