• International conference on construction engineering and project management
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• 2005.10a
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• pp.992-995
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• 2005

Partnering has taken root all over the world as a remedy for the adversarial relation between parties concerned with construction projects. It is deemed to be derived from Keiretsu in Japan where parties related cooperate with one another as a team gaining reputations for completing projects on schedule and budget while maintaining high standard of quality. However, Keiretsu is now being weakened in proportion to the economic recession and there is an important change that needs to happen in the industry. The aims of this study are to find out the essence of Keiretsu by comparing Keiretsu with Partnering and to look for the direction of the reform plan.

• Journal of Information Technology Applications and Management
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• v.14 no.2
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• pp.169-187
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• 2007

Most private and public organizations use, for their works, information systems that change their organizational structures. Nowadays, many organizations have team-based structures where typically a cross functional team is in charge of a business process. The effective communication among the members of a team is an important factor of team performance in that communication facilitates trust building, knowledge exchange, change acceptance, and safety improvement. This paper reviews methods for analyzing communication among team members from three aspects such as the content, the amount, and the structure of communication.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2004.11a
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• pp.271-276
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• 2004

In recent years, many high-rise buildings have been constructed for the purpose of redevelopment of urban environments in Korea. However, generally the construction durations do not increase in proportion to the number of the floors or the height of the building. So new materials, equipments, and methods are applied to high-rise building construction in order to overcome this problem. In most cases, applying these new resources is considered mainly as the technical issue, and the organizational aspects of this is frequently overlooked. This study discussed the performance variance in time and identified the causes of time variance in high-rise building construction from organizational viewpoint .

• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.2
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• pp.21-29
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• 2012

Person characteristics and the perception of organization climate affect on the performances associated with causes of job stress, and may induce various types of human errors. For incidence, a person's adaptation to organizational traits can influence on a person's performance with tasks assigned as well as job satisfaction, a change of occupation, etc. There are several evaluation methods such as an aptitude test to evaluate the suitability of department allocation. However, only person's traits such as an aptitude has been associated with department allocation and job assignment for the personnel management. This paper shows not only an evaluation result on the job-stress of the workers in nuclear power plants (NPPs), but also the relationships between the job-stress and the coincidences of group-personal, team-personal traits. Then, we systematically deduct a basic information on the factors to be considered to manage the organizational traits and job stress. We expect this result can contribute to enhance the organizational management against to the human errors as well as for the promotion of safety and efficiency of NPPs.

• Journal of Information Technology and Architecture
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• v.10 no.2
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• pp.211-222
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• 2013

The adoption of ERP systems is most important factor for the competitive advantages which can be achieved by the business process improvement of the company. In the Korean business environment, achieving competitive advantages become more important after financial crisis in 2009. The purpose of this study is to analyze the factors (organizational characteristics, number of years after implementing ERP systems) affecting the ERP adoption effect and to suggest the direction for improving this effect. This study presents the organizational characteristics(Strategic alignment, CEO support, changement management effect) affecting the ERP adoption effect and suggest the direction to improve the corporate performance in the ERP systems.

• Journal of Korea Society of Digital Industry and Information Management
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• v.14 no.1
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• pp.103-120
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• 2018

Global conglomerates in the late 2010s are seeking changes from the existing method of financial growth into that of sustainable growth, as they are facing the age of 4th industrial revolution. In preparation for this change of the times and to stay competitive, small businesses are required to produce creative knowledge, and systematically share and store it by means of implementing voluntary and specific changes in their convictions and actions. This study aims to empirically examine how the ICT small businesses' organizational learning participants' self-leadership affect their job satisfaction through organization orientation and Leader-Member Exchange(LMX). The research sample consists of the first to third-year employees that have previously participated in the small businesses' organizational learning support project, and of learning leaders, group leaders, and group members from companies that have previously concluded the project. The results are as follows: First, the self-leadership at the ICT small businesses' organizational learning project has been shown to have a positive effect on job satisfaction. The same positive results are shown in learning orientation and LMX. Second, the learning orientation has been shown to have a positive effect on job satisfaction. Third, the LMX has been shown to have a positive effect on job satisfaction.

• Journal of Digital Convergence
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• v.9 no.6
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• pp.243-253
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• 2011

This paper aims to examine the moderate effects of Client's Organizational Character on the relationships between Consulting Service Quality and Business Performance. To accomplish these purposes, The questionaries of 192 were inspected to the CEO or PM having consulting experience at the companies in Daegu and kyoung-buk. First, Consulting Service Quality presented a meaningful result(+) with the Business Performance. Second, Consulting Service Quality have differential influence on Business Performance by Client' s Organizational Character.

• The Journal of Asian Finance, Economics and Business
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• v.5 no.1
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• pp.53-62
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• 2018

The study aims to conduct organizational diagnosis at Infosys and to suggest measures of improvement of the same wherever necessary. Data was collected with the help of a structured questionnaire. Respondents were selected with the help of random sampling technique. The sample size is 19. The employees are not much clear about their goals and the purpose of the organization. The employees are not satisfied with the current structure and the division of the work in the organization, and also with the current reward mechanism of the organization. However the employees are satisfied with their leaders and their leadership styles. The employees feel that they share a good relationship with their peers. The employees of Infosys have full confidence in the management and they believe that the management is helping them in their career growth. Some of the interventions suggested are as follows: Role Analysis Technique can be used so that the employees get clarity of their goals. As the score suggests that the employees are not happy with the current structure and distribution of the work, mentors can be assigned to the employees who can guide them and can also help the employees to understand the structure and processes better.

• Management & Information Systems Review
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• v.32 no.1
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• pp.241-258
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• 2013

HRD professionals should be able to contribute to performance improvement by focusing on strategic business partner activities such as planning, organizational development, and organizational design. Taking a systems view is important in the development of strategy because simply offering specific interventions neither changes nor improves the fundamental systems of an organization. In order to guide the management of organizations as systems, HRD professionals need to not only deal with resistance to change in solution implementation but also identify quantifiable measures to judge the effectiveness of implemented solutions with partnerships with relevant stakeholders. HRD professionals are particularly required to play a critical role in aligning process goals, process design, and process management to improve performance. Adjusting human performance policies and practices to local cultural differences is also among the urgent tasks for HRD professionals.

• Journal of Service Research and Studies
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• v.10 no.1
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• pp.69-83
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• 2020

The purposes of this study is to identify the critical success factors for the 4th industrial revolution through literature review and to empirically evaluate the validity of these factors through questionnaires from executives engaging in the industries of the 4th industrial revolution. Literature review identifies leadership, change management, top management support, strategic fit, training, empowerment, teamwork, organizational culture, communication, and project management as ten critical success factors, Questionnaires were administered to CIOs and CEOs in the industries belong to the 4th industrial revolution. Response rate was 64.4% which shows quite high participation. Respondents rated strategic fit as the most important factor, followed by top management support, leadership, change management, project management, teamwork, communication, training, organizational culture, and empowerment. To successfully pursue the 4th industrial revolution, the followings are recommended. (1) detailed and refined execution strategy, (2) establishment of effective network among government, public companies, research institutes, universities, and industries, (3) strategic and long-term plan, (4) differentiated execution strategy from other countries and global cooperation system.