• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.781-790
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• 2021

The purpose of this study is to test empirically the effect of Islamic business ethics and market conditions on organizational performance in state-owned construction companies in Indonesia. Data collection in this study was conducted online and the total number of data used was 81 respondents, both directors, heads of departments, and managers (general and project). This study uses a partial least squares structural equation model (PLS-SEM) with a quantitative approach that aims to test hypotheses and relationships between variables, such as Islamic business ethics, market conditions, project management, organizational culture, competitive strategy, and organizational performance. This study shows Islamic business ethics has a significant direct effect on organizational performance. Market conditions do not have a direct significant effect on organizational performance. Meanwhile, the mediating variables of project management and competitive strategy have a significant direct effect on organizational performance. Organizational culture does not have a significant influence on organizational performance. Conversely, market conditions have a significant influence through the mediating variables of project management and competitive strategy on organizational performance. Besides, this study is an attempt to determine the impact of the criteria factors affecting the measurement of the performance of construction organizations in Indonesia in terms of the external environment and organizational structure.

• Journal of Korean Institute of Industrial Engineers
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• v.33 no.1
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• pp.11-25
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• 2007

Despite surging interests in analyzing business processes, there are few scientific approaches to analysis and redesign of organizational structures which can greatly affect the performance of business processes. This paper presents a method for deriving and analyzing organizational relations from process models using social network analysis techniques. Process models contain information on who performs which processes and activities, along with the assignment of organizational units such as departments and roles to related activities. To derive social relations between organizational units from process models, three types of metrics are formally defined: transfer of work metrics, subcontracting metrics, and cooperation metrics. By applying these metrics, various relations among organizational units can be derived and analyzed. To verify the proposed method and metrics, they are applied to standard process models of the semiconductor and electronic, and automotive industry in Korea. This paper presents a taxonomy for diagnosing organization structure based on the presented approach. The paper also discusses how to combine analyses in the taxonomy for redesign of organizational structures.

• The Korean Journal of Health Service Management
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• v.6 no.3
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• pp.39-52
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• 2012

Main purpose of this study is to provide some managerial suggestions for local small and medium-sized hospitals that are in poorer business environment than large hospitals such as university hospitals, in managing the manpower efficiently, improving business performance and enhancing competitiveness, by empirically investigating the relationship among competency, organizational structure and business performance. Major results are as follows: First, regression analysis for the effects of hospital competency on nonfinancial performance revealed that marketing competency, intangible resource competency and financial resource competency, in that order of importance, had significant influence on nonfinancial performance. Second, regarding the analysis of the effects of hospital competency on financial performance, financial resource competency, marketing competency and intangible resource competency, in that order of importance, significantly affected financial performance. Third, as for the moderating effect, significant result was obtained in an interaction between hospital competency and organizational structure. Financial resource competency had a positive significant impact on nonfinancial performance. However, it had negative significant impact on it by interactive effect with organizational structure.

• International conference on construction engineering and project management
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• 2013.01a
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• pp.94-102
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• 2013

The architecture, engineering and construction (AEC) industry is beginning to utilize Building Information Modeling (BIM), benefiting from the resulting improved visualization and productivity, better coordination of construction drawings, building documents that contain embedded links to virtual information, faster delivery, and lower costs. However, construction firms often face challenges when reorganizing their company structure to take full advantage of these benefits. This paper proposes an organizational structure that will enable engineering-construction firms to successfully adopt and implement BIM for major construction projects. A case study research method is utilized based on in-depth interviews with four BIM directors and vice presidents charged with BIM adoption, implementation and education. Organizational transformation challenges and recommendations are discussed in detail for those considering implementing BIM in the engineering-construction industry. Topics such as organizational changes in the firm, costs and benefits of BIM implementation, strategies of BIM implementation (execution) plan, BIM education, risks and opportunities associated with BIM, BIM software, contract methods, human resource management and new hires, and the future implementation and direction of BIM are discussed in detail.

• International Journal of Advanced Culture Technology
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• v.9 no.1
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• pp.52-57
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• 2021

Most internet companies in China are learning from Xiaomi Corporation's management model and to improving their organizational structures and human resource management practices. This study analyzed the development situation of Chinese Internet economy and the Internet thinking of Xiaomi which is a role model of Chinese Internet companies. In addition, we studied Xiaomi's organizational structure, human resource management, employee training, performance management and incentive system. In particular, Xiaomi's human resource management system has a great influence on the company's high performance and efficient service culture. Furthermore, the organization of Xiaomi is horizontally divided into three floors (7 key founders, department heads, and employees), each floor is managed by one founder. Xiaomi is interested in and considers not only the work of new employees, but also personal issues, and is concerned with the work of others in performance management and shares responsibility. Xiaomi adopts a unique and rational human resource management model, guaranteeing a lot of work autonomy for employees, and improving organizational performance.

• International Journal of Contents
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• v.7 no.4
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• pp.90-97
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• 2011

This study identifies how management theory and philosophy work in conjunction with and support one another as both are critical to understanding leadership concepts and viewing the design organization holistically in terms of organizational behavior and performance. This paper analyses data from an in-depth single-case study at management in interior design organization in Korea. Two new 'most efficient and effective way' to achieve the goals of the design organization has been launched. The first was organizational behavior and performance, and the second a needed new paradigm of management skills. Organizational culture affects organizational effectiveness in design because it can (a) provide an organization with a competitive advantage, (b) improve the way an organizational structure works, and (c) increase the motivation of designers to pursue organizational interests. Moreover, the result of research creates paradigm of thinking that how leaders in the design organization need to focus on innovative and strategic systems to gain competitive advantage and enter global markets; a key inter-organizational cooperation strategy to achieve a targeted goal.

• 한국디지털정책학회:학술대회논문집
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• 2004.05a
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• pp.383-400
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• 2004

Knowledge management is an essential part for gaining competitive advantage. The knowledge management system deals with information gathering, process, and implementation for the organizational performance advantage. The study integrates knowledge management in view of an internal organizational information processing structure and external strategic issue management system. This means that the coordination between internal systematic process and external scanning mechanism is essential for organizational success.

• Journal of Industrial Convergence
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• v.14 no.1
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• pp.27-37
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• 2016

I have done a case study on organization level based-organizational behavior textbooks published in Korea and USA. The objects are 'organizational behavior' by Su Yong Jung and 'organizational behavior' by Im Chang Hee in Korea, and 'organizational behavior' by Schermerhorn, Osborn, Uhl-Bien, & Hunt and 'organizational behavior' by Robbins, & Judge. The goal of this study is to identify the differences of the perspectives on the organization level based-organizational behavior between Korean and American textbooks. This research finding shows that it is valid to classify organizational behavior into such categories as organizational structure, organizational culture, and organizational change in the Korean textbooks for the better future study.

• The Journal of Society for e-Business Studies
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• v.10 no.1
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• pp.21-39
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• 2005

This paper focused on exploratory testing the organizational management area by examining conceptualized relationships between e-commerce usage type and organizational structure. The research model consists of three e-commerce usage type such as buy-side, internal, sell-side activities and four organizational structure dimensions like decentralization, specialization, formalization, and administration intensity. An interview and an e-mail survey of managers were used to obtain information on the variables relevant to e-commerce activities and organizational structure. The data resulted in response from 58 companies. Major findings of this research are summarized as follows: buyer related e-commerce activities is positively relate to the administrative intensity and the specialization, internal process is positively relate to the formalization, while customer related e-commerce is directly relate to the decentralization and the specialization in terms of organizational management.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.12
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• pp.293-308
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• 2020

This study aims to investigate the direct relationship between ownership structure, earnings manipulation, and organizational performance, and then examine the mediating effect of earnings manipulation in the relationship between ownership structure and organizational performance. This study collected and analyzed secondary data published in financial reports related to all insurance organizations listed in the Jordanian market during the study period (from 2009 until 2018). A panel data analysis was conducted, giving a total of 200 observations. The findings of this study concluded that ownership concentration, foreign ownership, and organization size affect organizational performance proxied by ROA, ROE, and EPS, more specifically, ownership concentration and organization size have a positive effect, whereas foreign ownership has a negative effect. At the same time, board of director ownership, organizational ownership, and CEO compensation did not affect organizational performance. Next, the board of director ownership, ownership concentration, foreign ownership, and CEO compensation affect earnings manipulation separately. In addition, earnings manipulation positively affects organizational performance proxied by ROA, ROE and EPS. This means that the higher the earnings manipulation is, the higher the organizational performance is. Finally, earnings manipulation mediates the relationship between ownership concentration and foreign ownership of ownership structure, and organizational performance.