• Journal of Construction Engineering and Project Management
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• v.5 no.3
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• pp.10-17
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• 2015

Consultant and owner play a very important role in the construction sector which is one of the main sectors in economic development. There are many stakeholders in a construction project including but not limited to: owner, consultant, contractor, subcontractor, and supplier. The consultant is the party who is to stay in close touch with the project owner, which both consultant and owner are considered as the main key stakeholders to make the project happen. It's not a simple task for a consultant to just implement the same style of management and control within various projects that are of a different background and character of owners. Thus, the adjusting plan management and control to the owner environment has been an essential technique to drive the project to success. The objective of this paper is to identify the significant management techniques for adjusting a plan of management and control to the owner environment in Thailand. The methodology is the identification throughout the analogous to abduction from literature review and our empirical observations of Future Engineering Consultants Co, Ltd. We have been in consultation for twenty-five years (25) in Thailand with 209 projects from both public and private owners. As a result, there are (1) Project management styles, (2) Personal style, (3) Owner expectation management, (4) Scope Management, (5) Time Management, (6) Cost Management, (7) Quality Management, and (8) Environmental Management. The input are: a clear defined goal, showing respect by giving good service, maintaining high quality, keeping in touch with owners, and resources. This would give the output of the project's success by meeting the owner's expectation and requirements.

• Journal of Arbitration Studies
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• v.14 no.2
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• pp.281-300
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• 2004

This paper is about a case on the arbitration of disputes between the parties of charter party. 'B' vessel owner on the original charter party first made a charter party with 'L' cargo owner on the original charter party. Then, 'B' entered into another charter party with 'D' vessel owner, who will actually take charge of carriage of the cargoes which is described on the original charter party. Therefore, 'B' is a carrier of cargoes of 'L' and 'D' is a carrier of cargoes of 'B', according to the contracts. The cargoes of 'B' is cargoes of 'L', by nature. In these circumstances, damages to the cargoes occurred in the transit by the vessel of 'D'. Who should take the responsibility for the damage of cargoes? Who must be liable for those, 'B' or 'D'？. According to the original charter party, 'L' signed 'as Charterers' and 'B' was the counterpart of 'L'. But 'B' signed as 'for and on behalf of 'B',' without 'as Owners'. Tribunal of arbitration award that 'B' should take the responsibility for the damage to the cargoes, because 'B' is the vessel owner. Although 'B' is a contract carrier, 'B' must bear the liability of transport of the cargoes. The counterpart of charterer, 'L' is 'B' who is presumed to be the vessel owner by the original charter party. 'D', actual carrier is not the privy of 'L', cargo owner. This case teach us that signature on the contract is the matter of great importance.

• Korean Journal of Agricultural Science
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• v.15 no.2
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• pp.174-180
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• 1988

Land reform in Korea was performed in 1949. The formation of owner farmers was the primary objective of land reform. But since land reform, the number of tenants has been increasing, and it reached to 65.7% of total farmhousehold by 1985. To analyze the productivity of tenant farming, 40 farmers in Kumnam, Yeongi Gun and Gongju Gun, Banpo, Chungnam Province, were selected as samples for the empirical analysis. The results of the empirical analysis are summarized as follows; 1. In plain area, tenants input 5% more labor, and 15% less capital than owner farmers. In mountain area, tenants input 15% more labor, and 4% more capital than owner farmers. 2. There is no difference in the output of rice between owner farmers and tenants in both area. 3. In plain area, the physical productivity of labor of owner farmers is 4.6 (kg/hour), and that of tenants is 4.4. And the physical productivity of labor of owner farmers in mountain area is 4.2, and that of tenants is 3.6. 4. The physical productivity of capital of owner farmers in plain area is 17.7(kg/1,000 won), and that of tenants is 20.6. In mountain area, the physical productivity of capital of owner farmers is 18.8, and that of tenants is 17.9.

• Journal of Venture Innovation
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• v.1 no.1
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• pp.99-112
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• 2018

This study focused the effect of small business owner's competencies on business performance. Especially mediating effect of professional education between independent variables and dependent variables. As a result of statistical analysis, 3 hypothesis were accepted and 1 hypothesis was rejected. H1. The relationship between small business owner's managerial competencies and business performance was positive. H2. The relationship between small business owner's technological competencies and business performance was not valid. H3. Professional education was mediating effect between small business owner's competencies and financial performance. H4. Professional education was mediating effect between small business owner's competencies and non-financial performance. This study founded professional education was mediating effect, especially partial mediating effect between small business owner's competencies and financial performance, non-financial performance. This study provided logical background on government support of small business owner's professional education and small business owner's spontaneous participation in professional educations

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2006.11a
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• pp.117-122
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• 2006

In spite of various approaching method to satisfy with the owner's requirements in schematic design phase, it is insufficient to evaluate intermediate process of design arithmetically with participating in design process. So the numerous changes of design after completion of design development cause a lot of loss to the design company. The designer arranges owner's requirements to prevent from this loss at the initial stage of schematic design phase systematically and lets owner and stakeholder to evaluate the value of schematic design to satisfy with owner's and stakeholder's requirements. If the evaluated value for schematic design is above a definite value index, the next design phase should be advanced. By this method, the design company can reduce the additional expenses remarkably by preventing with re-design which is occurred by not reflecting owner's intention or by changing owner's intention. Also the designer have the owner to evaluate the result of design and construction. The designer let the owner know whether the owner's requirement should well have been reflected on drawing or not. There is a strong point to be able to minimize the criticism which can be occurred after completion of construction by evaluating for owner's satisfactory degree and by having owner and designer confirm the result of design and construction arithmetically. This paper presents that the loss of design company can be minimized by going over at next step if the value is over a definite value index after evaluating value for each design from design process.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.754-757
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• 2005

Construction firms attempt to improve project performance by adopting technology. However, the advantages gained from technology utilization are still not clear. Lack of information regarding technology benefits has resulted in industry reluctance to implement new technology. Therefore, there are needs for studies that quantify the impacts of technology utilization on project performance. An industry-wide survey was used to collect project data from 70 capital facility projects on the issue of technology usage and project owner satisfaction parameter. This paper reports on integration/automation technology usage in the Taiwanese construction industry and associated impacts on project owner satisfaction. In addition, integration and automation technology findings are presented by project phase. The analyses indicate that projects with owner satisfaction have, on average, higher levels of technology utilization than projects with owner dissatisfaction for all technology usage metrics analyzed.

• Korean Journal of Construction Engineering and Management
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• v.10 no.1
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• pp.146-155
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• 2009

In the construction industry, success or failure depends on the capability and role of the project owner's organization, which has an effect on the peoples' lives and national finance because of a lot of involvement from the project owner. Therefore, it is required that the project owner has the sufficient capability for the success of relevant industry and the further development of whole industry. Therefore, at the viewpoint of successful accomplishment of the construction industry, systematic and in-depth research that defines and evaluates the capability of the project owner's organization is necessary. As-Is and To-Be competency can be measured by the individual areas and elements through the survey. By evaluating these capabilities simultaneously, it is possible to assume not only the project owner's organizational competency but also constant other capabilities. It is become to make plans for strengthening the capabilities and to establish the strategy, by catching which capabilities are really necessary. It will result in positive effects on improving the capabilities of the project owner's organizational competency.

• Korean Journal of Construction Engineering and Management
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• v.20 no.1
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• pp.96-104
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• 2019

Recently, projects are being actively promoted to develop a new residential district centered around the metropolitan area, or to redevelop the residential area that was established long ago as unplanned land development. In this residential area, the owner can directly construct the building, and the way the building owner builds the residential house is called the direct construction of the owner. If the owner has the construction management (CM) capability while conducting direct management of the owner, the direct construction can be carried out by the CM method. This type of construction is called Owner-CM delivery method. However, it is very rare for small-scale construction in Korea to be implemented by the Owner-CM method. This may be due to the lack of knowledge and experience about the CM of the owner. In this study, we investigated the actual cases of the scheduling for the residential houses of similar size which were built at the same time in the residential housing complex developed near the metropolitan area. The purpose of this study is to derive the success factors of the scheduling in the small-scale construction from the cases carried out by the Owner-CM method. These success factors of the scheduling can be used as meaningful reference for the owners who want to build their own house in the future.

• The Journal of Fisheries Business Administration
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• v.18 no.1
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• pp.37-57
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• 1987

This article discussed the characteristics of several Pareto-optimal incentive contracts between owner and labor, more specifically, four situations: reporting output jointly observable by labor ana owner; reporting both output and effort; incorporating other endogenous elements (like capital) that affect the production process and Pareto-optimal fee schedules; and ascertaining the effects of private pre-decision information private- decision information, and per-contact informational asymmetries. Also presented were several extensions of the basic contractual model, and the different components of agency costs associated with labor-owner contractual relations. In a single-period model, the agency problem exists because the uncertainty prevents the owner from using the cash flow to determine unambiguously the labor's action. Holmstrom(1979) suggests that "when the same situation repeats itself over time, the effects of uncertainty tend to be reduced and dystunctional behavior is more accurately revealed, thus alleviating the problem of moral hazard. " Under these conditions, if the labor selects the first-best level of effect in each period, the cash flow will be independent and identically distributed over time. As the number of periods increases, the variance of the labows average output, if he selects the first-best level of effort in each period, gets smaller. Note that for this diversification effect to occur, it is necessary that the owner evaluate the labor's effort over the entire history of his employment, rather than evaluate each period's performance separately. Radner(1980) and Rubinstein and Yaari(1980) consider the extreme case in which there are an infinite number of observations. They show that the owner can eventually detect and systematic shirking on the part of the labor by comparing the labor's average output with what would be expected if the labor had been selecting the first-best level of effort in each period. In a dynamic model with incentive problems we have demonstrated that the labor's second-period compensation will depend on his first-period performance. This allows the owner to diversify away some of the uncertainty surrounding the labor's actions. In addition, this allows the owner to smooth the labor's income over time by spreading the risk of the first-period outcome over both periods. At least some unexplored avenves in this area invite future accounting research: situations where owner has different incompatible objectives and negotiates a contract with labor; circumstances in which owner deals with multiple objectives and negotiates contracts with several labors simultaneously; the value of costly accounting information systems and communication in establishing, Pareto-optimal incentive contracts, and the value and effects of inside information, Thorough theoretical or empirical research on each of these topics not only would increase our knowledge about the role and significance of accounting information but could also provide explanations of the inherent differences among various organizations and in their economic behavior. behavior.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.388-393
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• 2003

Since the Construction Management(CM) was introduced into the Korea construction industry, the efforts for acceleration of CM adaption have been continued. The fact that an owner organization has the essential key to successful application of CM delivery method is true, but there has been no study on owner's organization. An owner should decide their organization type and measure their current needs of each CM business functions for successful application of CM. After the needs of CM business functions are measured, the owner should reinforce their required business functions through strengthening their in-house capability or outsourcing. Thus, this paper defines four kinds of owner organization type and suggest the form for evaluation of owner's CM ability and analyze about needs of each type's CM ability through making up question.