• Journal of Construction Engineering and Project Management
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• v.1 no.2
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• pp.18-27
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• 2011

Egyptian construction firms (ECF) started recently to adopt quality management system (QMS) as a way to develop and improve their performance as previous studies have shown. However, considering all the firm's aspects in a competitive way is a crucial process for the ECF's culture. This research is trying to indicate the role of the QMS implementation in measuring performance (MP) through developing a model for measuring performance at the organizational level, and to explore its impact on the organizations that adopt QMS. This model is based on specific elements and their related indicators which have been derived from national approaches and models of MP. This model determines the performance level (PL) of the organization that is measured by means of a point system. Weights of the elements in the point system considered both the elements' importance in the international models and its real practice in the ECFs. This model has been validated using another questionnaire and the majority of surveyed experts agreed that the proposed model can be applied effectively.

• 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 the Korean Operations Research and Management Science Society
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• v.28 no.4
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• pp.61-84
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• 2003

This study empirically examined the impact of national culture on the amount of information provided by management accounting information systems (MAIS). Two very different cultures, the Korean and Australian cultures, were considered in our study The results showed that the much more flexibility performance information is provided in Korean firms, while the amount of quality performance information and traditional cost control information (TCCI) produced in Australian firms is much more than in Korean firms. However, it was found that in the amount of financial performance information and advanced cost control information (ACCI), there exist no significant differences between Korean firms and Australian firms. We also investigated the effect of the three-way interactions among national culture, level of advanced manufacturing technology (AMT), and information on production performance. The results of this study revealed a significant impact of three-way interactions on the improvement of production performance. In conclusion, we suggest that under high levels of AMT, Korean firms need a large amount of information-based MAIS, while Australian firms require the ACCI and nonfinancial performance information-oriented MAIS.

• Proceedings of the Korea Society for Industrial Systems Conference
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• 1997.11a
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• pp.303-320
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• 1997

In A institute, project managers present quarterly project performance report according to institute's law. In quarterly project performance report, progress of project performance and budget expended should be written. Progress of project performance and progress of budget expended are key management factors in A institute. Because financial database system Is already constructed, progress of budget expended is got from information system. But the progress of project performance that project manager estimate subjectively can not be judged of its correctness because there is not project management information system that is able to calculate the progress of project performance systematically. In this study, we present the project management system assign all activities to every project participator according to their work share rate using WBS(Work Breakdown Structure) and calculate the progress of project performance systematically Also we construct project management information system for above project management system implementing.

• Information Systems Review
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• v.9 no.2
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• pp.189-207
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• 2007

The importance of IT service management to improve the effectiveness and efficiency of IT outsourcing practices or performance has been emphasized in the fields. Accordingly, several methodologies of IT service management have been adopted in a fashion. This case based research tries to analyze the effects of ITIL-based IT service management practice in a company on IT outsourcing performance. The case analysis shows that ITIL-based service management influences systems quality, information quality, and service quality in direct manner. But it does not influence systems use and systems satisfaction in a meaningful way. This study would help IT service managers construct IT service environment which improves the performance of IT outsourcing service delivery and also researchers set up research proposition in a concise way in the future.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.1446-1452
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• 2009

This study is designed to examine the current status of the performance warranty systems for asphalt pavements implemented in Europe, USA, and Japan, and to review the feasibility and possibility of introducing this system into the Korean environment. For such objectives, the concept and necessity of performance warranty and the status of Korean contracting systems and overseas performance warranty systems were evaluated. In particular, the bidding systems, performance guarantee systems, and maintenance work inclusion status in the projects and warranty specifications of Europe, USA and Japan were comparatively evaluated. And methods of introducing the performance warranty system by utilizing defects liability system and design-build contracts of Korea were suggested.

• Industrial Engineering and Management Systems
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• v.7 no.3
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• pp.214-227
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• 2008

Today's dynamic competitiveness requires an organization to improve its performance measurement and management. Quality Management Systems (QMS) abound, the main ones being: ISO series, Malcolm Baldridge National Quality Award (MBNQA), European Forum for Quality Management (EFQM), Six Sigma Business Scorecard and the Balanced Scorecard. Based on the literature, the IPMMM (Integrated Performance Measurement and Management Model) identified 7 key synthesized factors: leadership, strategy management and policy, customer and market, learning and growth, partnership and resources, internal processes and business results that are employed to investigate the key performance indicators of a car assembler using the Delphi methodology. In the 2 rounds of Delphi panels consisting of 20 senior management personnel, the $1^{st}$ round of 198 indicators in the IPMMM yielded 90 indicators. The $2^{nd}$ round yielded 43 performance indicators with 18 rated as critical based on the % assigned in the $1^{st}$ and $2^{nd}$ priority rating of "very important factor" and "key performance indicator" that must be ranked high on both of the priorities. The very critical indicators appeared to be: defect percentage and first time capability (tie in $1^{st}$ place) and revenue, goal setting, customer satisfaction index, on-time delivery, brand image, return on investment, Claim Occurrence Ratio, and debt being ranked from $3^{rd}$ to $10^{th}$. It can be surmised that an organization can identify and develop an appropriate set of performance indicators through the Delphi methodology and implement and manage them based on the Balanced Scorecard.

• Proceedings of the Safety Management and Science Conference
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• 2005.05a
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• pp.59-64
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• 2005

Information systems introduction and application are increasing suddenly from the enterprises while approaching the information age. It requires to manage the IS performance and understand quality of information systems for obtaining the competitive power of the enterprise through IS. Six Sigma is widely recognized today as a process improvement methodology that can cut costs and eliminate defects in information industry as well as manufacturing processes. This study provides a framework for managing performance of information systems which are used to obtain competitive advantage.

• Korean Management Science Review
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• v.18 no.1
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• pp.89-105
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• 2001

The performance of Cellular Manufacturing (CM) systems has been rigorously investigated during the last two decades, but the extent of empirical research on CM is limited. A major objective of this study is to examine the relationship between critical success factors, employees' implementation attitudes and performance of CM systems. Two hypothesis were formulated &d Tested: (1) The impact of critical success factors on performance and to what extent does certain critical success factors correlate with performance\ulcorner (2) How does the relationship between critical success factors and performance differ by employees' implementation attitudes\ulcorner Results from the study provide partial support for relationship between critical success factors (infrastructure, organizational immersion, autonomous management) and performance. The results also show that differences in performance of organizations grouped by degree of employees' attitudes could be found.

• Journal of Korean Society for Quality Management
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• v.28 no.2
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• pp.89-102
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• 2000

Many organizations have developed their own traditional quality information systems. But, they think of it as one of the functional information systems not as a company-wide decision support information systems. A study on traditional quality information systems(QIS) has been conducted and a new conceptual framework of quality information system is proposed in this paper. In order to support enterprise wide total quality management aggressively, a new conceptual framework, named quality management support information system(QMSIS) is developed and proposed. This framework is based upon Malcolm Baldrige National Quality Award(MBNQA) model integrates management information system approach and traditional quality information system concept. In this model, organizational performance and process performance can be monitored to support managers , decision making about organizational quality management activities.