• 품질경영학회지
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• 제30권3호
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• pp.203-236
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• 2002

Environmental Performance Evaluation(EPE) is a key process of Corporate Environmental Management. This paper presents the results of an empirical survey on the status of current practices in EPE of Korean firms. Based on a corporate environmental management(CEM) model, which is initially developed by Hibbitt and Kamp-Roelands(2001) and modified in terms of EPE, the survey is peformed on the population of Korean firms, which are composed of firms certified as "environmentally friendly" by Korean government and/or certified under Is014001, and compares its results with those of Europe's. Although the relatively low response rate and some methodological limitations makes us be cautious about the interpretation, the results shows many interesting aspects of the current states of Korean firms' EPE practices. That is, the levels of EPE implementation in the environmentally-leading companies of Korea are almost the same as that of European companies, I. e., in the-final-part-of-developing-stage (3rd stage) level of the CEM model. It is also shown that as In Europe's case, Korean firms are also moving slower in external relationships than in internal control and management, are more developed in the parameters like environmental policy, Internal control, Information system, which are requirements of certification under Is014001, than in parameters like life cycle analysis and full cost accounting, which requires more research efforts, etc.orts, etc.

• 국제학술발표논문집
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• The 3th International Conference on Construction Engineering and Project Management
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• pp.566-572
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• 2009

Turn-key and CMF(CM for Fee) have been selected as procurement paths of large public projects in Korea. However, recently, researches and discussions on CMR(CM at Risk) have been popular as the Korean government seeks for alternative procurement paths to enhance the performance. In the CMR projects, the part who is responsible for construction management should predict and control the potential risks for guaranteeing benefits. In this paper, CMR projects in which a general contractor plays the role as CMr is mainly analyzed. We give attentions to risk management during construction process given that subcontractors, main parts in this phase, work in various ways and thus more chances for faults exist. In this case, for the general contractor, to recognize potential risks in previous to start construction works of subcontractor by means of virtual design and construction (VDC) must be essential to this end. The case study of practices on VDC in U.S in which CMR has been introduced can provide considerable aspects to implement it in Korea.

• 벤처창업연구
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• 제7권3호
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• pp.151-159
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• 2012

연구는 음식업 분야의 창업자들의 창업 요인, 제품/서비스 수준, 그리고 경영 성과의 관련성을 파악하기 위하여 실증분석을 수행하였다. 그러나 본 연구는 조사대상 업소의 선정과 측정은 전국에 분포하고 있는 전 업종을 대상으로 진행되어야하나, 강원도 지역으로 한정한 점과 창업 요인을 네 가지 요인으로 제한 점, 그리고 경영 성과를 다른 재무적 성과 지표를 제외시키고 순이익 증가와 고객 증가만을 측정하였다는 한계를 지닌다. 다음 연구에서는 설문에 의한 실증분석과 병행하여 산업 분야별 특성을 고려한 객관성이 있는 연구를 위해서는 성공적이라고 평가되는 대상군과 성공적이지 못한 대상군을 대상으로 한 심층적인 사례연구도 필요할 것이다.

• 품질경영학회지
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• 제46권1호
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• pp.153-168
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• 2018

Purpose: The balanced scorecard (BSC) has been adopted to evaluate factors affecting performances in organizational dealer marketing in Chinese cosmetics market. Four performance measures in BSC: learning & growth, internal business processes, customer performance, and financial performance are employed in our empirical study. Methods: We conducted surveys of dealers in a Chinese cosmetics company and used total 463 samples for analysis. Confirmatory factor analysis and structural equation model analysis were employed using AMOS 20.0. Results: This study found that internal business process had a positive relation with customer performance and learning and growth. Also, customer performance and learning & growth positively affected financial performances. Conclusion: This study has some academic and practical contributions in that the revised BSC model reflects the special aspects of Chinese cosmetics market and it can be used as a guide for companies in the Chinese cosmetics market to understand which factors are affecting performances.

• The Journal of Asian Finance, Economics and Business
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• 제7권2호
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• pp.237-247
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• 2020

This study explored the impact of interactional justice on supply-chain collaboration and sustainable supply-chain performance. Accordingly, it classified interactional justice of supply-chain management (SCM) into interpersonal and informational justice, and empirically classified the effects of these subordinate concepts on supply-chain collaboration and sustainable supply-chain performance. To this end, 700 questionnaires were distributed, and 201 final valid responses were used for the statistical analysis which revealed the significant positive influence of interpersonal justice on informational justice. This indicates that courtesy, respect, and proper words are important in the relationship between buyers and sellers. Both interpersonal and informational justice had a significant positive relationship with supply-chain collaboration. The results suggest that a fair-trade environment should be cultivated to encourage and facilitate seller-buyer collaboration. Lastly, supply-chain collaboration had a positive influence on sustainable supply-chain performance. This implies that if justice is not perceived in the seller-buyer relationship, collaboration can be hindered, which negatively impacts corporate performance. These findings also helped to understand the importance of interactional justice and to propose a new relationship between interpersonal and informational justice.

• The Journal of Asian Finance, Economics and Business
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• 제8권4호
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• pp.307-315
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• 2021

The study aims to investigate the relationship between innovation activities and business process performance in higher education institution (hereinafter referred to as "HEI") context. The data was collected using a survey and later analyzed through Partial Least Squares Structural Equation Modelling (PLSSEM) and SmartPLS software. A total of 50 questionnaires were submitted from respondents representing vocational study program management located in Makassar, Indonesia. The findings show that two hypotheses discussed in this study fit the empirical data. Specifically, the results show that there is a positive relationship between innovation activities and business process performance, involving two types of innovation activities, which are exploration activities and exploitation activities, within HEIs. Explorative activity is firmly related to exploitative activity, which furthermore links to business process performance within the HEIs observed. The results confirm that exploration activity can stimulate and lead the HEIs management to generate exploitation activity. For instance, capabilities to absorb knowledge from the external institution may lead this institution to generate advanced academic processes, as well as more efficient and effective managerial processes. The study also signifies ambidexterity capacity, suggesting that it may lead HEIs management to formulate proper strategies in achieving better performance and gaining competitive advantage.

• The Journal of Asian Finance, Economics and Business
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• 제8권8호
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• pp.127-135
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• 2021

This study aims to examine the impact of accessing industrial factors in enhancing business performance with special reference to Muslim women entrepreneurs in Sri Lanka. Industrial factors are industrial resources available to Muslim women entrepreneurs in Sri Lanka and it was measured using the dimensions of resource accessibility and government and non-governmental support. A structured questionnaire was used to collect data from 260 women entrepreneurs from the Muslim community who are registered with the chamber of commerce in the three districts of the Eastern province of Sri Lanka, using a simple random sampling technique. Structural Equation Modeling with AMOS was used as the data analysis technique. The structural model showed that resource accessibility had a significant and positive relationship with business performance, whereas government and non-governmental support did not significantly influence business performance. Especially, Muslim women entrepreneurs in Sri Lanka do not show interest in getting support such as finance, training, and other necessities from government and non-government organizations as well as business development support agencies. Trade chambers and decision-making authorities may use this finding to gain insights and develop strategies to enhance the business performance of women entrepreneurs.

• 지식경영연구
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• 제6권1호
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• pp.105-122
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• 2005

The LG Electronics case shows the process whereby an organization evolves as a learning organization through the integration of e-learning and knowledge management. In other words, it shows the process whereby e-learning is recognized as an important means of solving a problem concerning actual worksite operations, as it became one of the daily activities in the organization. In terms of organizational learning, this process points to the fact that e-learning is emerging as the fastest and most effective means of transferring the internally shared value of a company. Recently, advanced corporations and organizations have been endeavoring to boost their internal and external customer satisfaction and customer loyalty, paving the way for changes in their organizational cultures, and establishing learning organizations through e-learning. Therefore, from an advanced viewpoint, e-learning within a company is not a simple system of transferring educational contents, but is a knowledge portal concept connected with knowledge management. To achieve this end, the organization is required to undergo changes that is, it should make the acquisition of learning possible through e-learning and a knowledge management system (KMS) in order to improve corporate performance. Since LG Electronics is utilizing e-learning as a strategic means to change the paradigm of corporate education, and, in particular, is attempting to integrate this with knowledge management, insights that will facilitate the understanding of the core success factors in and challenges to the integration of knowledge management and e-learning can be obtained through this case.

• 대한안전경영과학회지
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• 제14권1호
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• pp.189-200
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• 2012

Many companies have endeavored to build a quality cost management system in order to be more productive business organization. This study shows the detail procedures of constructing a quality cost management system which is believed to be appropriate for their business system. That is, the method to calculate the quality cost and the linking logic between the quality improvement and its financial impact are explained based on a particular industry case. In this sense, the changes of business performance measures such as market share, customer satisfaction, etc. were analyzed in the longitudinal perspective for the consecutive 4 years (2003~2006). As the quantitative results of this study, the improvement activities based on the quality cost management system resulted in the 32% reduction of quality cost and the 121% increase of business profit, compared 2005 with 2006. In the qualitative perspective, the successive practice of quality cost reduction and the job information sharing in business unit were obtained by providing the best practices and bench-marking cases. Finally, the customer satisfaction has increased so that the customer-friendly management system has been accomplished. With these efforts, the 3.4% increase of the market share and the 3% increase of the customer satisfaction were obtained in 2005. As the future study, the current study can be extended to the concept of COPQ (cost of poor quality) which focuses on the hidden quality cost of the whole business activities. Such extension of analysis will help us understand the wider role of a quality cost management system in the business.

• 대한안전경영과학회지
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• 제15권3호
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• pp.151-161
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• 2013

This paper proposes a strategic model of linkage between productivity metrics and financial accounting metrics to properly evaluate the financial effect of TPM activities and the business performance. This linkage strategy provides a connection tool for clear communication between factory-level and headquarters that the metrics proposed by this paper ultimately improves a quality of support from the management by receiving the factors required for productivity activities in the practical field. This factor includes such as equipment, raw materials and labors. Here, we propose that chain reaction models using break down structure of productivity metrics and financial metrics enhance the knowledge sharing of KPI (Key Performance Indicator) which generally tend to create oversimplified communication between management in headquarters and employees in the practical fields. The productivity metrics include OEE(Overall Equipment Effectiveness) of TPM (Total Productive Maintenance), OLE (Overall Labor Effectiveness) of PAC(Performance and Analysis and Control) activities, and OYE (Overall Yield Effectiveness) of TMM(Total Material Management) activities. The financial accounting metrics include ROE(Return on Equity), ROA(Return on Asset), and AVR(Added-Value Rate). The suggested chain reaction model selects the financial metrics as initial stage and branch down until final stage of productivity metrics. When demand exceeds supply, an ideal speed rate, the lean OEE strategy can be initially applied to reduce the gap between the demand and supply, then apply variable costing to estimate correct amount of operating profit. In addition, the paper presents a new type of model for linkage between financial accounting metrics including CAPEX(Capital Expenditure), OPEX(Operating Expenditure), EVA(Economic Added Value), DCL(Degree of Combined Leverage), and TPM productivity activities including AM(Autonomous Maintenance), PM(Preventive Maintenance), MP(Maintenance Prevention) and QM(Quality Maintenance). In order to support the evidence of proposed linkage strategy, a case analysis on 52 projects from national TPM contest from 2011 to 2012 is analyzed. The case presents the classification of CAPEX and OPEX activities from TPM, and proposes the correct implementation of financial effect for TPM projects.