• Knowledge Management Research
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• v.7 no.2
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• pp.69-96
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• 2006

The purpose of this study is to find success factors of knowledge management in Korean firms, confirm them empirically, and verify their relative importance in terms of company size and industry type. The major studies on the knowledge management were deliberately selected and interpretively analyzed to find the success factors of Korean firms. As a result of the analysis, five success factors(top management's will, evaluation reward, organizational culture, knowledge management system, organizational structure) have been found. The empirical researches to make certain whether the above five factors derived are actually true or not have been separately performed by using questionnaire method. Based on the data collected, it is found that all five factors are significant. The degree of relative importance among the success factors of knowledge management in Korean firms has been found as: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v)organizational structure. In company size, large firm's degree of relative importance among the success factors are: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v) organizational structure. And medium-small firm's degree of relative importance among the success factors of knowledge management in Korean firms has been found as: (i)top management's will, (ii)organizational culture, (iii) evaluation-reward, (iv)knowledge management system, (v)organizational structure. Finally, in type of industry, manufactural firm's degree of relative importance among the success factors of knowledge management in Korean firms has been found as: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v)organizational structure. And non-manufactural firm's degree of relative importance among the success factors of knowledge management in Korean firms are: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v)organizational structure.

• Journal of Korean Society for Quality Management
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• v.44 no.3
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• pp.639-648
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• 2016

Purpose: Existing precedent studies include success factors of individual management innovation activities constantly. However, those studies have limitations about the common key success factors of individual management innovation activities. Methods: For this study, we investigate the key success factors using literature research of the most typical management innovation activities adopted and implemented by many companies in Korea, such as 6sigma, TQM, Lean 6sigma, ERP, TPM, BPR, Project Management, System Engineering. Factors emerging repeatedly was combined into common factors and inherent factors that are necessary for the success of individual management innovation activities are designated to essential factors. Results: 'Essential factors for Six Sigma' consist of 5 items. Black belt operating system, personnel management system linkage, the correct management of the data, perform improvement projects associated with financial performance financial result, linked to financial performance improvement project, project progress management. 'Essential factors of TQM' are arranged 4 items. Quality team's independence and role, goal-setting, Quality Information System, corporate's philosophy of quality first. 'Essential factors of Lean Six Sigma' are the selection of value stream which is based on the customer needs and the value creation and identify the project based on the selected value in the company. 'Essential factors of ERP' are investigated 6 items. Ongoing system maintenance and upgrades, the measurement and support of user satisfaction, the operating systems and the policies for the maintenance, IT infrastructure, change adaption condition monitoring, focusing on improving business performance. 'Essential factors for TPM' are arranged 4 items. Motivated and energetic Bottom-Up, CEO's recognition of the importance facility management, long-term perspective of necessity and ongoing patience. 'Essential factors for BPR' are the pursuit of change process and the staff's sense of crisis management. 'Essential factors for Project Management' are the strategy that reduce the risk management skills through risk management and the understanding and organized management for the project participant's needs. 'Essential factors for System Engineering' consist of 2 items. The first is the design for the best balanced system with pre-analysis about the compromise the cost, schedule and the performance. The second is the analysis of large problem into small problems which can solved. We have found the solution considering components of the interface through the systematic perspective. Conclusion: Common factors and essential factors presented in this study will properly help to introduce the individual management innovation activities for the each business sector and implement management innovation. After this study, new literature research that reflect new studies should accomplish steadily.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2010.05b
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• pp.85-89
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• 2010

The propose of this research is derive project management factors and evaluate its decision weight in LNG plant EPC phases. In order to research, we studied the demestic and international research trend and analysed expert opinions. Initially we derived nine project management factors in each phase of EPC. Elicited factors in research are project management, design management, cost management, time management, contract and craim management, safety management, environment management, and risk management. Then, we evaluated the weight of project management factors with expert survey method and elicitated. Finally, The remarkable points in the result are that key management factors of EPC project are project management and risk management.

• Knowledge Management Research
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• v.6 no.2
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• pp.47-68
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• 2005

The Purpose of this study is to identify relationships between knowledge management performances and such Influence factors of knowledge Management as information technology, knowledge management process, culture & people, strategy & Leadership in Small and Medium-sized Enterprises. In order to test hypotheses, we collected data from 498 SME's employees, then analysed them by SPSSWIN. This results showed as follows; 1. All Influence factors of knowledge Management( information technology, knowledge management process, culture & people, strategy & Leadership) are to advance individual task effectiveness and organization effectiveness significantly. 2. Such Influence factors of knowledge Management as information technology, knowledge management process, culture & people are to improve business efficiency between the company. But strategy & leadership factor is not significant. 3. Influence factors of knowledge Management are different between knowledge performace factors such ac individual task effectiveness, organization effectiveness, and business efficiency between company.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.309-315
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• 2021

Risks and uncertainty are unavoidable problems in management of projects. Therefore, project managers should not only prevent risks, but also have to respond and manage them. Risk management has become a critical interest subject in the construction industry for both practitioners and researchers. This paper presents critical risk factors of office building projects in the construction phase in Ho Chi Minh City, Vietnam. Data was collected through a questionnaire survey based on the likelihood and consequence level of risk factors. These factors fell into five groups: (i) financial risk factors; (ii) management risk factors; (iii) schedule risk factors; (iv) construction risk factors; and (v) environment risk factors. The research results showed that critical factors affecting office building projects are natural (i.e., prolonged rain, storms, climate effects) and human-made issues (i.e., soil instability, safety behaviors, owner's design change) and the schedule-related risk factors contributed to the most significant risks for office buildings projects in the construction phase in Ho Chi Minh City. They give construction management and project management practitioners a new perspective on risks and risk management of office buildings projects in Ho Chi Minh City and are proactive in the awareness, response, and management of risk factors comprehensively.

• Journal of the Korean Home Economics Association
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• v.28 no.4
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• pp.155-176
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• 1990

The purpose of this study is to investigate the influential factors to home management ability of mothers and their unmarried daughters through researching the relationship of their home management ability. It would provide the basic data for the direction of Home Economics Education. The subjects were 653, from 20 to 30 years of unmarried women and their mothers in Chonbuk province. The questionaire was used to measure their Home Management ability. The measured areas were planing, creativity, consumption management, housework, evaluation, and human relation. The question items were respectively 6 and totally 36. Spss was used for the statistic. Frequency, Percentage, Means, Standard Deviation were used for general understanding. For data analysis, F-test, Pearson Product-moment Correlation, Duncan's Multiple Range Test, Stepwise Multi-regression Analysis were used. Lastly, the research pattern was examined by Path Analysis. The results were as follows. 1. The importnat influential factors to mother's home management ability were their schooling level and their perceived socio-economic status among the general factors(age, shooling level, perceived socio-economic status) and the family atmosphere factors(monthly income, family type). 2. The important influential factors of unmarried daughter's home management ability were the monthly income of their family and the socio-economic status perceived by them, among their mother's general factors, family atmohphere factors, their own general factors(age, schooling level, perceived socio-economics status, occupation, growing place). 3. The influence of mother's home management ability on unmarried daughter's home management ability was much more remarkable than mother's general factors, family atmosphere factors and unmarried daughter's general factors.

• Safety and Health at Work
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• v.9 no.1
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• pp.115-124
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• 2018

Background: Substantial empirical research has shown conflicting results regarding the influence of organizational external factors on construction risk management, suggesting the necessity to introduce a moderator into the study. The present research confirmed whether rules and regulations matter on the relationships between organizational external factors and construction risk management. Methods: Based on discouragement and organizational control theory, this research examined the effects of organizational external factors and rules and regulations on construction risk management among 238 employees operating in construction companies in Abuja and Lagos, Nigeria. A personally administered questionnaire was used to acquire the data. The data were analyzed using partial least squares structural equation modeling. Results: A significant positive relationship between organizational external factors and construction risk management was asserted. This study also found a significant positive relationship between rules and regulations and construction risk management. As anticipated, rules and regulations were found to moderate the relationship between organizational external factors and construction risk management, with a significant positive result. Similarly, a significant interaction effect was also found between rules and regulations and organizational external factors. Implications of the research from a Nigerian point of view have also been discussed. Conclusion: Political, economy, and technology factors helped the construction companies to reduce the chance of risk occurrence during the construction activities. Rules and regulations also helped to lessen the rate of accidents involving construction workers as well as the duration of the projects. Similarly, the influence of the organizational external factors with rules and regulations on construction risk management has proven that most of the construction companies that implement the aforementioned factors have the chance to deliver their projects within the stipulated time, cost, and qualities, which can be used as a yardstick to measure a good project.

• Journal of the Korea Safety Management & Science
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• v.13 no.4
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• pp.81-89
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• 2011

The purpose of this study is to understand the safety factors of the public transportation and recommend the experimental factors of customer satisfaction. The survey consist of 28 questions of 5 factors about users characteristics on roads, railways, ships, and flights. As a result of multiple regression analysis, we knew that there are three potential factors affecting customer satisfaction. The Factors are named 'expected', 'attitude', 'management', and the variable of factors affect customer satisfaction significantly. Therefore, it is good strategy for effective working to improve customer satisfaction that maintain attitude with safety minds, try to specialized management, and creating expectation for safety considering the difference by the type of public transportation. After considering the meaningful result, for the development of policies for customer satisfaction for safety, we have to consider expected, attitude, and management factors of workers and officials that influence customer safety and try to improve the managerial factors considering the characteristics of their own.

• Knowledge Management Research
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• v.9 no.2
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• pp.147-167
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• 2008

This paper aims to explore the success factors of knowledge management in the perspectives of knowledge management integration into operations and to examine the effect of those factors on the knowledge management performance of individual users and organizations in order to link knowledge management performances to operational performances. I found two factors such as "knowledge management integration into operation processes" and "knowledge management integration into application systems" and their measures by means of literature review and modified Delphi research. Exploratory and confirmatory factor analysis confirmed that those two factors and their measures are statistically valid. Besides, the structural equation modeling analysis showed that the relationship between "knowledge management integration into operation processes" and "individual user's performance on knowledge management" and the relationship between "individual user's performance of knowledge managemen" and "organizational performance of knowledge management" are significant.

• Journal of Korea Society of Digital Industry and Information Management
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• v.8 no.4
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• pp.245-261
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• 2012

This study thus set out to empirically analyze connections between the success factors of marketing and management performance in the silver industry. For that purpose, the investigator analyzed relations between independent variables, which include such success factors of marketing as market segmentation, product mix, customer relational management, brand asset, price strategy, and marketing information system, and dependent ones, which include financial and non-financial management performance. Those results partially support the hypothesis that the six success factors of marketing set in the study have effects on financial and non-financial management performance in the silver industry. Customer relational management had the biggest influence, being followed by brand asset and price strategy in the order. Those results indicate that companies need to consider customer relational management, brand asset, and price strategy before other success factors of marketing to achieve financial and non-financial management performance in the silver industry.