• Smart Media Journal
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• v.9 no.2
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• pp.78-85
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• 2020

This study aims to clarify the impact of environmental issues on sustainable environmental management performance through the establishment of internal and external networks and environmental management activities. As a result of analyzing 163 final collected data of companies, social environmental issues did not have a significant effect on the internal sharing system, but they had a significant positive effect on both regulatory response and cooperation network establishment. In addition, the regulatory response to the environment has a significant effect on both the internal sharing system, cooperation network establishment, and environmental management activities. Lastly, environmental management activities have a significant impact on sustainable environmental management performance, indicating that environmental issues are leading to environmental management activities and performance by promoting sustainable growth of companies.

• Journal of Digital Convergence
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• v.16 no.1
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• pp.103-116
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• 2018

In this study, we investigated the influence of smart factory's implementing energy management system on innovation resistance and work performance. We surveyed and analyzed 211 employees of system construction companies in the metropolitan area. In order to increase the introduction performance through diffusion of the energy management system, it is found that it is important to support the organizational-level management strategy to reduce the user's resistance to innovation. In conclusion, this study has implications for positively leading to the efficiency and management performance of the manufacturing process of the manufacturing enterprises, and it is necessary to follow - up studies considering the characteristics of the energy management system and the expansion of the research scope in the future.

• Korean Journal of Construction Engineering and Management
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• v.12 no.2
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• pp.101-110
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• 2011

Because bridges can cause more significant damage than other infrastructure a certain level of safety shall necessarily be secured for users. As most of bridges' service life become 20-30 years there will be a dramatic increase in the maintenance and repair cost but the budget and human resource will be limited. Asset management technique can help the efficiency in maintenance and budget management with the limited resource. For its application, there must be a way to evaluate how bridges provide service to users. The level of service can be quantified by a performance measure. This study introduces performance measures and an evaluation process for the determination of level of service. The evaluation results will be used as a fundamental information in the determination of maintenance/repair/management targets and in the decision making process of the bridge asset management.

• Journal of Industrial Convergence
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• v.20 no.1
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• pp.1-12
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• 2022

This study analyzed the impact of supply chain management (SCM) and e-SCM on change acceptance capability, information sharing capability, partnership management capability, and business performance. This study and analysis were conducted targeting the employees of companies that introduced SCM and e-SCM in the metropolitan area and provinces. Change Acceptance Capability, Information Sharing Capability, Partnership Management Capability and Business Performance and the degree of relationship, between outcome variables, which are characteristic factors of SCM, were analyzed through a research model. Based on the survey results, nine research hypotheses were postulated, and the reliability, validity, and importance were examined. The research results supported by the research hypothesis can be summarized in two ways as follows. First, the company's capabilities were analyzed as major variables such as Acceptance Capability, Information Sharing Capability, Partnership Management Capability, and Business Performance. Second, the degree of relationship was analyzed in detail by classifying the necessary competencies in SCM into 4 categories, not the competencies of a specific company. This study is expected to provide appropriate information to SCM-related companies.

• Journal of the Korean Society of Food Culture
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• v.24 no.5
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• pp.506-517
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• 2009

This study was conducted to investigate the effects of 6 Sigma on menu management, work commitment and quality in the culinary division of hotels and family restaurants. In addition, this study sought to identify the effects of menu management, work commitment and quality performance on customer satisfaction. Furthermore the relationship between menu management and culinary quality was evaluated here. The subjects evaluated in this study were employees of culinary division of hotels and family restaurants that implemented or were about to adopt the 6 Sigma program. A total of 385 questionnaires were analyzed using factor analysis, a reliability test, and covariance structural analysis. The results revealed that the 6 Sigma program influenced menu management, work commitment and culinary quality. Moreover, menu management, work commitment and culinary quality performance were found to impact customer satisfaction and culinary quality performance. Based on these findings, culinary divisions of hotels and family restaurants should incorporate the 6 Sigma program as soon as possible. To implement this program, faultless data for the 6 Sigma program should be collected using sufficient preparation procedures. After the data were collected, a task force team should be developed, experts should be cultivated and employees should be trained as necessary. Finally, the current level of product and services should be measured and reported to all employees in the culinary division and a challenge spirit should be brought with understanding for the reason for implementation of the 6 Sigma program. In implementing the 6 Sigma program, the leadership of the top manager and the head of the culinary division is very important.

• Journal of Digital Convergence
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• v.14 no.11
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• pp.181-191
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• 2016

The purpose of this study is to analyze the management performance of the companies in the auto parts production requirements of new management techniques ISO9001 quality management system requirements for management innovation perspective in convergence age. For this purpose, we conducted a survey visiting the auto parts manufacturers. The results were as follows. First, among the details of the four key requirements of the ISO 9001 quality management systems in small and medium component suppliers, managers and responsible resource management showed a positive impact on business performance. In addition, based on the results of the investigation of the differences by grade, the higher rank group executive responsibilities, sub-grade group showed a low awareness of the quality management according to ISO 9001. This will contribute to establishing the guidelines and Improvement Consulting Strategies to improve productivity in small and medium automotive rubber bellows automotive parts production.

• Knowledge Management Research
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• v.7 no.2
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• pp.35-52
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• 2006

Increasing competitive pressure, the constantly accelerating transformation of the economy, and a stronger focus on value creation have initiated the search for sustainable sources of competitive advantage in organizations. In this context, the concept of treating organizational knowledge as a valuable strategic resource has become quite popular recently. Knowledge has become the most critical component in the struggle for sustained competitive advantage and knowledge management (KM) has also been described for its possible role in creating sustainable competitive advantage. In order to examine the contingency between KM resources, KM strategies, and KM performance of organizations, a contingency model of KM, which is based on resource-based theory as well as knowledge-based theory, is developed from the information systems and strategic management literature in order to assess the following questions: (i) What KM resources affect the organization's KM strategies? (ii) Is there a relationship between KM strategies and organizational performance enhanced by KM? A detailed exploratory analysis of survey responses from 79 Korean companies provides the following significant findings: (i) This study found support for the proposed contingency model of KM; (ii) The organization's KM strategies are determined by social resources and its capabilities; (iii) An organization with a culture-based KM strategy is more likely to enhance organizational KM performance than an organization with a technology-based KM strategy.

• Journal of the Korean Society for information Management
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• v.26 no.3
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• pp.189-211
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• 2009

The purpose of this study is to examine the causal relationships among knowledge management(KM) influence factors(leadership, learning culture, member' attitude, reward, knowledge quality, KMS quality), KM activities(knowledge creation, knowledge sharing), KM performance in public enterprise. The results of data analysis by structured equation model(SEM) indicate that learning culture, knowledge quality and KMS quality significantly influence the knowledge creation and sharing. Member' attitude has significant influences on the knowledge creation. And knowledge creation and sharing have a significant affect on KM performance. Based on the results, the potential implications of the strategy for effective knowledge management are discussed.

• Journal of the Korean Operations Research and Management Science Society
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• v.42 no.2
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• pp.49-61
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• 2017

The study on the efficiency analysis of Korean automobile parts companies is mostly based on the calculation of the size of output such as sales. However, the performance indicators such as sales, operating profit, and net profit are directly related to the cost structure, and this cost structure is affected by changes in the company's asset structure and capital structure. As a result, it is necessary that efficient capital procurement should be done at the same time to create efficient management performance through proper investment. In this study, we aim to measure the efficiency of asset and capital procurement compared to the sales figures, such as sales, generated by 33 primary suppliers who supply parts to Hyundai Kia Motors. For this purpose, this study proposed a DEA cross analysis model that can simultaneously measure efficiency in terms of input assets and capital procurement based on the same management performance when analyzing the efficiency of domestic auto parts companies.

• International Journal of Quality Innovation
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• v.6 no.3
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• pp.153-172
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• 2005

This study develops an exploratory model to evaluate the relationship between origins of corporate competencies and business performance, which targets small and medium-sized enterprises (SMEs) in Taiwan, analyzes 36 competence items in four functional dimensions: marketing, product design and development, manufacturing, and human resources management. The results from 760 valid samples from managers of Taiwan's SMEs reveal that in marketing competence and manufacturing competence were ranked high by Taiwan's SMEs managers. Elements contributed to manufacturing competence regarding reducing the number of suppliers has not been emphasized by Taiwan's SMEs managers. At the very top of the prevailing management competitive priority list are: (1) product or service quality, (2) timely delivery, (3) quality control improvement during the process, (4) increasing reliability of transportation, (5) introduction of new concepts and continuous improvement, and (6) improving after-sale services. The four competence dimensions are found highly correlated to business performance, which reflects the policy adjustments that Taiwan's small and medium-sized enterprises have made in the changing business environment to respond to the global market.