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

• Journal of the Semiconductor & Display Technology
• /
• v.20 no.3
• /
• pp.39-44
• /
• 2021

Since the recent Corona 19, the importance of cloud computing is increasing, and at the same time, competition among clouds is intensifying. Cloud companies are competing for survival by promoting various management innovation methods for continuous growth and development amid a rapidly changing business environment. They are also increasingly interested in performance management in their operations and growth. In this paper, we propose Cloud BSC, an IT BSC-based performance measurement model for cloud enterprise performance management. The validity of the proposed model is verified through statistical analysis and causal analysis. Eventually, the proposed model is expected to be utilized as a management evaluation tool that can provide useful performance analysis information to cloud companies.

• The Journal of Asian Finance, Economics and Business
• /
• v.8 no.1
• /
• pp.687-696
• /
• 2021

This paper investigates the effect of environmental performance and environmental management on firm value using financial performance as mediation variable. There are still inconsistencies in research on environmental performance and environmental management and their impact on company value. This research used a quantitative approach involving secondary data. The variables used are environmental performance, environmental management, company financial performance, and company value. Multiple regression was used because it allowed the researchers to examine the relationship of each variable contained in the research framework by describing all of the direct effects (non-mediated effects) and the indirect effects of the research variables. The research sample consisted of 144 manufacturing companies listed on the Indonesia Stock Exchange from 2012 to 2017. Statistically, this study found that there was no direct effect that had a significant impact on environmental performance and firm value, and found that there is a significant direct effect of environmental management variables on firm value. Improved environmental management by the company is proven to increase the value of the company directly. This paper found that, not only does an increase in stakeholder trust happen when a company increases its environmental awareness, but there is also an increase in the financial aspects of the company.

• Journal of Distribution Science
• /
• v.21 no.2
• /
• pp.53-63
• /
• 2023

Purpose: This study aims to determine the effect of Customer Experience Management (CEM) on the distribution of Marketing Performance mediated by Digital Business Innovation (DBI), Digital Operational Excellence (DOE), and Digital Value Co-Creation (DVC) in Indonesia Information & Technology (IT) industry. Research design, data, and methodology: This research was conducted in two stages, namely exploratory and explanatory on IT companies in Indonesia. The authors took 132 samples using proportionate random sampling method in three groups of companies. Results: The results showed that CEM had no significant positive effect on the distribution of Marketing Performance. CEM has no direct effect on the distribution of Marketing Performance through the mediation of DBI. CEM has direct effect on the distribution of Marketing Performance through the mediation of DOE and DVC. DBI has no significant effect in increasing the distribution of Marketing Performance. However, DOE and DVC have a significant effect in increasing the distribution of Marketing Performance. Conclusion: The distribution of Marketing Performance can be indicated better through CEM through mediation.

• International Commerce and Information Review
• /
• v.12 no.4
• /
• pp.257-277
• /
• 2010

This paper examined the supply chain management Integration factors and evironmental performance in Korean industry. As SCM got evolved, the importance of Socially and Environmentally Responsible Supply Chain among the Supply Chain members are increased. we should consider the following critical factors such as SCM Integration, environmental practice, SCM performance and environmental performance. The purpose of this study is to focus on linkage between conventional SCM factors with new environmental factors to clarify the critical factor for the SCM firms who may concerns about environmental performance. Based on the analysis of sixty-two cases, the following results were found. First, SCM Integration factors of supply chain management have a positively significant influence on SCM performance and environmental performance of supply chain management. Second, SCM performance have a positively significant influent on environmental performance. Third, environmental practice factors of supply chain management have a positively significant influence on SCM performance but not significant influence on environmental performance. This study suggests that with high level of Integration and environmental practice, firms may have good result on SCM performance and environmental performance. Especially, our empirical evidence shows that environmental practices without good SCM performance, may not have good result on environmental performance.

• Journal of Construction Engineering and Project Management
• /
• v.9 no.3
• /
• pp.1-21
• /
• 2019

The management of mega construction projects which incorporate a large number of stakeholders, technologies, data, work culture etc., is cumbersome. The experts in the construction arena advocate that interface management serves as a precise tool in resolving these conflict points due to the intricate nature of the construction projects. Interface management is a current trending management practice in the construction industry which is also a beneficiary to mega/fast track projects in enhancing the project performance. The main objective of this study is to validate a model for assessing the relationships among interface management, IT applications, project performance & project benefits. The mediating effect of interface management in relationship between project performance & interfacial factors was also investigated. The research model was validated using PLS-SEM (Partial Least Square-Structural Equation Modelling) approach. Data were collected from clients, contractors, consultants in large scale projects through questionnaire survey and smart-PLS software was used to analyse the conceptual model. The research model comprises eleven hypothesis and the significance of these hypothesis were tested using T- statistics values. The research implies that people/participants factor is greatly influenced by interface management with the path coefficient of 0.608 and also enhancement of project's schedule performance due to the interface management is strongly appealing (Path coefficient = 0.711). The results also reveal IT application is significantly associated with interface management practice (Path coefficient =0.723) and also the effect of IT application on project performance (schedule, cost, quality & safety) is successfully mediated through interface management practice. The practical application of this validated model was done through case study. The case study aims at measuring the impact of interface management on interfacial factors and role of interface management in improving the project performance in the construction organisations.

• Journal of the Korea Safety Management & Science
• /
• v.17 no.1
• /
• pp.309-320
• /
• 2015

This study is an empirical study on the relationships among success factors of six sigma(support of top management, education and training, performance-based reward, customer and quality focused thought), job satisfaction, and quality performance. In particular, mediating effect of job satisfaction on the relationship between success factors of six sigma and quality performance is empirically analysed to find causes and impacts among these variables. A survey was conducted on the employees working in 'H' company which is applying six sigma at Ulsan City. The survey questionnaires were sent to 300 people and 216 of them were returned. Data obtained was analyzed with SPSS 18.0. The study results are as follows: First, there were positive relationships between critical success factors of six sigma(except support of top management) and job satisfaction. Second, there was also a positive relationship between job satisfaction and quality performance. Third, there were also positive relationships between critical success factors of six sigma(except support of top management) and quality performance. Finally, job satisfaction were full mediating effects on the relationship between critical success factors of six sigma(education and training, performance-based reward) and quality performance. Critical success factors of six sigma(customer and quality focused thought) had a partial mediating effect on quality performance. On the other hand, support of top management had no mediating effect on quality performance.

• Journal of Construction Engineering and Project Management
• /
• v.5 no.1
• /
• pp.1-10
• /
• 2015

In construction, stakeholders of extended project team play a key role in the overall project performance. Successful integration of stakeholders demands for good management practices at strategic, operational and project levels. Targets and measures to improve the stakeholder performance encourage the creativity and willingness of stakeholders of extended project team to develop the better ways to achieve the project objectives. This paper presents a generic descriptive method, showing how stakeholder's ability and influence impacts on project performance in the construction sector. The findings of a series of interviews with key informants are presented and the following main conclusion is drawn: improving project performance through stakeholder's contribution and measuring their performance can strengthen the project performance. This innovative approach which redefines the process of improving the project performance in construction projects will be of interest to those who intend to manage the projects in practice as well as to those who interested in advancing theory.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.12 no.4
• /
• pp.201-215
• /
• 2017

The purpose of this study is to define the relationship between ethical management, organizational culture, and management performance in long-term care institutes for the elderly while identifying the level of ethical management, organizational culture, and management performance of caregivers and the impact and mediation of the relationships between them based on the hypothesis. The results show that caregivers in the Gyeonggi region scored 2.929 out of 5 in ethical management, 3.393 in organizational culture, 2.925 in organizational transparency and 3.185 in management performance. The levels of ethical management, organizational culture and management performance in caregivers are lower than those of welfare workers, social workers, and nursing assistants. This is due to their relatively low level of education, wages and working environment. This study determined that there is a significant relationship between variables in terms of correlation between ethical management, management performance, organization transparency, and organizational culture. Second, the authors adopted hypotheses that ethical management has a statistical effect on organizational transparency, management performance, and organization culture. Third, the authors concluded that organizational culture has a direct impact on organization transparency and there is a significant mediation effect between ethical management, organizational transparency, and management performance. Based on these results, we propose the following: First, ethical leadership at the core of ethical management. Second, awareness in organizational transparency. Third, balanced management performance. Fourth, a flexible organizational culture that can respond to ethical management environment must be established.

• International journal of advanced smart convergence
• /
• v.8 no.4
• /
• pp.93-103
• /
• 2019

We examined the mediating effect of the consistency of the values of organizational members on the relationship between the values of IT enterprise executives and organizational performance. Hypotheses 1, 2, and 3, which were set up to achieve the purpose of this study, were verified as follows. First, Hypothesis 1 proposed that the values of management will have a positive effect on organizational performance. Second, Hypothesis 2 proposed that the values of management are likely to have a positive effect on the consistency of the values of organizational members. Third, Hypothesis 3 proposed that the consistency of the values of organizational members will have a positive (+) influence on organizational performance. We found that the consistency of the values of organizational members has a positive (+) influence on organizational performance. Hypothesis 3 was adopted. Fourth, the consistency of the values of the organizational members proved that the organizations with high consistency of values performed well by mediating the values and organizational performance of management. In other words, according to the values of the management, we can improve an organization's sustainability management system by increasing the value of organizational performance and the values of organizational members. Therefore, we must establish plans that can be shared systematically and strategically about the values of management. In addition, the consistency of the values of organizational members has a direct or indirect influence on improving organizational performance. Therefore, we need to systematically derive and improve various factors that can increase the consistency of the values of organizational members in terms of strategic human resource management, such as organizational vision, core values, talent awards, selection process, and motivation. Therefore, the greatest significance of this study is in its theoretical and practical implications for increasing the sustainability management system by using the influence of the executives' can do to further improve the organizational performance.