• Asia pacific journal of information systems
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• 제20권4호
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• pp.53-79
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• 2010

The study was originated from recognition that project participants' satisfaction should be Improved to raise project performance and to make progress of a successful project since the above dissatisfaction was operated as a danger factor of the project. The study selected one large-scale sample project and attempted measuring characteristics of the project, participants' satisfaction and project performance with the whole project participants. The study analyzed correlations between individual level (team members) and group level (development team), and examined what effect a sub project manager under complicated hierarchical organization of the large-scale project, namely PL (project leader)'s leadership style had on each individual project participant's satisfaction and what effect project uncertainty in organization/technology environment had on project participants' satisfaction and project performance. The study verified that development team (group) had an effect on team member (individual)-level project participants' satisfaction by disclosing that there was a significant dispersion among groups within project participants' satisfaction by each individual. It is analyzed that it is necessary to make improvement through approach by each pertinent team to raise individual-level project participants' satisfaction. The study also verified PL's ideal leadership under strict methodology and hierarchical control of the large-scale project. Based on the verification of the hypotheses, the results of the analysis were produced as follows. First, the development team affects the satisfaction level that an individual has when he/she participates in a project. This suggests that the satisfaction with project participation should be improved at the team level. In addition, the project management style and leadership orientation of the manager of a sub project who is mostly affected by the team proved to have a direct influence on the satisfaction with project participation and project performances. Second, both the performance-oriented leadership and the relationship-oriented leadership of the PL of the development team were verified to have a significant effect on the satisfaction of the team members associated with project participation. In other words, when the team members recognize that the PL of the development team shows both the performance-oriented leadership and the relationship-oriented leadership, their satisfaction with project participation increases accordingly. Third, it was verified that the uncertainty of the organizational environment significantly affects the satisfaction level when the PL of the development team exerts a relationship-oriented and performance-oriented leadership. The higher the uncertainty of the organizational environment is, the more the satisfaction with project participation decreases whereas the relationship-oriented leadership has a more positive effect on the satisfaction than the performance-oriented leadership style. Fourth, when the PL of the development team exerts the relationship-related and performance-related leadership, the uncertainty of the technological environment has a significant influence on the satisfaction level. The higher the uncertainty of the technological environment is, the more the satisfaction with project participation decreases whereas the performance-oriented leadership has a more positive effect on the satisfaction than the relationship-oriented leadership style. The result of the research on the uncertainty of the project environment suggests that when the development team leader exerts a relationship-oriented and performance-oriented leadership style, the uncertainty of the organizational environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the organizational environment, the more the satisfaction level decreases, and the relationship-oriented leadership style affects the satisfaction level more positively than the performance-oriented leadership style. In addition, when the development team leader displays a relationship-oriented and performance-oriented leadership style, the uncertainty of the technological environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the technological environment. the more the satisfaction level decreases. The performance-oriented leadership style as well affects the satisfaction level more positively than the relationship-oriented leadership style. Based on the above results, the research provides the following implications when handling multiple concurrent projects. First, the satisfaction with the participation in the multiple concurrent projects needs to be enhanced at the team (group) level. Second. the manager of the project team, particularly the middle managers should have both a performance-oriented and relationship (task and human)-oriented attitude and exert a consolidated leadership in order to improve the satisfaction of team members with project participation and their performances. Third, as the uncertainty factor of the technological and organizational environment among the characteristics factors of the project has room for methodological improvement depending on one's effort even though there are some complications, we need to continuously prevent and control the risks resulting from the uncertainties of the technological and organizational environment of the project in order to enhance the satisfaction of project participation and project performances. Fourth, the performance (task)-oriented leadership is required when there is uncertainty in a technological environment while the relationship (human)-oriented leadership is required when there is uncertainty in an organizational environment. This research has the following limitations. First, this research intended to select one large-sized sample project and measure the project characteristics, the satisfaction of all the participants associated with project participation, and their performances. Therefore, it is inappropriate to generalize and apply the result of this result onto other numerous projects. Second, as this case study entailed a survey to measure the characteristics factors and performance of the project, since the result value was based on the perception of project team members, the data may have insufficient objectivity. Third, though this research targeted on all the project participants, some development teams did not provide sufficient data and questionnaires were collected from some specific development teams among the 23 development teams, causing a significant deviation in the response rate among the development teams. Therefore, we need to continuously conduct the follow-up researches making comparisons among the multiple projects, and centering on the characteristics factors of the project and its satisfaction level.

• 지능정보연구
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• 제20권3호
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• pp.45-58
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• 2014

몰입은 관람객이 콘텐츠를 관람할 때 관람객들이 콘텐츠에 몰두하고 있는 심리적 상태를 의미하는 것으로, 관람객의 몰입경험은 콘텐츠의 만족도에 긍정적인 영향을 미친다. 따라서 공연 같은 콘텐츠를 제공하는 기업들은 콘텐츠의 흥행을 위해 관람객의 몰입도를 측정하는 것은 매우 중요하다. 설문 등의 표본조사 방법을 통해 관람객의 몰입도를 측정 연구는 방송분야 등 에서 널리 사용되고 있다. 이러한 몰입도 측정방법은 콘텐츠 관람 이후 설문을 실시하기 때문에 몰입도를 실시간으로 측정할 수 없을 뿐만 아니라 몰입도 측정의 정확성이 저하되는 문제 등이 있다. 이러한 문제를 해결하기 위하여 생리적 반응이나 얼굴 표정 분석, 그리고 움직임 관찰 방법 등을 이용하여 몰입도를 측정하는 연구가 수행되고 있다. 생체 신호를 이용하여 몰입도를 측정하는 연구의 경우, 1인을 대상으로 생체신호를 측정할 뿐만 아니라, 많은 데이터 처리 시간과 비용이 소모되는 단점이 있어 많은 관람객이 관람하는 공연장에 적용하기에는 한계가 있다. 얼굴 표정인식 통해 몰입도를 측정하는 경우도 1인을 대상으로 하고 있으며, 밝은 조명의 실험실 환경에서만 가능하다는 단점이 존재한다. 또한 관람객들의 움직인 동기화를 이용하여 몰입도를 특정한 연구는 다중관객을 대상으로 하였지만, 이는 실험실 환경에 한정하여 적용된 사례이다. 따라서 본 연구에서는 공연장, 시사회관 등 많은 관람객들이 콘텐츠를 관람하는 실제 환경에서 다중관람객이 다중몰입도의 정량적 평가를 위한 시스템을 설계하고 개발하였다. 제안된 시스템은 외부장치, 서버, 내부장치 등의 3부분으로 구성되어 있다. 서울시 마포구 상암동에 위치한 DMC 홍보관에 상설 전시장으로 운영하고 있으며, 관람객들을 대상으로 데이터를 획득하고 있다. 제안하고 있는 시스템을 활용하면 콘텐츠의 어느 구간에서 관객들이 몰입을 하고 있는지, 어느 구간에서 몰입을 하고 있지 못한지 분석가능하기 때문에, 향후 콘텐츠 제작 및 마케팅에 유용하게 활용할 수 있을 것으로 기대된다.