• Journal of the Korea Institute of Building Construction
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• v.13 no.6
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• pp.530-540
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• 2013

The business environment that affects the management performance can be characterized by each Strategic Business Unit (SBU) since construction companies win overseas contracts due to the fairly good construction situations while experience a decline in the local housing market. Environmental changes can alter the strategic importance of the SBU when measuring the management performance. However, large construction companies apply BSC (Balanced Score Card) for collective calculation to determine the management performance, making it difficult to reflect the strategic importance of SBU. This method may create a distorted image of management performance that fails to take environmental changes into consideration, and as such it needs to be improved. Yet, there are no studies on the weight of each SBU considering environmental changes. Thus, the current study intends to analyze the weight of SBU for company-wide measurement of the performance of large construction companies. In addition, a model for analysis of SBU importance is proposed to respond to the constantly changing environmental situations and to modify the weight. For analysis of SBU weight, a questionnaire was conducted with 23 experts and hands-on workers, and the questionnaire result was quantitatively analyzed by applying the FD-AHP method. It is expected that the result will enable a model to be proposed to calculate the weight per division in a manner that reflects environmental changes and minimizes strategic distortion when measuring the management performance of large construction companies.

• Journal of the Korea Safety Management & Science
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• v.12 no.1
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• pp.189-198
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• 2010

This study is aimed at proposing the framework of international cooperation business in HRD KOREA. To achieve this goal I collected all of data that were used in process of international cooperation business in HRD KOREA and interviewed some people to get information from the people concerned. After that I analyzed data involved in using SWOT technique and proposed the framework of international cooperation business in HRD KOREA. The conclusions are as these. First, alliances must be vitalized between businesses besides between organizations. For example 'Developing of voluntary comeback program for foreigner' and 'Establishment of HRD KOREA Center' can be proposed as action plans for this strategy. Second, glocalization must be pushed ahead. For example 'Business career monitoring system for PMC' can be proposed as action plan. Third, building of preemptive base must be done. For example 'Standing of international HRD forum' can be proposed as action plan. Fourth, reinforcement of organizational competency must be done. For example 'The program for internationalization' can be proposed as action plan. Fifth, SBU(Strategic Business Unit) must be pushed ahead. For example 'Customer diversification portfolio' can be proposed as action plan.