• The Journal of Information Systems
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• v.26 no.4
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• pp.1-15
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• 2017

Purpose Through the provision of real time performance information about who is contributing and who is not in Electronic Brainstorming, prior studies evidenced a significant performance gain. However, it has been observed that the quantity-based performance feedback alone does not have enough restrictiveness to guide the performance behavior throughout the idea generation session. We included the notion of goal setting into the process performance feedback mechanism in an effort to regulate performance behavior and to better understand why individuals in Electronic Brainstorming are not obtaining enough stimulation benefits in the group interaction process. Design/methodology/approach We had developed real-time visual process performance feedback and modified to include goal setting. This mechanism visually displays individuals' performances two-dimensionally (quality for each idea vertically and quantity of ideas horizontally along with their goals). As individuals' contributions accumulate, the mechanism reveals performance histories by connecting the sequence of ideas in a time-series format, telling stories of individuals' performances. Then, we compared the performance outcome from this study with the outcomes from two prior studies (i.e., Jung et al., 2010 and Jung, 2014). Findings The results showed that the inclusion of goal setting into the process performance feedback solved the issue in the previous study. That was the lower than expected magnitude of performance enhancement of process performance feedback when compared to that of quantity-based feedback. It appears that goals as a motivational technique provide standards for systematic self-evaluation, serving as a cue to regulate performance behavior by strengthening the linkage between effort and performance. Thus, goals seem to set up a self-fulfilling prophecy, preconditioning better performance. However, the outcome still showed that its performance magnitude is unsatisfactory because the outcome of this study turned out to be close to the outcome of just quantity-based performance feedback in Jung et al.'s (2010) study.

• Proceedings of the KSME Conference
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• 2007.05b
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• pp.3236-3240
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• 2007

This paper describes the results of steam turbine performance tests. The objectives of performance test is to exactly evaluate the degradation(decrease in performance) of the coal-fired steam turbine generator in order to provide plant information to help performance engineers identify problems, improve performance, and make economic decisions about scheduling maintenance and optimizing operation. To achieve these goals, the periodic thermal performance tests have been carried out since the initial operation period, 1997. We made the calculation program and guidelines for the tests and developed the performance index of the turbine cycle on the basis of the ASME PTC. By comparing the performance changes throughout the whole operation period, we confirmed the performance reliabilities of the turbine and its conditions.

• Knowledge Management Research
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• v.7 no.1
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• pp.13-30
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• 2006

This study aims at exploring the relationships between knowledge activity, knowledge activity performance, and organizational performance. By adopting the balanced scorecard perspective, organizational performance was measured by product/service, customer and internal performances. Using data collected from the 36 Korean firms, this study found that knowledge creation activity was positively and significantly related to the organizational performance such as product/service performance, customer performance and internal performance. We also found that knowledge activity performance such as knowledge quality and user knowledge satisfaction mediated the positive relationship between knowledge sharing activity and internal performance.

• Journal of Construction Engineering and Project Management
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• v.2 no.1
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• pp.1-4
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• 2012

The importance of project performance management as an alternative for solving problems is rising, which are followed by the hardships of managing construction project in the construction industry. This research classifies and applies the improvements made by the operator's work, in order to apply factors of success on the construction project, as performance management factors. In addition, in order to predict the results reflecting the project characteristic of performance management factor un-improvable by the operator in the initial stage of construction, the effect of project characteristic to the performance was drawn by performance difficulty. Also, in order to improve the predicted performance, researches on setting valid best practices according to the performance territory through a correlation analysis between the best practices improvable through the operator's work, and the performance was made.

• Nuclear Engineering and Technology
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• v.37 no.3
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• pp.231-244
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• 2005

In recent decades, significant effort has led to risk-informed improvements to regulation. Performance-based approaches also promise significant gains in efficiency (level of safety versus effort). However, significant work remains to be done before performance-based approaches realize their full potential in regulation of nuclear power plants. This paper reviews key concepts related to performance-based regulation, discusses some applications of performance-based approaches, and identifies issues that still need to be addressed. Realistic, experience-based models of licensee performance are still lacking; this makes it difficult to assess the prospective effectiveness of any given regulatory approach, in light of the performance issues that it will actually face. Also, while 'compliance' is an intuitively straightforward concept to apply within a prescriptive implementation, its analog in a performance-based approach remains unclear. An overarching theme of the paper is that formal methods of decision analysis are very helpful in developing appropriate regulatory approaches, especially performance-based ones; this theme is illustrated at several points.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.28 no.3
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• pp.121-132
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• 2005

Nowadays, Information Technology(IT) has become one of the most critical managerial decision areas, because its role in the business practice tends to be more important and hence the amount of the investment in growing. Since there is no dominant and promising measure to evaluate the IT performance, the managements have difficulties on the decision process for IT investment. In this paper, we propose an IT performance evaluation model. The proposed model starts with finding the business performance evaluation areas and the corresponding KPIs, and then concentrates on the IT performance evaluation areas corresponding to the business performance evaluation areas. To extract the specific and reliable KPIs for the IT performance measure, we map the business performance evaluation areas into the corresponding IT performance evaluation areas and then combine and adjust these KPIs with the KPIs obtained from the experiential field interview. Finally, We present the complete model which has 11 business performance indices and 48 IT performance indices are completed.

• Proceedings of the Korean Society for Quality Management Conference
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• 2010.04a
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• pp.209-217
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• 2010

The importance of performance management has been on the rise, which led to public sectors utilizing BSC performance management system as a tool for adaptability, effectiveness, efficiency, and reorganizational abilities by the public sectors. However, due to lack of fairness of evaluation of performance management, it is difficult to expect high level of acceptance by organizations. Therefore, the purpose of the research is to analyze the acceptance of performance management system by organizations via stabilizing the system within the organization group. The research will utilize BSC performance management system of private sectors to introduce the system to public sectors to show the correlation between fairness of performance management and acceptance of performance management. Theoretical background for correlation between fairness of performance management and acceptance of performance management was created through reviews of documents and theories focusing on performance management. The methodology of the research was shaped through surveying members of organizations of public sectors. To analyze the findings of the data SPSS was exploited to find the statistics regarding frequency, degree of reliability, relevance, and recurrence. To summarize the research findings, the perception of performance management by organization members of public sectors shows positive correlation between fairness and acceptance of performance management, also acceptance of performance management shows positive correlation regards to organization performance. In spite of the findings of the research, the fairness and distribution of performance management was not great. Limitation occurred due to lack of perception and knowledge of performance management of respondents of the survey.

• Journal of Korea Trade
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• v.25 no.6
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• pp.57-77
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• 2021

Purpose - International strategic alliance has been regarded as a strategic decision made by firms' managerial problems and ensure performance growth. From the perspective of the proactive behavior for changing strategies in a global market, this study aims to identify whether performance feedback influences firms' decisions to pursue strategic alliances. This study examines the effects of performance feedback on performance when firms use strategic alliances. Design/methodology - To analyze the impact of performance feedback on forming an international strategic alliance, this study adopt the concept of performance feedback to develop a research model and our hypotheses. Thus, this study used a two-stage least squares unbalanced panel data analysis with random effects. This study is based on 24,543 observations from Korean manufacturing firms from 2007 to 2016. Findings - The results show that firms pursue the formation of strategic alliances more actively, if their past financial and R&D performance are lower than their aspiration level, based on the result of performance feedback. An in split sample analysis for examining the effect of a firm's technology sophistication based on the OECD's classification, negative innovation performance discrepancy has positive effects on the probability of international alliance in high-tech and medium-high-tech industries. Financial performance also improves when a firm decides to form a strategic alliance based on the results of performance feedback. Originality/value - This research extends recent efforts to better understand the effect of performance feedback on firms' performance when they use strategic alliances. These findings suggest that the CEOs and managers of firms should consider the performance feedback perspective when deciding to pursue a strategic alliance to improve performance. In other words, the decision-makers in a firm must analyze and consider various complex variables inside and outside the firm and expand such subjects of examination to more complex and dynamic factors.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.12
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• pp.523-534
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• 2020

The research objective was to find out how Total Quality Management (TQM) mediates antecedents of employee performance variables? The research was conducted with a quantitative approach while the research design was cross sectional. The research model was tested using the structural equation modeling approach with partial least square analysis tools to test the influence among research variables. The research sample consisted of 315 respondents who answered a questionnaire in August-September 2019 at manufacturing companies in East Java. The results showed that situational leadership did not affect employee performance, but did affect the successful implementation of TQM. The performance measurement system has no direct effect on employee performance. The performance measurement system has a direct effect on employee performance. Organizational culture has a direct effect on both employee performance and the application of TQM, so that the application of TQM can improve employee performance. TQM implementation variable acts as a mediation between situational leadership and organizational culture on employee performance. The relationship that was originally a direct influence turned into an indirect effect through TQM. The TQM variable is not proven to be an intervening variable between the performance measurement system and employee performance. There is a direct relationship between these two variables.

• Journal of Distribution Science
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• v.15 no.1
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• pp.57-70
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• 2017

Purpose - This study examined the effects of CRM success factors on business performance and customer performance, and the effects on job performance and customer performance through internal member satisfaction by considering of technology, organizational environment and customer relationship factors in CRM success factors from banking sectors. Research design, data, and methodology - An online questionnaire was conducted to 251 employees in banking sectors. The data were analyzed by SPSS 22.0 and Amos 21.0. CRM success factors, internal member satisfaction, job performance, and customer performance were analyzed by descriptive statistics and Pearson's correlation analysis. The bootstrapping in structural equations was conducted to verify the mediating effect of internal member satisfaction. Results - Internal members' satisfaction had a positive effect on job and customer performance. It mediated the relationship between organizational environment, customer relationship factors and job performance. It also mediated the relationship between organizational environment and customer performance. Conclusions - If internal members' relationship with customers is improved by the members' satisfaction, customer retention, customer satisfaction, and work performance will be achieved. The stability and usability in CRM system support jobs effectively, but the internal members did not feel their job satisfaction. Thus, they did not show a positive effect on job and customer performance.