• Journal of the Korean Society of Safety
• /
• v.15 no.4
• /
• pp.157-162
• /
• 2000

A performance measurement system for safety management was suggested with which performance of a company's safety activities can be expressed rationally, and analysis of impact with performance improvement. A key of the measurement system is performance index of the safety management activities, which consists of 3 perspectives; an external perspective, an internal perspective, and a innovation & learning perspective. Every perspective consists of 18 performance indices and each indices consist of activity unit a such planning, support, implementation, evaluation and review.

• Journal of Distribution Science
• /
• v.11 no.6
• /
• pp.81-89
• /
• 2013

Purpose - The market orientation of a manufacturer is a very critical competitive advantage factor in the development of new markets and the sustainability and maintenance of existing ones, achieved through the design of customer-oriented products. This is recognized as a virtuous circle, in which firms grow by means of promoting quality management. However, though market-oriented activities are important in management and operations, they seem to be promoted mainly by large-scale enterprises rather than by small- and medium-scale firms, the latter having invested relatively few company resources. Furthermore, few studies and analyses have examined how market orientation relates to the expansion of quality programs within organizations or with business performance; the market orientation and customer-orientation concepts are mixed together when both are used in research. Given the current market situation in which the servitization of manufacturing firms is rapidly expanding, this study's analysis of the effect on market orientation of manufacturers is a significant contribution. From this perspective, this study has several objectives. First, is to analyze and suggest the relationship between market orientation and quality management activity for manufacturers, focusing on three sub-activities: products, process, and quality management activities. Second, it is intended to identify correlation between manufacturers' market oriented activity and their management performance and then to analyze how market orientation affects business performance. The results of a number of prior studies on the correlation between market orientation and management performance have indicated that market orientation does affect management performance. Third, this study also investigates whether any differences in the relationship among market orientation, quality management activity and business performance occur according to company size. The results are used to present operational suggestions for large- and small- and medium-size firms. Research design, data, methodology - This study seeks to analyze and identify the causal features of the organic relationship among market orientation, quality management, and management performance for Korean manufacturing companies using three years (2005-2007) of market orientation, quality management, and business performance data. Subsequently, structural equation modeling was used to analyze the causal features of related factors and it aims to identify the features of market orientation, quality management, and business performance. Results - The analysis examined how market orientation affected the quality management and management performance of 159 smalland medium-size companies. In particular, enterprise quality management was analyzed in relation to management performance with a focus on activities such as leadership, measurement and improvement, quality control, cost management, and process management. Conclusions - The result of the analysis show that market orientation significantly affected all of the quality management activities and that market orientation in turn significantly affected organizational performance. The result of analysis indicate that quality management activities have a significant effect on quality control and cost management.

• Korean Management Science Review
• /
• v.20 no.1
• /
• pp.1-23
• /
• 2003

Knowledge Management System is defined as an Information system to support the integrated knowledge management process for maximizing value of the knowledge assets in organizations. From that point of view, the system performance - the usage level of the system and user satisfaction - can be an available measure of the knowledge management system success. Many previous research were focused on the application of a new technological component for knowledge management processes or the construction of the overall system architecture in spite of the importance of the system performance. The purpose of this study is to Identify the factors affecting the knowledge management system performance. To do this, we conducted an exploratory case studies of eight companies. We applied theories of information system success to knowledge management system and investigated some specific strategic components as additional affecting factors. Finally, we proposed research model and ex propositions regarding the factors affecting the knowledge management system performance. The implication of the findings and future research directions were discussed.

• International Journal of Quality Innovation
• /
• v.10 no.1
• /
• pp.89-105
• /
• 2009

This study aims to probe into the influence of new product design and new product development process management on development performance. The research finding demonstrates that product design reveals positive and significant influence on new product development performance. Through statistical analysis, this study finds that companies in Taiwan value new product design. When companies value it more, they tend to have better new product development performance. With regard to the relation between new product development process management and new product development performance, the empirical results demonstrate that companies would pay more attention on new product development process management. With regard to new product idea and assessment, concept design and development, product function test and mass production in the market, through statistical analysis, this study finds that companies that value process management of new product development tend to have better new product development performance. As to the influence of new product design and new product process management on new product development performance, statistical analysis result demonstrates that the integration between new product design valued by companies in Taiwan and development process management would lead to significantly positive influence on new product development performance of the companies.

• The Journal of Industrial Distribution & Business
• /
• v.6 no.4
• /
• pp.23-26
• /
• 2015

Purpose - To mislead shareholders about a firm's actual economic performance, managers frequently manage dividends. Earnings management also affects performance reviews. Managers attempt to manage reported earnings caused by current economic events to accurately reflect their current performance. Research design, data, and methodology - The sample consisted of 312 company-years from companies in the pharmaceutical distribution industry listed on the Tehran Stock Exchange. A study period from 2004 to 2014 was selected. In this study, a model for measuring the performance of the net profits to total assets of a division of Jones was used to measure earnings management. Results - This study found a negative correlation between corporate performance and earnings management. Conclusions - The results for the earnings management company indicated a significant inverse relationship. Therefore, the company's performance weakened as its earnings management activity increased. In other words, the results showed that the company's performance-based accruals earnings management, the actual management of profits, and the general level of earnings management had significant inverse relationships. Thus, as the company's profits declined, earnings management activity increased.

• The Journal of Information Systems
• /
• v.32 no.4
• /
• pp.51-67
• /
• 2023

Purpose While research on ESG management in airlines is ongoing, research on airports, especially regional ones, remains insufficient. This study's point of departure is the inquiry into how the local airport industry is addressing global environmental shifts and engaging in ESG management activities. Design/methodology/approach Based on previous studies, the relationship between ESG(Environmental, Social, Governance) management, safety management, reputation, and management performance was analyzed. We analyzed 578 questionnaires through structural equation modeling using AMOS 21.0 to test our hypotheses. Findings First, environmental, social, governance, and safety management have a positive effect on both reputation and business performance. Second, reputation has affected business performance. Third, reputation was affected in the order of governance management, safety management, environmental management, and social management.

• International Journal of Advanced Culture Technology
• /
• v.11 no.1
• /
• pp.171-180
• /
• 2023

This study is to develop a performance analysis model for SMEs.Based on similar performance indicators through previous studies, performance indicators for SMEs were rewritten.Through the Korean Journal Citation Index (KCI), 75 related data were classified and a comprehensive SME performance analysis model was developed.Performance analysis was divided into two axes and classified into tables.The horizontal axis is the spatial performance range, which is divided into three areas: performance management by department/function, integrated performance management for the entire organization, and governance performance management requiring policy feedback. The vertical axis is subdivided into short-term, mid-term, and long-term by time and growth stage, and is divided into three parts: technical performance according to technological input, economic performance as organizational performance, and social performance for policy utilization. Then, performance indicators were mapped to each column. As a result of the survey, 28% of technical performance was analyzed as a result of frequency analysis, and performance indicators were organized into five categories: IT, R&D, certification, patent, and innovation. Economic performance was divided into 29%, BSC, HRD, logistics, production quality management, financial support, asset management, etc. 6 categories, social performance 43%, ESG, marketing, export, policy support, consulting, cooperation, etc. 7 categories.Limitations of the study include the narrowness of the survey that derived only performance indicators despite being a meta-analysis, and the performance model was mapped and classified according to growth stage and support period.however Insufficiency of validity due to lack of evidence, performance indicators were developed, but there were limitations in utilization for practical use.

• 한국경영정보학회:학술대회논문집
• /
• 2007.06a
• /
• pp.807-813
• /
• 2007

Although firms are adopting strategic performance management systems (PMS) that provide information that allows the firms to identify the strategies offering the highest potential for achieving the firms' objectives, many firms still suffer from making the implementation of PMS a success. The purpose of this paper is to identify those factors that influence the successful implementation of performance management systems. This paper performs a comprehensive literature scrutiny on the implementation factors of PMS including the Balanced Scorecard, Performance Prism, Intellectual Capital Navigation, and Activity-based Costing, as well as traditional performance management systems. The findings of this research will provide useful insights into the anatomy of the success factors for implementing performance management systems and will help management to all the different sized organizations in the different sectors and industries. This paper also provides some future directions for research.

• International conference on construction engineering and project management
• /
• 2011.02a
• /
• pp.609-613
• /
• 2011

The importance of project performance management as an alternative for solving problems is rising, which are followed by the difficulties of managing construction project in the construction industry. This research classifies and applies the potential improvement made by the construction practitioners. In order to apply influential factors for success on the construction project, the research identifies the relationship between the factors and performance management practices. In addition, in order to predict the results reflecting the project characteristics which are un-improvable by the construction managers in the initial stage of construction, the effect of project characteristics to the identified management practices have been drawn by performance area. Finally, in order to improve the predicted performance, this research provides a framework in setting valid best practices according to the performance areas through a statistical analysis between the best practices and project characteristics through the industry survey.

• Journal of Information Technology Applications and Management
• /
• v.30 no.1
• /
• pp.97-114
• /
• 2023

The purpose of this study is to derive practical implications by verifying the influence of MSME owners' leadership type and management performance on knowledge management. In addition, we tried to verify the mediating role of knowledge management between the leadership type and management performance of MSME owners. Leadership types were divided into transformational leadership and transactional leadership. Transformational leadership consisted of charisma and inspirational motivation, while transactional leadership consisted of situational rewards and management by exception. For data collection, we conducted a survey targeting workers in small businesses. After excluding insincere data that were inappropriate for analysis, we used the remaining 243 samples for empirical analysis. To test the hypothesis, we adopted regression analysis and three-step mediated regression analysis as analysis methods. As a result of the empirical analysis, all seven hypotheses derived were supported, and the main results are summarized as follows. First, we found that MSME owners' transformational leadership and transactional leadership had a positive effect on knowledge management and management performance. Second, we found that knowledge management of MSME owners had a positive effect on business performance. Third, both transformational leadership and transactional leadership of MSME owners were found to be partially mediated by knowledge management in relation to management performance. Based on these research results, we derived practical implications for MSME owners.