• Industrial Engineering and Management Systems
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• v.7 no.3
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• pp.214-227
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• 2008

Today's dynamic competitiveness requires an organization to improve its performance measurement and management. Quality Management Systems (QMS) abound, the main ones being: ISO series, Malcolm Baldridge National Quality Award (MBNQA), European Forum for Quality Management (EFQM), Six Sigma Business Scorecard and the Balanced Scorecard. Based on the literature, the IPMMM (Integrated Performance Measurement and Management Model) identified 7 key synthesized factors: leadership, strategy management and policy, customer and market, learning and growth, partnership and resources, internal processes and business results that are employed to investigate the key performance indicators of a car assembler using the Delphi methodology. In the 2 rounds of Delphi panels consisting of 20 senior management personnel, the $1^{st}$ round of 198 indicators in the IPMMM yielded 90 indicators. The $2^{nd}$ round yielded 43 performance indicators with 18 rated as critical based on the % assigned in the $1^{st}$ and $2^{nd}$ priority rating of "very important factor" and "key performance indicator" that must be ranked high on both of the priorities. The very critical indicators appeared to be: defect percentage and first time capability (tie in $1^{st}$ place) and revenue, goal setting, customer satisfaction index, on-time delivery, brand image, return on investment, Claim Occurrence Ratio, and debt being ranked from $3^{rd}$ to $10^{th}$. It can be surmised that an organization can identify and develop an appropriate set of performance indicators through the Delphi methodology and implement and manage them based on the Balanced Scorecard.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.1
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• pp.105-119
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• 2022

This study aims to develop a concept based on empirical research on improving optimal business performance. This goal is achieved by examining the relationship between variables of entrepreneurial orientation, talent management, market orientation, and business performance. The construction of the relationship between research variables, namely entrepreneurial orientation, talent management, on business performance is mediated by market orientation on handicraft businesses in Indonesia. The sampling method was used to collect data from 145 businessmen in Indonesia, using surveys and questionnaires. Data was collected using a survey technique carried out from June 2020 to December 2020. The data obtained was analyzed using the PLS Pro 19. This study developed 9 hypotheses that were tested directly, indirectly, and through mediation. This study has five findings. First, Entrepreneurship Orientation does not directly affect Business Performance. Second, Entrepreneurship Orientation also has a significant direct effect on Talent Management and market orientation. Third, Talent Management and market orientation have a direct and significant impact on business performance. Fourth, market orientation mediates the effect of entrepreneurial orientation on business performance. Fifth, talent management mediates the effect of entrepreneurial orientation on business performance. The results show that entrepreneurial orientation mediated by talent management and market orientation can improve creative industry business performance for the better.

• Journal of the Korean Dietetic Association
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• v.22 no.1
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• pp.53-69
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• 2016

The purpose of this study was to analyze the importance-performance of clinical nutrition management in convalescent hospitals. The research was carried out based on questionnaires administered from March to April, 2015 to 73 dietitians at 40 convalescent hospitals in the Gyeongnam area. There was a statistically significant difference between the mean scores for importance (4.01/5.00) and performance (2.95/5.00) of clinical nutrition management. The importance and performance grid analysis showed that participation in a nutritional management committee, administration of patients using a cooperation program among hospital departments, cooperation with a medical team on patient's nutrition status, nutrition initial assessment, nutrition care process for patients showing malnutrition, nutrition care process for tube feeding patients, management of a therapeutic diet, meal management using dietary slip instructions including a therapeutic diet, and explication of a therapeutic diet for patients scored high regarding importance and performance (doing great area). Medical records on patient's nutrition management, and nutrition counseling for requested patient scored low regarding the importance and high regarding performance (overdone area). Participation in medical rounds, personal nutrition education for patients, group nutrition education for patients, nutrition education for medical teams, development of a menu for therapeutic diet and standardized recipes, and provision of information on diet therapy for patients after discharge scored low regarding importance and performance (low priority area). Accreditation of convalescent hospitals and interest of medical professionals in clinical nutrition management were effective variables for the importance-performance gap of clinical nutrition management. In conclusion, the accreditation process and positive awareness of medical professionals with regard to clinical nutrition management had positive effects on reduction of the importance-performance gap in clinical nutrition management at convalescent hospitals. The strength of clinical nutrition management in the accreditation and development of an education program for increasing medical team or administrator interest in clinical nutrition management could lead to improvement of clinical nutrition management for elderly patients in convalescent hospitals.

• Journal of the Korea Safety Management & Science
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• v.6 no.1
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• pp.229-249
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• 2004

Quality management has been recognized as an important means to secure business competitiveness for management environment changes and competitiveness reinforcement. An effort of an ISO 9001 certification has thought that it is the best way to practice quality management. This paper checks a quality management situation of manufacturing companies that acquired ISO 9001 certification. Then, this paper investigates whether quality management is actual1y contributing to production performance and proposes proper alternatives for an improvement of production performance.

• Journal of Distribution Science
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• v.20 no.7
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• pp.97-105
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• 2022

Purpose: This study aims to analyze and prove the effect of logistic capability and Total Quality Management practices on Micro, Small and Medium Enterprises (SME) performance directly or mediated by non-financial performance. Research design, data and methodology: This study tested the hypothesis using Hierarchical multiple regression analysis, the method of data collection in this study was using questionnaire, the sampling technique was purposive sampling technique, with SME that has been established for more than 5 years and manufacturing. The data analyzed were 180 respondents using SPSS 25. Results: The findings showed that logistic capability has direct and indirect effects on SME financial performance and has a positive effect on SME financial performance mediated by non-financial performance. While the total quality management practices have a positive effect on SME financial performance mediated by non-financial performance. Thus, companies can achieve maximum financial performance if they invest in developing employee knowledge and concerning on non-financial actions, such as employee satisfaction, innovation and proactively seeking market opportunities. Conclusions: In conclusion, one of the main factors that companies need to consider to improve financial performance is non-financial performance in mediating the effect of logistic capability and TQM practices on the financial performance of SMEs.

• International Journal of Advanced Culture Technology
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• v.8 no.1
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• pp.26-37
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• 2020

The purpose of this study is to verify the relationship between the entrepreneurship and management strategy perceived by the members of SMEs and their organizational performance. First, as a result of the hypothesis that the entrepreneurship of one hypothesis had a significant influence on organizational performance, risk sensibility, progressiveness, and innovation, which are entrepreneurship, had a positive influence on both financial and non-financial performance. Second, as a result of verifying the influence relationship of the hypothesis two entrepreneurship on the management strategy, risk sensibility, progressiveness, and innovation, which are entrepreneurship, were statistically significant for the management strategy, cost advantage strategy, differentiation strategy, and centralization strategy. Therefore, in order to practice management strategy based on entrepreneurship, it was analyzed to influence mutual cohesion. Third, the management strategy showed a positive influence on organizational performance. In particular, only the centralization strategy, a type of SMEs' management strategy, confirmed the positive impact on the financial and non-financial performance. Therefore, the importance of entrepreneurship and management strategy has been emphasized in order for SMEs to create organizational performance through the advancement of sustainability management system.

• Journal of the Korean Operations Research and Management Science Society
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• v.24 no.4
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• pp.123-139
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• 1999

Recently, implementing ERP(Enterprise Resource Planning) systems has been one of major concerns of many companies. Despite the trend in the business area, few theoretical researches about the ERP have been published to date. The primary propose of current study, therefore, lies in examining the effects of change management characteristics on ERP performance. Top management support, user participation, and consulting support were selected as change management characteristics. Additionally, ERP implementation characteristics were considered as contingency variables which may moderate the relationships between change management characteristics and ERP performance. Two ERP implementation characteristic variables introeuced in this study were ERP implementation approach and ERP implementation strategy. Hypotheses concerning the relationships among those variables of change management characteristics. ERP performance and ERP implementation characteristics were empirically tested. The findings show that change management characteristics are strongly correlated with ERP performance, and ERP implementation characteristics have contingency effects, partially at least, on the relationship between change management characteristics and ERP performance.

• Journal of Korea Society of Digital Industry and Information Management
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• v.8 no.4
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• pp.245-261
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• 2012

This study thus set out to empirically analyze connections between the success factors of marketing and management performance in the silver industry. For that purpose, the investigator analyzed relations between independent variables, which include such success factors of marketing as market segmentation, product mix, customer relational management, brand asset, price strategy, and marketing information system, and dependent ones, which include financial and non-financial management performance. Those results partially support the hypothesis that the six success factors of marketing set in the study have effects on financial and non-financial management performance in the silver industry. Customer relational management had the biggest influence, being followed by brand asset and price strategy in the order. Those results indicate that companies need to consider customer relational management, brand asset, and price strategy before other success factors of marketing to achieve financial and non-financial management performance in the silver industry.

• The Journal of Information Systems
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• v.32 no.2
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• pp.109-135
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• 2023

Purpose This study is based on previous studies related to the function and operating system of the project management system for efficient project management. The purpose of the study is, first, to find out how the project performance is affected by the utilization of the project management system and the involvement of the PMO. Second, the mediating effect of implementing integrated management between the project management system and project performance is to be demonstrated. Design/methodology/approach Based on previous studies related to project management, this study designed a research model by integrating functional factors derived from project management system design studies, integrated management factors, and factors derived from PMO function studies. Findings As a result of the empirical analysis, this study first confirmed that high utilization of the project management system and high involvement of the PMO are factors that affect project performance. In addition, it was confirmed that the establishment of the system and the introduction of PMO do not guarantee project performance. Second, it was confirmed that the execution of integrated management has a mediating effect between the system and the project performance, and that the high utilization of the system has a positive effect on the mediating effect.

• Journal of the Korean Society for Precision Engineering
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• v.11 no.4
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• pp.126-137
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• 1994

Performance management of computer networks is intended to improve a given network performance in order for more efficient information exchange between subsystems of an integrated large-scale system. Importance of perfomance management is growing as many functions of the large- scale system depend on the quality of communication services provided by the network. The role of performance management is to manipulate the adjustable protocol parameters on line so that the network can adapt itself to a dynamic environment. This can be divided into two subtasks : performance evaluation to find how changes in protocol parameters affect the network performance and decision making to determine the magnitude and direction of parameter adjustment. This paper is the first part of the two papers focusing on conceptual design, development, and evaluation of performance management for token bus networks. This paper specifically deals with the task of performance evaluation which utilizes the principle of perturbation analysis of discrete event dynamic systems. The developed algorithm can estimate the network performance under a perturbed protocol parameter setting from observations of the network operations under a nominal parameter setting.