• Journal of Korean Society of Industrial and Systems Engineering
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• v.41 no.2
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• pp.65-73
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• 2018

The dynamic capabilities of sensing market signals, creating new opportunities and reconfiguring resources and capabilities to new opportunities in a rapidly changing economic environment determines the competitiveness of the enterprise to create added value and survival. This study conceptualized a two-stage performance measurement framework based on the casual model of resource (input)-process-performance (output). We have developed a 'Process capability index' that reflect the dynamic capabilities factors as a key intermediary product linking resource inputs and performance outputs in enterprise performance measurement. The process capability index consists of four elements : manpower (level of human resource), operation productivity, structure and risk management. The DEA (Data Envelopment Analysis) model was applied to the developed performance indicators to analyze the branch office performance of a telecom company. Process capability efficiency (stage 1) uses resource inputs to reach a certain level of process capabilities. In performance result efficiency (stage 2), the process capabilities are used to generate sales revenues and subscribers. The two-stage DEA model derives intermediate output values that optimize the individual stages simultaneously. Some branch offices in the telecom company have focused on process capability efficiency or some other branch offices focused on performance result efficiency. Positioning map using two-stage efficiency decomposition and benchmarking can help identify the sources of inefficiencies and visualize strategic directions for performance optimization. Applications of two-stage DEA in conjunction with the case study that are meaningfully used in performance measurement areas have been scarce. In particular, this paper has the contribution to present a new performance measurement model considering the organization theory, the dynamic capabilities.

• Journal of Korea Society of Industrial Information Systems
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• v.10 no.4
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• pp.78-89
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• 2005

Rapidly changing business environment demands proactive management strategies. Display technology market in 21st century of digital economy era is not in exception. Samsung SDI is a manufacturing company which has been producing display related products. This case study investigates how Samsung SDI has been transforming itself from traditional manufacturing firm into a strong net-enabled company. There are several critical success factors to implement e-business systems. First of all, top management has been firmly supporting digital management concept. As the enabling tools, change management and knowledge management activities have been actively executed. In addition, various educational programs were provided to enhance employees' management innovation capabilities. Samsung SDI's efforts resulted in improving process efficiency as well as customer satisfaction, and finally in outstanding financial performance.

• The Journal of Society for e-Business Studies
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• v.13 no.4
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• pp.145-159
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• 2008

The purpose of this study is to identify the determinants of new venture performance in the view of integrated research framework and to investigate key determinants of superior and inferior ventures. We propose the integrated new ventures performance model which is composed of entrepreneur, organization/resources, industrial environment, strategy/foundation process and availability of supporting systems as corresponding variables to new ventures performance. The superior venture performance is affected mainly by entrepreneur's managerial ability and industry expertise, but the inferior by resources and management strategy. Though this study has limitation of small sample, limited questionnaire and performance measure, it has contribution of identifying key determinants of new venture performance with the integrated frame of study.

• The Journal of Fisheries Business Administration
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• v.47 no.2
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• pp.43-59
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• 2016

This study investigated the difference of the effects of public loan programs in fishery industry on management performance from a balanced score card (BSC) perspective depending on the type of loan, scale of fund, period of support and business category, using the financial data of fisheries firms having the balance of loan at the end of 2014. The key factors influencing credit rating change were also analyzed after public loan support. From a integrative perspective, results show that the firms supported by working fund have higher management performance than the firms supported by facility fund. The firms received large scale fund showed higher management performance than the firms received small scale fund. While management performance was decreasing or slowing down over time after financial support, management performance of the firms supported by facility fund improved over time. From a non-financial perspective, the firms received facility fund invested more in education and growing perspective than the firms received working fund. As the size of fund increased, the investment in education, growing, internal process and customer increased. Personnel expenses and employee benefits for education and growing has increased over time. However, the firms with facility fund restricted the expenses of education, personnel expenses and employee benefits as time goes by. Because the effects of public loan on credit rating of fisheries corporations have no statistical significance, it has become known that the financial support of public loan program has no influence on the change of credit rating of fisheries corporations. This study attempted performance analysis from a BSC perspective which combine factors of non-financial perspective with factors of financial perspective. Findings from this study suggest the direction of microscopic performance analysis of public loan in fishery industry.

• 한국디지털정책학회:학술대회논문집
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• 2007.06a
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• pp.51-58
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• 2007

Considering innovation a key to raising living standards, the Ministry of Science and Technology has put in place various measures meeting the needs of the newly promoted Deputy Prime Minister of Science and Technology. Such measures include business process reengineering as streamlining the work process to achieve the improvement in quality and efficiency: building the integrated performance management system to promote performance-or tented environment; and running the 1ifelong learning system for better competitiveness of government officials. Further to the innovation efforts at work, the number of steps of the R&D budget execution is streamlined from eight to five and its payment period is considerably reduced to 15 days from 60 days. In addition, the digitalized R&D budget management systems such as e-Contract System, One-click Processing Monitoring System, and Information Service System through Short Message Service (SMS) will contribute to improving R&D performance. And these systems are efficiently integrated into a portal interface named "Yeon-gu-ma-ru." The Ministry of Science and Technology, spearheading nationwide innovation, will continue efforts to make viable achievements of innovation.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.11
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• pp.843-851
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• 2020

This study focuses on identifying and prioritizing the broader performance measures for the service supply chains by taking the case of Majan Electricity Company, Sohar, in the Sultanate of Oman. For an examination of the uniformity of ultimate objectives and the priorities therein, two strata of respondents with a total of fourteen respondents were approached for their valuable insights. Suitable structured instruments were personally administered to elicit the insightful and worthy responses. The two multi-criteria decision-making techniques, namely, the Fuzzy Analytical Hierarchy Process and the Best-Worst Method were used to reach a meaningful prioritization of the identified and refined broader performance measurement dimensions. The results show that there exists a minor gap between the two respondents' groups in terms of their prioritizations. The major finding points to the difference in terms of the topmost priorities as revealed by the two set of respondents. For one group of respondents, the customer satisfaction matters the most, whereas for the other group, it is the overall profitability that matters the most. This gap against the utopian state assists in concluding that there is a requirement to reorient the employees so as to have a shared and common understanding of the organizational priorities.

• The Journal of Information Systems
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• v.16 no.3
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• pp.1-20
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• 2007

Most researches on the corporate credit rating are generally classified into the area of bankruptcy prediction and bond rating. The studies on bankruptcy prediction have focused on improving the performance in binary classification problem, since the criterion variable is categorical, bankrupt or non-bankrupt. The other studies on bond rating have predicted the credit ratings, which was already evaluated by bond rating experts. The financial institute, however, should perform effective loan evaluation and risk management by employing the corporate credit rating model, which is able to determine the credit of corporations. Therefore, this study presents a corporate credit rating method using business failure probability map(BFPM) and AHP(Analytic Hierarchy Process). The BFPM enables us to rate the credit of corporations according to business failure probability and data distribution or frequency on each credit rating level. Also, we developed AHP model for credit rating using non-financial information. For the purpose of completed credit rating model, we integrated the BFPM and the AHP model using both financial and non-financial information. Finally, the credit ratings of each firm are assigned by our proposed method. This method will be helpful for the loan evaluators of financial institutes to decide more objective and effective credit ratings.

• Journal of Distribution Science
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• v.21 no.9
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• pp.23-34
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• 2023

Purpose: This study aims to determine the effect of business processes, quality of human resources and organizational culture and its distribution in creating value to achieve competitive advantage. Research Design, Data, and Methodology: Data collection in this study was carried out by distributing questionnaires to 90 employees of Delivery service companies in Makassar City. Partial Least Square (PLS) analysis was used as data analysis. Result: this study indicates that business processes do not directly affect competitive advantage, but business processes will have an effect if they go through the value creation process as an intervening variable, while the quality of human resources and work environment have a direct effect on competitive advantage and have a direct effect on Value creation. The quality of human resources and organizational culture also have an indirect effect on competitive advantage through the value creation process. This research also indicates that value creation has an effect on competitive advantage. Conclusion: Competitive advantage will be realized if organizational processes run well, company management that able to carry out good organizational processes and able to create a conducive organizational culture, will be able to distribute company resources to create value that leads to achieving competitive advantage for companies in the future.

• Journal of the Korea Safety Management & Science
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• v.13 no.2
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• pp.251-258
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• 2011

The existing evaluation systems based on financial performance summarize the information about past results and focus on short-term performance, and so they have the limits to explain the future value of firms and to make a long-term strategic performance. By this reason, as a way to increase the future value, the development of the integrated performance evaluation system with which we may manages financial performance and knowledge assets together has been required recently. This study puts together various researches for the evaluation of knowledge assets, and analyzes the existing studies for the domestic medical devices industry and the tendency of introduction for business practice. Under this analysis, this study develops the knowledge asset evaluation indexes for medical devices industry by using the Balanced Score Card (BSC) of Kaplan & Norton(1992), and then presents the evaluation model by applying the Analytic Hierarchy Process (AHP) of Saaty(1980) to get the weight for each index. With the final evaluation model, we can calculate the evaluation score combined with both the quantitative indexes and the qualitative indexes at once.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2014.05a
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• pp.58-59
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• 2014

EVM(Earned Value Management) is a management methodology for integrating scope, schedule and resources, and for objectively measuring project performance and progress. EVMS(Earned Value Management System) has been used for the performance measurement of R&D and construction projects in developed countries such as United States, United Kingdom and Australia. The nuclear power plant (NPP) projects in Korea have not applied EVMS. However, EVMS has come into request for overall schedule and cost risk management and performance measurement in overseas project of the nuclear power plant as a contractor. In this paper, based on the global EVMS guidelines, EVMS per unit processes have been developed for NPP projects. Moreover, using Business Process Management (BPM), it proposes an integrated process model with tasks, roles, and procedures for EVMS for NPP construction projects.