• International conference on construction engineering and project management
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• 2009.05a
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• pp.935-941
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• 2009

In competitive society, performance management is an essential element of business success. Despite the importance of performance management, it has not been widely implemented in construction companies. In the recent years, construction companies have become more aware of its need to identify, implement, and sustain performance improvements more systematically. Thus, the objective of this paper is to develop performance management system (PMS) for construction companies. The roles of performance management system is not only measuring performance but also offering guidance to improve performance. Therefore, PMS needs benchmarking process that provides Best Practice and new knowledge. This paper investigates the case of PMSs in UK, USA, Brazil, and Chile and discusses the lessons learned. To overcome the limitations of existing PMSs, new performance measurement framework, in form of 'Construction' BSC, is proposed. Based on the 'Construction' BSC, key performance indicators are derived and methodology of performance management is suggested. This paper concludes by developing PMS for benchmarking in construction companies and recommending some further directions on this research topic.

• Journal of Digital Convergence
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• v.13 no.8
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• pp.301-313
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• 2015

Robot technology has become a crucial part of today's business operation. In fact, more manufacturing firms have been utilizing robot technology in order to increase operational efficiency and productivity. Thus, this study develops the research model investigating firms; behavior for process innovation with intelligent robot. Three categories - Technical, Entrepreneur, and Environmental characteristic - are proposed in the research model as determinants of process innovation. These three characteristics include six variables(Perceived Direct Usefulness, Perceived Indirect Usefulness, Innovation, Risk Senstivity, Perceived Industry Pressure, and Perceived Government Pressure) as influencing factors on process innovation. The data from 77 employee at manufacturing firms were analyzed to test proposed hypotheses. The results reveal that all variables with exception of Perceived Government Pressure have a significant influence on process innovation. Based on the study results, theoretical and practical implications for process innovation with intelligent robot technology are discussed.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.6
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• pp.183-198
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• 2014

This study analyzed the effect of NPD(New Product Development) strategy and standardized NPD activity on NPD performance in KODAK companies. As a result of this study, companies with a specific NPD strategy that can lead and integrate NPD programs were 48.5% and companies without NPD strategy were 51.5% among KOSDAQ companies, which showed that companies without NPD programs were relatively higher than companies with NPD programs. According to result of NPD performance, success rate of new product showed 51.2% and success rate of new product revenue showed 44.87%, but respondents who evaluated NPD performance as "very successful" and "successful" were 53% based on the study of 77 various industries by Kuczmarski & Associates in America in 1993, and the companies in this study showed relatively below-average marks to the result of the study examined by USA PDMA in 1995 as compared to 59% of NPD success rate according to the 2nd study of best practice in 1995 by USA PDMA(Product Development & Management Association). As a result of testing the difference between NPD performances depending on whether company has NPD strategy or not, it showed a significant difference in success rate of NPD depending on NPD strategy and had a higher success rate of NPD as company has NPD strategy. Although NPD activity does not provide with documented process, companies which follow clearly recognized procedure until individual business for product development is completed were 39.6%, indicating that KOSDAQ companies still have fewer standardized NPD procedure than USA companies with 76% as compared to the result of 1990 PDMA in America. As a result of ANOVA test, NPD success rate showed the difference depending on the presence of officially documented process. As a result of Scheffe and Bonferroni test as post hoc test, companies with officially documented process, carrying out a series of business in a given section showed a higher NPD success rate by 18.385 at the 5% significance level than companies with individual business procedure without officially documented process. The difference of this research from the previous studies is that the findings of PDMA in America throughout the United States were applied to the domestic KOSDAQ companies. In addition, the existing studies related to NPD in Korea were conducted for some limited industries in the past, but this study was applied to various industries of KOSDAQ companies. The implications of this study suggest that it is necessary for KOSDAQ Industry Association or other related governmental departments to educate and guide the standardized process about NPD for increasing survival rate and reinforcing competitiveness of the companies.

• Journal of Distribution Science
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• v.12 no.6
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• pp.31-39
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• 2014

Purpose - Environmental issues, climatic changes, and greenhouse gases are problems to be solved at a global level. With an increased emphasis on the environmental and social responsibility of the management of companies, the manner in which companies approach quality-oriented culture and their individual sustainability management are being discussed as truly important issues to help them secure their competitiveness and growth strategies. This study proposes strategic directions to help manufacturers not only in expanding their competitive quality-oriented company culture but also in strengthening their sustainability management abilities. This study conducts a literature review and empirical research to examine how significantly the variables of a quality-oriented company culture, customer-centered management, and process-centered and supply chain management-centered cooperation affect sustainability management performance in relation to economic profitability, environmental integrity, and social responsibility. Research design, data, and methodology - To verify research models and hypotheses, the study examined 170 companies using a questionnaire survey conducted over six weeks, and involved the performance of data analysis on 146 samples. Questionnaire responses were calibrated based on a Likert scale. The study used the Smart PLS 2.0 program designed for PLS (partial least squares), an analysis instrument of SEM (structural equation modeling). The study then verified empirical research hypotheses working on reliability analysis, validity analysis, factorial analysis, and path analysis. Results - Among the nine hypotheses, four are accepted and the rest are rejected. A quality-oriented company culture focusing on customer-centered management significantly influenced the maintainability management performance of environmental integrity and social responsibility, while economic profitability was dismissed. A process-focused quality-oriented company culture was significantly concerned with economic profitability but not with environmental integrity or social responsibility. A supply-chain cooperative company culture had a significant effect on economic profitability but not on environmental integrity or social responsibility. Conclusion - This study proposes strategic directions to help manufacturers expand their competitive quality-oriented company culture as well as strengthen abilities with sustainability management. It conducts a literature review and empirical research to examine how significantly the variables of quality-oriented company culture, customer-centered management, and process-centered and supply chain management-centered cooperation affect sustainability management performance in relation to economic profitability, environmental integrity, and social responsibility. There are two main conclusions. First, companies should consider the need for social responsibility management and environmental transparent management-focused maintainability management as avenues to create new markets and business, thereby helping the companies secure a reputation for having a customer and process-centered quality-oriented company culture by creating shared values between supply chains and enabling win-win situations through cooperation. Second, we are marching towards a creative win-win era from a society of conflicts and ruptures. Companies should understand that social responsibility management and supply chain management (SCM)-focused cooperation are the foundations of sustainable development, as they try to improve their culture while pursuing both win-win relationships with interested parties and equity in various conflictive relations.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.6
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• pp.327-338
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• 2020

This study wants to test the nexus among resource orientation, market orientation, social network, and knowledge sharing toward organizational innovation, and the nexus between organizational innovation and MSMEs performance. Questionnaires and interviews are conducted with some MSMEs actors in Central Java Province, Indonesia, in Klaten Regency and Pekalongan City. These two areas have creative MSMEs, especially Batik MSMEs that have been very large and known worldwide. The sampling technique is done purposively with certain criteria for the respondents. The data analysis technique is done using Partial Least Square. This study provides recommendations about strategic practice and policy (resource and market), social network, and knowledge sharing in increasing organizational innovation, and the impact of organizational innovation toward MSMEs performance. It also offers a comprehensive model of the determinant factor of organizational innovation by considering the aspect of strategic orientation, social network, and knowledge sharing. Other unique aspects that are also important to consider are social network and the importance of knowledge sharing in improving MSMEs Performance. The respondents are still limited in two areas, namely, Pekalongan and Klaten, so it still cannot represent the whole population. These areas also have different orientation of production process approach, namely, synthetic and natural dyes.

• Journal of Distribution Science
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• v.15 no.1
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• pp.43-49
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• 2017

Purpose - This study is to integrate organizational factors into UCD process. For this research purpose, we investigated the organizational factors which influence people behaviors in the context of user-centred design practice(UCP). And this study presents organizational culture, organizational learning and change management as the organizational factors. Especially, this study is to investigate how change management influences the relationship between the organizational culture/learning and UCD performance. Research design, data, and methodology - Using the survey methodology with a questionnaire, this study distributed the questionnaire to the experienced 112 practitioners of user-centred design practice in 52 Korean small and medium companies. The organizations differed in range and size from medium-scale, which is under 100 of employees, and to small-scale, which is from 100 to 500. Results - Organizational culture and organizational learning have positive effects on user-centred design practice performance as expected. And change management strengthens the positive relationship between organizational learning and user-centred design practice performance but has no effect on the relationship between organizational culture and user-centred design practice performance. Conclusions - This is the first empirical study of investigating and demonstrating some key organizational factors' relationships and UCD performance of an organization, which will support to institutionalize UCD within an organization, providing theoretical foundations.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.8
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• pp.485-494
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• 2020

The paper proposes a conceptual model which provides direction for researchers to empirically establish the connections between dynamic capabilities, innovation capabilities, entrepreneurial capabilities and financial and strategic performance. The author uses systematic literature review process to select the articles used in this study. First, the present paper review and discuss some major contributions to the theories of dynamic capabilities, innovation capabilities, entrepreneurial capabilities and their consequences. The author seeks to highlight different understandings of the concepts to clarify the distinctions between them. Second, the conceptual model and propositions for future studies were developed. The proposed model highlights the different measures of dynamic capabilities, innovation capabilities, entrepreneurial capabilities and their consequences. The model with its associated propositions was developed base on limitations and gaps observed from past studies. It is focused on empirically testing the direct impact of dynamic capabilities, innovation capabilities, and entrepreneurial capabilities on the performance of SMEs in Vietnam. Nevertheless, the proposed model can be applied to similar situations in different contexts and countries. Further empirical testing of proposed model would contribute to enriching existing knowledge of dynamic capabilities, innovation capabilities and entrepreneurial capabilities within SMEs and how these capabilities foster superior performance.

• Asia pacific journal of information systems
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• v.10 no.4
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• pp.1-20
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• 2000

Electronic Data Interchange(EDI) has the potential to improve business operations by expediting the exchange of business documents. It will also provide substantive operational and strategic benefits to the trading firms. However, the successful implementation of EDI systems requires the mutual trust and cooperation between the trading firms. The extent of EDI diffusion and performance depends on inter-organizational, intra-organizational, as well as innovation factors. Researches based on the sociopolitical process framework in the use of IT, organizational theory, resource dependence theory, and innovation diffusion theory have identified 3 inter-organizational variables(transaction climate, dependence, external IS expert support) and 4 intra-organizational variables(strategic IS planning, infrastructure, top management support, education/training,), and 3 innovation variables(compatibility, relative advantage, cost) that affect EDI diffusion. In this study, a multi-dimensional measure on EDI diffusion has been developed to capture the external and internal integration. Then, the influence of these 10 variables on the extent to which the EDI adopting firms pursue diffusion has been examined. Whether more diffusion leads to superior performance has also been studied. International trade managers from 107 firms in the trade industry participated in a field survey. The results based on a structural equation model(SEM), developed using AMOS, provide quite a strong support for the hypothesized relations. Both education/training and IT infrastructure influenced external and internal diffusion of EDI systems. Internal diffusion of EDI enables the adopting firms to improve operational and strategic performance, whereas external diffusion contributes only to operational performance.

• Asia-Pacific Journal of Business
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• v.12 no.2
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• pp.25-37
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• 2021

Purpose - This study analyzes the situational relationship between the components of job crafting and innovation performance, and based on this, suggests practical alternatives to the effect of the control variables of organizational support. Design/methodology/approach - For this survey, 350 questionnaires were distributed to Korean SME workers from October 5, 2020 to March 20, 2021, and 230 questionnaires were collected. In order to check the validity of the questionnaire, the questionnaire judged to be inappropriate in response was excluded. The recovery rate was 65.7%, and the effectiveness of the questionnaire was 82%. Structural equation model and hierarchical regression analysis are used to analyze those data. Findings - First, job enhancement through job redesign as well as organizational support is a key task in order to expect innovative results from field members. Innovative performance is not created by individual jobs, but is created between jobs and jobs, tasks and tasks, teams and teams, and departments and departments. This is why it is worth paying attention not to the functional approach, but to the interconnection structure of the process. Research implications or Originality - In this study, it was analyzed that structural job resource increase and social job resource increase, which are components of job crafting, had a positive effect on innovation performance, and that challenging job will had no significant effect. Challenging work will itself does not negatively affect innovation performance. Combining the survey and interview, field members who make up the majority of respondents say that they do not lack the will to work. They claim that there is no channel or opportunity to express or practice a challenging will.

• The Journal of Industrial Distribution & Business
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• v.15 no.8
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• pp.13-20
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• 2024

Purpose: The purpose of this study is to analyse the effectiveness of training and development on the performance of employees in Zimbabwe's banks using FBC Bank as a case study. Research design, data and methodology: The study adopted a mixed research method to collect and analyse data from ten key informants and fifty FBC Bank employees drawn from its branches in Harare. The data collection method used were survey and interviews. Results: The study revealed that effective training and development is significant to FBC Bank because it has a positive effect on the performance of employees, which consequently result in improved organisational performance. Conclusion: The study concluded that knowledge on how to conduct effective training and development programs in FBC Bank is not optimum. Recommendations: The study recommended that management should acknowledge that training and development is a systematic process and therefore conduct training needs analysis, design training plans, implement training programs effectively and evaluate them in order to ensure well-coordinated and effective training and development programs. It also suggested that adequate budget allocation should be availed to finance the implementation of training and development programs in organisations.