• The Journal of the Korea Contents Association
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• v.11 no.8
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• pp.260-273
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• 2011

Utilizing cross-functional project teams is an attractive organizing option, particularly in solving complex and innovative problems that require diverse sources of information, knowledge, and expertise brought by individuals from different functional backgrounds. This study is aiming at finding the group dynamics surrounding and inside the teams for the better understand what makes cross-functional project teams effective. Adopting variables from small group research and organizational context research, I extract critical antecedents, mediator, and team-coaching that lead to team performance. Data from 32 cross-functional project teams consisting of 214 individual respondents are analyzed through regression analyses for hypotheses testing. Results of the analyses demonstrate that the team process and team performance are significantly affected by the composition of competence in team and team compensation. Also I find that team-coaching as a leadership behavior has influence on team process and team performance. Some implications, future research directions, and limitations are discussed.

• The Journal of the Institute of Internet, Broadcasting and Communication
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• v.16 no.1
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• pp.155-162
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• 2016

In recent years, hoping the interaction of individuals and rather than software development process and tools, and customers want software that works first, rather than a comprehensive document, in cooperation with the customer, rather than the developer negotiate a contract, to each other stick to the plan I think even more so than the value that corresponds to the change. In view of this, software development is given the autonomy and motivation to project team rather than process-oriented and have a passion and vision and human relations oriented management approach is required. In recent years, increasing the productivity benefits of agile development processes, improved quality, efficiency and customer satisfaction as is demonstrated in the methodology selected to promote the project, attention was given to the experts. Contemporary demands with regard to the methodology chosen to meet your needs, in this paper in the organization, and to solve the problems of product-based Cross functional team proposed methodology Feature Team model, this model is an organizational Cross functional team and the team is not the outcome (product) basis, were examined for the model that points to progress the development across multiple product as a functional unit, value-plan through the driven agile technique-based model and proposed a difference. And the domain analysis, required extraction by conventional JAD (joint application development) meeting the targets for the object-oriented modeling, in modeling and organize, review, aware in advance and the UML Structure and Behavior Diagrams and proposed to proceed with the project.

• The Journal of the Institute of Internet, Broadcasting and Communication
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• v.15 no.6
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• pp.147-154
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• 2015

Recently agile development process became increasing effectiveness, quality, attention to experts in customer satisfaction, as evidenced in this methodology when selecting projects promoting productive efficiency. With regard to contemporary needs and user requirements on the methodology selected to meet this paper is the product based Cross functional team suggested methodology Feature Team model to solve problems of this model, and organizing the Cross functional team, this team but this outcome (product) basis, were examined for the model that points to progress the development across multiple product as a functional unit, value-driven agile project through the Skills-based model and proposed a difference. And it examined the Agile Maturity metrics. PRINCE2 Agile Health-check entries future development direction of Agile techniques is a requirement of the project outset has studied the subject objective evaluation by the assumption that they can be changed at any time, not fixed this way and for the project team through research The proposed.

• Journal of Korean Society for Quality Management
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• v.38 no.4
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• pp.531-539
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• 2010

Mega-Y project is very important for a company to gain a competitive advantage in markets or to achieve drastic change in the internal processes. It stems from the company strategy and annual management goals or key performance measures, and is proceeded by the cross-functional team. This paper presents the success factors and implementation process of the Mega-Y projects. The implementation process is presented in 5 steps, including project selection, cross-functional team building, establishment of the master plan, development and execution of sub-projects, and project completion. A case study on the cost reduction project of aircraft development is presented to help for the practitioners to deploy the implementation process introduced in this paper.

• Journal of Information Technology Applications and Management
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• v.14 no.2
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• pp.169-187
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• 2007

Most private and public organizations use, for their works, information systems that change their organizational structures. Nowadays, many organizations have team-based structures where typically a cross functional team is in charge of a business process. The effective communication among the members of a team is an important factor of team performance in that communication facilitates trust building, knowledge exchange, change acceptance, and safety improvement. This paper reviews methods for analyzing communication among team members from three aspects such as the content, the amount, and the structure of communication.

• Asia Marketing Journal
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• v.7 no.1
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• pp.43-65
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• 2005

In most leading companies, new product development is one of the most important corporate activities which affects the very existence of them. Therefore, CFT(cross-functional team) is frequently used to utilize knowledge and experiences of its members from various teams. To ensure the successful operation of CFT, various structural assistances, such as committee and Task Force Team, are made which will coordinate smooth interactions among members. Many researches show that the increase of interaction among team members affects the performance. This research is exploratory research intend to show the effects of relational characteristics such as group efficacy and participation on the perceived performance of new product development. This research examines the performance mechanism that lies in between CFT and its members by expanding the understandings on the relationship between interaction and performance in new product development CFT. Results show that the level of interaction affect group efficacy. and group efficacy affect participation. Finally, participation affect perceived performance. However. it shows that the level of interaction and group efficacy do not have direct effect on perceived performance.

• Molecules and Cells
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• v.21 no.2
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• pp.192-196
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• 2006

Salt tolerance was evaluated at the young seedling stage of rice (Oryza sativa L.) using recombinant inbred lines (MG RILs) from a cross between Milyang 23 (japonica/indica) and Gihobyeo (japonica). 22 of 164 MG RILs were classified as tolerant with visual scores of 3.5-5.0 in 0.7% NaCl. Interval mapping of QTLs related to salt tolerance was conducted on the basis of the visual scores at the young seedling stage. Two QTLs, qST1 and qST3, conferring salt tolerance, were detected on chromosome 1 and 3, respectively, and the total phenotypic variance explained by the two QTLs was 36.9% in the MG RIL population. qST1 was the major QTL explaining 27.8% of the total phenotypic variation. qST1 was flanked by Est12~RZ569A, and qST3 was flanked by RG179~RZ596. The detection of new QTLs associated with salt tolerance will provide important information for the functional analysis of rice salt tolerance.

• KOREAN JOURNAL OF CROP SCIENCE
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• v.51 no.6
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• pp.565-570
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• 2006

The viviparous germination (VG) with lodging caused the yield reduction and quality deterioration in rice. We carried out the evaluation of VG tolerance (on the 40th day after heading) and mapping QTLs associated with VG tolerance using the recombinant inbred lines (M/G RILs) from a cross between Milyang 23 (japonica/indica) and Gihobyeo (japonica). The VG rates of Milyang 23 and Gihobyeo were 0.0 and 7.0%, respectively. The averaged VG rate of 162 M/G RILs was 7.7%, and their range was from 0.0 to 50.9%. Of the 162 RILs, 144 lines were tolerant less than 10%, and 18 lines were susceptible more than 10%. Using the M/G RIL Map, three QTLs associated with the viviparous trait were detected on chromosome 2 (qVG 2-1 and qVG 2-2) and 8 (qVG 8). qVG 2-1 was linked to RM 32D and RZ 166, and had LOD score of 2.97. qVG 2-2 was tightly linked to E13M59.119-Pl and E13M59.M003-P2, and showed higher LOD score of 3.41. qVG 8 was linked to RM33 and TCT116, and had LOD score of 2.67. The total phenotypic variance explained by the three QTLs was about 24.4% of the total variance in the population. The detection of new QTLs associated with VG tolerance will provide important informations for the seed dormancy, low temperature germination, or comparative genetics.

• Journal of the Korean Operations Research and Management Science Society
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• v.14 no.2
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• pp.185-185
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• 1989

Business process reengineering(BPR) aims at a radical redesign of our business processes in order to achieve dramatic improvements in their performance. However, the fact that many BPR projects have failed hesitates the companies who have started to use BPR or who are planning to do so. Implementing a radical plan from a cross-functional perspective needs a more careful consideration of process vision, preventive measures and contingency plan. Our research suggests to use a visual decision making process (VDMP) in the development of a process vision and implementation plan. A BPR project of Carlson School of Management (CSOM) at the University of Minnesota is illustrated to show our suggested methodology.

• Journal of the Korea Society of Computer and Information
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• v.6 no.3
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• pp.143-151
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• 2001

Fashion Industry is one of the Knowledge Based Industry. The firms which produce the fashion merchandises should shirt to new paradigm of creating new image to delight customers. New image and design is derived from each designer's creative mind. However, self management team work of designers is more creative power than each independent designer's work. This study recommends that the Korean fashion firms implement self management team, concurrent product design and development and Just-in-Time Ⅱ based on sharing information and knowledge with the supplier to set competitive advantage. It can not only reduce cost and improve speed of management and the qualify of products but also satisfy and delight customers.