• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2004.11a
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• pp.526-530
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• 2004

The portion of plant industry has increased within construction market. In spite of plant industry is dynamic field which leads state-of-the-art and creates a value, phased information management and knowledge intensive business accomplishment are insufficient. Henceforth plant is expected to demand increment of industrial project from hereafter international plant industry market. The continuous plan technique and know-how accumulation are urgent from domestic. 1'his research analyzes the areas in which domestic plant industry is insufficient and then elicits project management key success factors from current operation process. In addition, this research compares domestic plant level with overseas plant level. This study establishes work models for critical work phases based on the analysis of domestic plant technical level.

• Journal of Software Assessment and Valuation
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• v.17 no.2
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• pp.101-107
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• 2021

Animation production is collaborated by many experts and gives many ideas for new and interesting video production. Interesting video production is a problem directly related to the success of the project, so it can be said that it is better to create an environment that is not burdened with technical aspects in expressing ideas. In the actual keyframe animation production environment, ideas are frequently modified to obtain better results, and techniques that are re-used so that the animation key pose data developed at the early stage of the possible stage can be rewritten without abandoning it, and functions that can temporarily change the center of gravity contribute to the productivity of animation work and greatly help the creator to improve the creative atmosphere. This study analyzes action animations implemented in computer animation software to examine the factors that hinder actual productivity, and derives the technical concepts that can contribute to the improvement of animation production productivity and the necessity of developing related tools.

• Journal of the Korean Applied Science and Technology
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• v.40 no.4
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• pp.897-905
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• 2023

This study attempted to reveal the influence of amateur golfers' passionate behavior on training satisfaction and training performance. Accordingly, according to the sample plan from April 1 to June 23, 2023, the key words were set for the first expert interview, "golf player," "golf training," and "golf match" to extract factors that meet the study, and are as follows through SPSS & AMOS 21.0. First, it was discovered that amateur golfers' harmony and obsessive passion had an impact (+) on training satisfaction, and second, passionate behavior had an impact on training performance. Third, it was found that training satisfaction affects training performance. Therefore, rather than distinguishing between success and failure in the process of converting to professional golf, the growth process and positive emotions should be equipped, and the expression of internalization in which self-determination is significant? Efficiency in training? The results are expected to vary depending on how it is handled.

• Information Systems Review
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• v.10 no.2
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• pp.291-308
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• 2008

This study is to review the main concepts of BSC(Balance Scorecard) and compare the BSCs applied in the private and the public sectors. This comparison suggests a few important aspects that must be attended when BSC is put to use in the public organization. First, the BSC used in the public sector must put the top priority to customer perspective over financial one. The primary mission of a public organization must be the "better service" for the people. Secondly, each of BSC's four main perspectives should be modified and re prioritized according to the goals and objectives of the public organization. Finally, CSFs(Critical Success Factors) and KPIs(Key Performance Indicators) must be integrated into the framework of BSC which also incorporates already existing performance management systems. This case study shows how the redundant and unrelated performance management systems(evaluation management, government task evaluation, job performance appraisal, and customer satisfaction evaluation) are merged into the BSC performance management system in the public organization.

• Journal of Global Scholars of Marketing Science
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• v.17 no.1
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• pp.23-49
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• 2007

The purpose of this study is to investigate the relationships among customer satisfaction, trust, and loyalty and examine the differences and similarities between specialized and general merchandise internet shopping malls concerning the relationships of these key success factors. The structural model is tested with each of the sub-samples(i.e., specialized and general merchandise shopping customers taken separately) and the data from entire data samples(i.e., specialized and general merchandise shopping customers pooled together). The same research model was used in analysing general merchandise, specialized, and integrated internet shopping mall to reveal and compare the casual path constructs. In the analysis of path coefficients composed of separated taken sample, all research hypothesis is accepted and the model's goodness of fit also shows all high. In the basis of the previous empirical test, multiple sample method was used. Properties of the causal paths, including standardized path coefficients, the significance of difference, latent correlations and variance explained for satisfaction, trust and loyalty in the hypothesized model, have similarities in general. This means that the proper structural management concerned with customer satisfaction, trust and loyalty is very crucial for the success of all kinds of internet shopping malls. Following the model test, I conduct a test of integrated model's path coefficients. Statistical results show that all the hypothesis concerned with internet shopping malls were accepted like the separated sample test. Click and mortar companies should clearly understand and articulate the key requirements of shopping mall satisfaction, trust and loyalty and encourage to establish linkage and interactive relationship among the research variables. In addition, internet marketers are required to customize the interaction considering and adapting the patterns of internet shopping malls. Other interesting results concerning the strategies in internet shopping malls strategy are also presented.

• Asia Marketing Journal
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• v.13 no.4
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• pp.213-226
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• 2012

As the Korean rental car industry turned into a mature stage, the competition level has become stronger than ever. In 2006, AJ Rent a Car declared customer satisfaction management as its vision to make a breakthrough. Through various service innovation efforts, AJ has been successfully offering meaningful and differentiated values to the customers. As results, the complaints rate has decreased, while service quality index has significantly increased. These service quality indicators have led to improved customer satisfaction level which was measured by re-purchase intention and customer satisfaction index, and AJ outran its major competitors in these dimensions of competition. The first key success factor of AJ is its effective service system. AJ manages the VOC, ERP, and CRM system in a well organized manner. AJ's another key success factor is a effective service process, which helps the organization share and respond to customer complaints in an efficient way. Finally, the management communicates the clear vision and strategic direction not only with the customers but also with the entire organization. With these three factors combined, AJ has created the service oriented corporate culture. Based on the culture. AJ has been able to develop a strong and sustainable competitive advantage in customer satisfaction management.

• Asia Marketing Journal
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• v.15 no.1
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• pp.169-188
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• 2013

Established in 2006 as the forward integration effort by Taesung Industry, the major cosmetic packaging company, TONYMOLY has phenomenally grown to one of the major cosmetic brand companies in the submarket called, 'one brand-shop' of cosmetic market since 2008, after overcoming the crisis of 'going out of business' in a couple of early years. Within a relatively short period of time, TONYMOLY's performances have dramatically improved in terms of metrics such as growth in sales revenue, the number of stores, the average sales per store, transaction value per customer, the number of monthly transactions, the number of membership-based customers, and overseas sales. In this case study, we have examined TONYMOLY's recent marketing activities which may explain the plausible reasons behind the substantial growth of a small but smart cosmetic company. Above all, the first key success factor of TONYMOLY would be found in its adherence to the clear philosophy of the customer value proposition and/or the differentiated position of TONYMOLY as a brand of providing value. Second, this brand concept of value was first penetrated and welcomed among the foothold customer target group of mid and late teens with appropriate products, while the target groups were later expanded into the age group of twenties along with expansion of relevant products. Third, its differentiation efforts have been concrete and meaningful by utilizing unique ingredients in its product development and marketing efforts, unique fun packaging, and continuously introducing new hit-selling products as well as managing steady-selling products. Fourth, TONYMOLY has been smart enough to use its limited marketing money efficiently and effectively in its marketing communication activities. Viral marketing, PPL, and concentrated media planning and execution turned out to produce effective and efficient market-based performances such as awareness, word-of-mouth, and sales. Lastly, the marketing leadership of CEO and top management, emphasizing communications and interactions, was confirmed in the relationship quality with and trust level of its franchisees and internal employees. These key success factors may explain the recent phenomenal market performances of TONYMOLY. Despite recent successes, the major issues are presented for TONYMOLY to consider for maintaining its sustainable advantages and growth. The first issue concerns TONYMOLY's choice of growth philosophy between product/brand-centric marketing and customer-centric marketing. The second challenging issue relates to how TONYMOLY can cope with 'growing pains' plausibly accompanied with the rapid growth.

• Asia pacific journal of information systems
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• v.17 no.4
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• pp.207-228
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• 2007

Measuring Information Technology(IT) organizations' activities have been limited to mainly measure financial indicators for a long time. However, according to the multifarious functions of Information System, a number of researches have been done for the new trends on measurement methodologies that come with financial measurement as well as new measurement methods. Especially, the researches on IT Balanced Scorecard(BSC), concept from BSC measuring IT activities have been done as well in recent years. BSC provides more advantages than only integration of non-financial measures in a performance measurement system. The core of BSC rests on the cause-and-effect relationships between measures to allow prediction of value chain performance measures to allow prediction of value chain performance measures, communication, and realization of the corporate strategy and incentive controlled actions. More recently, BSC proponents have focused on the need to tie measures together into a causal chain of performance, and to test the validity of these hypothesized effects to guide the development of strategy. Kaplan and Norton[2001] argue that one of the primary benefits of the balanced scorecard is its use in gauging the success of strategy. Norreklit[2000] insist that the cause-and-effect chain is central to the balanced scorecard. The cause-and-effect chain is also central to the IT BSC. However, prior researches on relationship between information system and enterprise strategies as well as connection between various IT performance measurement indicators are not so much studied. Ittner et al.[2003] report that 77% of all surveyed companies with an implemented BSC place no or only little interest on soundly modeled cause-and-effect relationships despite of the importance of cause-and-effect chains as an integral part of BSC. This shortcoming can be explained with one theoretical and one practical reason[Blumenberg and Hinz, 2006]. From a theoretical point of view, causalities within the BSC method and their application are only vaguely described by Kaplan and Norton. From a practical consideration, modeling corporate causalities is a complex task due to tedious data acquisition and following reliability maintenance. However, cause-and effect relationships are an essential part of BSCs because they differentiate performance measurement systems like BSCs from simple key performance indicator(KPI) lists. KPI lists present an ad-hoc collection of measures to managers but do not allow for a comprehensive view on corporate performance. Instead, performance measurement system like BSCs tries to model the relationships of the underlying value chain in cause-and-effect relationships. Therefore, to overcome the deficiencies of causal modeling in IT BSC, sound and robust causal modeling approaches are required in theory as well as in practice for offering a solution. The propose of this study is to suggest critical success factors(CSFs) and KPIs for measuring performance for IT organizations and empirically validate the casual relationships between those CSFs. For this purpose, we define four perspectives of BSC for IT organizations according to Van Grembergen's study[2000] as follows. The Future Orientation perspective represents the human and technology resources needed by IT to deliver its services. The Operational Excellence perspective represents the IT processes employed to develop and deliver the applications. The User Orientation perspective represents the user evaluation of IT. The Business Contribution perspective captures the business value of the IT investments. Each of these perspectives has to be translated into corresponding metrics and measures that assess the current situations. This study suggests 12 CSFs for IT BSC based on the previous IT BSC's studies and COBIT 4.1. These CSFs consist of 51 KPIs. We defines the cause-and-effect relationships among BSC CSFs for IT Organizations as follows. The Future Orientation perspective will have positive effects on the Operational Excellence perspective. Then the Operational Excellence perspective will have positive effects on the User Orientation perspective. Finally, the User Orientation perspective will have positive effects on the Business Contribution perspective. This research tests the validity of these hypothesized casual effects and the sub-hypothesized causal relationships. For the purpose, we used the Partial Least Squares approach to Structural Equation Modeling(or PLS Path Modeling) for analyzing multiple IT BSC CSFs. The PLS path modeling has special abilities that make it more appropriate than other techniques, such as multiple regression and LISREL, when analyzing small sample sizes. Recently the use of PLS path modeling has been gaining interests and use among IS researchers in recent years because of its ability to model latent constructs under conditions of nonormality and with small to medium sample sizes(Chin et al., 2003). The empirical results of our study using PLS path modeling show that the casual effects in IT BSC significantly exist partially in our hypotheses.

• Journal of architectural history
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• v.15 no.1 s.45
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• pp.7-27
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• 2006

This study aims to identify and analyze the factors that influenced the construction of London Eye which was led by private groups, including characteristics in progress, differentiated value in design, the combination of technology and design, and construction costs. The results of this study were the followings. 1) London Eye provides a new construction method for a landmark in the downtown in that the architects became the clients of the project which might have been hoarded, procuring the construction costs and completing it by themselves. 2) London Eye presents a space utilization method where undeveloped spaces in the downtown are used in three-dimensions by erecting a structure on the river with a minimum land. 3) The process of design, production and erection is propelled the realization of technical intention design with one system and from at the initial stage, the participation of the engineer where the designer is equal with you must accompany. 4) London Eye is endowed with strong shape by a circle in design concept, which is the simplest geometrical figure, and it provides organic relationship between the past and the present by utilizing historical elements in various ways. 5) The construction was completed through four phases including idea phase, promotion phase, turn-key contract phase, and design-build phase. The most critical factor to the success is derived from the direct contact with Involved companies from the production phase. 6) In a project facing many challenges in terms of technology, the design-build method proves to be a more effective method than turn-key contract in that it may more allocate risks and enable coherent implementation of the core concept in design. The organization for the design-build method was composed of three phases including general affairs, responsible contracting by sector, and cooperative system by sector. Since that was a new concept structure, high-level contractors who hadn't had existing cooperative relationships with one another formed new cooperative relationship, while collaborating companies who had long cooperated led the responsible contracting and sub-cooperative system, which resulted in reduction of risks and time. 7) The major factors to change design were the design characteristics, derived from a technically great combination, and the opening time. 8) A new erection method was applied to London Eye, a structure that overcame the limitation in land and period, and the process of installation demonstrated that it is an important value for the construction of a landmark in the city. 9) In spite of many visitors and tremendous operational income, the factors that London Eye fails to free itself from debts include the construction costs expended double than expected, and interest burden to the investments, which occurred in the course of procuring the costs. Absolute limit in time increased the construction costs, resulting in being a great obstacle in the course of operation.

• Journal of Contemporary Eastern Asia
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• v.15 no.1
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• pp.41-63
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• 2016

Energy policy is known to have higher path dependency among policy fields (Kuper and van Soest, 2003; OECD, 2012; Kikkawa, 2013) and is a critical component of the infrastructure development undertaken in the early stages of nation building. Actor roles, such as those played by interest groups, are firmly formed, making it unlikely that institutional change can be implemented. In resource-challenged Japan, energy policy is an especially critical policy area for the Japanese government. In comparing energy policy making in Japan and Germany, Japan’s policy community is relatively firm (Hartwig et al., 2015), and it is improbable that institutional change can occur. The Japanese government’s approach to energy policy has shifted incrementally in the past half century, with the most recent being the 2012 implementation of the “Feed-In Tariff Law” (Act on Special Measures Concerning Procurement of Renewable Electric Energy by Operators of Electric Utilities), which encourages new investment in renewable electricity generation and promotes the use of renewable energy. Yet, who were the actors involved and the factors that influenced the establishment of this new law? This study attempts to assess the factors associated with implementing the law as well as the roles of the relevant major actors. In answering this question, we focus on identifying the policy networks among government, political parties, and interest groups, which suggests that success in persuading key economic groups could be a factor in promoting the law. Our data is based on the “Global Environmental Policy Network Survey 2012-2013 (GEPON2)” which was conducted immediately after the March 11, 2011 Great East Japan Earthquake with respondents including political parties, the government, interest groups, and civil society organizations. Our results suggest that the Feed in Tariff (FIT) Law’s network structure is similar to the information network and support network, and that the actors at the center of the network support the FIT Law. The strength of our research lays in our focus on political networks and their contributing mechanism to the law’s implementation through analysis of the political process. From an academic perspective, identifying the key actors and factors may be significant in explaining institutional change in policy areas with high path dependency. Close examination of this issue also has implications for a society that can promote renewable and sustainable energy resources.