• Journal of the Ergonomics Society of Korea
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• v.36 no.5
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• pp.559-568
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• 2017

Objective: The aim of this study is to investigate the effective managerial factors influencing dose reduction of the nozzle dam installation and removal tasks ranking within top 3 in viewpoint of average collective dose of nuclear power plant maintenance job. Background: International Commission on Radiation Protection (ICRP) recommended to reduce unnecessary dose and to minimize the necessary dose on the participants of maintenance job in radiation fields. Method: Seven sessions of nozzle dam installation and removal task logs yielded a multiple regression model with collective dose as a dependent variable and work time, number of participants, space doses before and after shield as independent variables. From the sessions in which a significant reduction in collective dose occurred, the effective managerial factors were elicited. Results: Work time was the most important factor contributing to collective dose reduction of nozzle dam installation and removal task. Introduction of new technology in nozzle dam design or maintenance job is the most important factor for work time reduction. Conclusion: With extended task logs and big data processing technique, the more accurate prediction model illustrating the relationship between collective dose reduction and effective managerial factors would be developed. Application: The effective managerial factors will be useful to reduce collective dose of decommissioning tasks as well as regular preventive maintenance tasks for a nuclear power plant.

• Journal of Korea Trade
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• v.25 no.2
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• pp.196-219
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• 2021

Purpose - We attempted to empirically verify the effects of managerial attributes on cost stickiness in exporters. Exporters are often affected not only by external factors such as exchange rate but also by internal factors such as managerial attributes regarding their business activities. Because cost stickiness is the product of a manager's decision-making, it has been considered that managerial attributes have a great influence on the behavior. Therefore, our study was intended to find out whether cost stickiness shows differentiated aspects depending on managerial attributes in exporters. Design/methodology - We considered two managerial attributes: CEO power and managerial overconfidence. First, CEO power was measured as CEO pay slice. In addition, managerial overconfidence was measured based on three methodologies presented by previous studies. To measure cost stickiness, we used multiple methodologies presented by prior research. Findings - The results of our empirical analysis are as follows. First, in export firms, the greater CEO power is, the greater cost stickiness is. This result suggested that export managers with great influence little respond to temporary sales decrease promptly, little reduce related production costs flexibly in preparation for future sales recovery, but leave room to endure costs for idle resources. Second, the greater managerial overconfidence is, the greater cost stickiness is. This result indicated that export managers with great overconfidence on their decision-making often view the prospect for sales recovery positively; therefore, they little respond to temporary sales decrease immediately, little reduce related production costs flexibly for future sales recovery, but leave room to endure costs for idle resources. Third, export managers with great influence in their businesses and great overconfidence in their decision-making tend to show relatively great cost stickiness. The results proposed that the combination of the two factors functions to make cost stickiness greater. Originality/value - Our study is differentiated from extant studies in that we provided empirical evidence of the effects of managerial attributes on their business activities in exporters. Specifically, we verified the effects of managerial attributes on cost stickiness in Korean exporters. The results of our study are expected to contribute to providing useful information for exporters and start-ups.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.109-117
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• 2020

This study aims to examine the effects of factors related to management accounting systems and managerial performance. The factors include budgetary participation, decentralization, and management style. Furthermore, this research investigates the consequences of the management accounting systems on managerial performance and the direct effect between management style and budgetary participation on managerial performance. Survey questionnaires were distributed to both public and private hospitals in Palembang, the South Sumatera region, Indonesia. The sample consisted of 62 respondents from 15 hospitals Target respondents were all managers in hospitals, including financial managers, service managers, human resource managers, quality managers, and other managers. The questionnaire was distributed online to each hospital, and approximately five or more questionnaires were hardcopies. This research was conducted over less than six months. The data obtained were processed via excel files, then checked for conformity, and analyzed by partial least square (PLS) software with descriptive statistics. This study uses path analysis, which that is structural equation modeling (SEM). The findings show that management style, decentralization, and budgetary participation significantly affect management accounting systems. However, management style and budgetary participation did not influence managerial performance. Finally, the findings indicate that management accounting systems are positively affected by managerial performance.

• Journal of the Korea Safety Management & Science
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• v.10 no.1
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• pp.33-40
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• 2008

This paper reviewed the relationship among safety education/managerial factors, safety motivation and safety appliance, and the moderating effect of safety motivation. Based on the responses from 225 employees in small & medium manufacturing and construction industry, hierarchical regressional analysis showed that all education/managerial factors have positive relationships with safety motivation. Also, safety motivation has mediating effect between education/managerial factors(safety education, communication, system, precautionary activity) and safety appliance.

• The Journal of Industrial Distribution & Business
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• v.4 no.1
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• pp.5-10
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• 2013

Purpose - Labor productivity is extremely important to the profitability and competitive advantage of organizations that provide services to customers, such as banks. This study investigates the factors driving labor productivity in Iran's Melli Bank. Research design, data, methodology - Five managerial, psychosocial, cultural, and individual factors are identified and their relative importance for labor productivity prioritized using AHP. The required data are then collected through a questionnaire designed for a pairwise comparison of the driving factors of labor productivity and their subcategories. Results - The study outcomes reveal that the managerial and individual factors are the most important. Specifically, the most important factors in increasing labor productivity in the branches of Melli Bank are having a competent supervisor, promotion opportunities, fair working conditions, conscientiousness, the right tools, and a correspondence between skills and work. Conclusions - Implementing AHP using Expert Choice software revealed that, among the driving factors of labor productivity (i.e., managerial, psychosocial, cultural, environmental, and personal), managerial factors were considered the most important by the respondents.

• Asia pacific journal of information systems
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• v.13 no.2
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• pp.171-197
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• 2003

There have been quite many studies to identify factors affecting successful implementation of EDI systems. However, previous studies have investigated influencing factors independently. Given the complexity involved in the implementation of EDI systems, it might be quite necessary to investigate the interaction effects between influencing factors. The primary purpose of this study is to investigate the interaction effects of organizational characteristics as contextual variables on the relationship between managerial characteristics and EDI implementation. Analysis of 202 responses of survey questionnaire indicates the following: 1) Education/training and top management support has positive effect on the successful EDI implementation. 2) The degree of decentralization has strong, and management risk position has mild moderating effect on the relationship between managerial characteristics and EDI implementation. 3) The degree of formalization and organizational size have no moderating effect. 4) The subgroup analysis, conducted to determine the exact nature of interaction effect, reveals that the relationship between managerial characteristics and EDI implementation is significantly stronger with a high level of decentralization or management risk position than with a low level.

• The Journal of Information Systems
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• v.8 no.2
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• pp.169-185
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• 1999

The overall objective of this study is to empirically investigate organizational/managerial factors affecting system development team operation. The contributions of this research project are two-fold. First, this study examined various organizational/managerial factors that made team operation successful. Second, we presented the key success factors among the identified success factors of team operation. A field investigation of 68 system development teams located around YoungNam area indicates that motivation, leadership and egalitarian team culture are success factors of team operation. Especially, key success factors are leadership and egalitarian team culture.

• Journal of Families and Better Life
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• v.17 no.2
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• pp.105-120
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• 1999

The purpose of this study was to examine dimensions related to effective managerial actions in association with effects of resourcefulness personal and managerial communications and condition s for effective home management on the basis of managerial process. Including elements of managerial process conditions for effective home management were divided into the four factors performance-condition dichotomy timing high level and middle range. In conclusion first the managerial process for effective management can be classified into the four conditions related to each other. That was termed as 'conditions for effective home management' Second the most influential variables on conditions for effective home management were personal and managerial communication. The four conditions for effective home management need to include communicaion. Third resuorcefulness was a crucial factor in relation to home management resources division. It is recommedned that resuorcefulness needs to de elop managerial actions of housewives.

• Asia pacific journal of information systems
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• v.6 no.2
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• pp.149-169
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• 1996

The Objective of this study is empirically investigating organizational/managerial factors affecting BPR implementation. The contributions of this research project are two-fold. First, this research project provides empirically tested CSFs and CFF of BPR implementation. Especially, the influence of the organizational culture, structure, and managerial support on BPR implementation were thoroughly investigated. Second, this research found the combined effects of CSF and CFF. Top management commitment, leadership style, and collaborative work environment were found to negate employee resistance to a reengineered process and lead to a successful BPR implementation, especially when the level of employee resistance is high.

• Journal of Korea Society of Industrial Information Systems
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• v.10 no.1
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• pp.16-27
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• 2005

This study tried to test hypotheses, using path analysis, whether the implementation factors of TQM have influences to organization performance through achieving the managerial goals of production, or not. This is an attempt to perform comprehensive analysis instead of using the simple correlation approach between the implementation factors and performances. In order to perform the empirical test, this study has surveyed 98 firms which acquired the ISO authentication and analyzed the data using the path analysis of AMOS. After testing the hypotheses of this study, the cause factor, i.e. TQM implementation factor, has effective influences to the goals of production system, and, also, the goals have a significant influence to managerial performance. Therefore, this study concludes that the implementation factors of TQM have significant effects on the managerial performance.