• Asia pacific journal of information systems
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• v.15 no.3
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• pp.9-39
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• 2005

Recently, knowledge transfer has been recognized as one of the major factors for success of IT projects but little investigated in Information Systems research. IT project, which needs collaboration between organization's IT project team and external partner, is an critical source for a firm to acquire external knowledge and to achieve its competitive advantage. Based on this recognition on knowledge transfer under IT project, we investigate a mediation role of knowledge transfer to IT project performance after identifying its antecedents such as project team capabilities and partner capabilities. The research model is tested by analyzing 161 sample data gathered from firms' employees who have participated IT projects within last two years. The results reveal that knowledge transfer has full-mediation effect between its antecedents and IT project performance. Moreover, project team capabilities have more impacts on knowledge transfer than partner capabilities do.

• Journal of The Korea Institute of Healthcare Architecture
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• v.14 no.4
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• pp.47-54
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• 2008

Preconstruction process in a lean project delivery system was studied in one large healthcare project working for a general contractor. Researchers joined a new lean delivery project for approximately six weeks and participated in preconstruction process including design coordination, management coordination, and target costing while concurrently interviewing other project participants and employees, recording activity in meetings, and otherwise observing the process. The preconstruction process in lean project delivery system, called integrated project design, showed many benefits such as brining expertise of downstream players (i.e., mechanical and electrical contractors) into the design phase. However, lack of leadership and lack of design-integrator blocked the successful application of a new concept of design process.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.4
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• pp.268-278
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• 2006

Ten years have passed since Samsung SDI and LG Electronics introduced six sigma. Six sigma spreads on the wide industry areas such as service and public sectors as well as manufacturing industry. Six sigma speaks for Korean enterprise's management innovation now. Then, can we evaluate that Korean enterprise's six sigma has settled down successfully? This study compares Korean enterprise's six sigma with those of Japanese and American enterprises in the view of leadership, project, people, and methodology. We suggest five topics for the successful settlement of six sigma in Korean enterprises; 1) Role of executives and managers should be changed more actively, 2) Strategy-connected projects should be excavated, 3) Utilization and development plan should be made for black belt and master black belt, 4) Six sigma methodology should be advanced, especially DFSS methodology, and finally 5) Several innovation methodology should be integrated.

• International Journal of Contents
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• v.10 no.3
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• pp.64-72
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• 2014

This study explored the elements that affect team achievements in virtual environments. In this study, consideration was given to the role of group dynamics in facilitating productive interaction. We aspired to reveal the mechanisms of group dynamics and examined how group dynamics affected team achievements in virtual environments. The empirical study was performed with undergraduate students enrolled in an e-learning course. In collaboration with other majors, students executed team projects and managed project issues in forums or chat rooms. The results of the empirical study indicated that leadership, creative friction, and group cohesion (components of group dynamics) had positive relationships with team achievements. The findings confirmed that addressing creative conflict is a method to improve team performance and that leadership is a key factor in project teams.

• 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 Information Technology Services
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• v.3 no.2
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• pp.65-84
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• 2004

This research analyzes the causes of delay and resulting additional expenses on the IS project in the public sector, and then proposes some solutions to the problem. Through a field study, the research found that the causes include employer's attitude, the leadership and risk management ability of the project manager, and qualifications of project members. In order to avoid those problems, the project manager should secure various communication channels and good relationship between the employee and the contractor.

• Journal of Engineering Education Research
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• v.17 no.5
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• pp.23-27
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• 2014

Student independent project activity is beneficial for enhancing many kinds of abilities, e.g., team working, collaboration, communication, presentation, creativity, leadership, and so on. More than ten project teams actively perform every year in the Center for Innovation and Creativity Development of The University of Tokushima. The project management workshop was planned in order to make project activity successful. In this workshop, the team members studied the importance of holding a common objective among them and of making a clear plan for achieving the activity. They practiced brainstorming method and KJ method and experienced a PDCA cycle. The team activity will be fruitful on the basis of the project management method.

• Journal of Engineering Education Research
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• v.15 no.5
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• pp.3-7
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• 2012

Utsunomiya University started a 3-year project to develop an education program for postgraduate students to cultivate leadership spirits. The program is centered on a PBL in which each group of students is required to find an engineering or social problem themselves and start a project to solve the problem. Projects vary widely, from a straight product development to a summer program for children or local area development. Student groups are advised by senior engineers from industries. They give advice as to how a project should be managed and run, but will not give instructions. The PBL is compulsory for all students in the engineering master course students. The new education program also includes a series of lectures by engineers to show engineers' job, activities, and career in the industry. Internship programs are also provided, in which students will be given opportunities to actively apply their knowledge and skills to real engineering tasks offered by the industry. The students are expected to gain something more than just experiences.

• The Journal of Information Systems
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• v.21 no.4
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• pp.31-54
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• 2012

Information Systems have played a strategic role in achieving business goal and become an essential tool in today's business environment. Thus, the number of developing SI project has increased and it becomes complex and sophisticated. It is known that project manager's leadership could lead the project success. In this study, project manager's competencies are divided into two types, information competency(information-oriented mind, information utilization competency, information development competency) and managerial competency(project management, human relationship, project expertise. The purpose of this study is to examine the effect of information competency and managerial competency on the SI project success and to find out the moderating effect of project size. The result of this study reveals that information utilization competency, project management competency and human relationship have a strong relationship with both customers and suppliers side of projet success. Moreover, the relationship between managers' competencies and project success is shown to be different by project size. The result of this study implies that each managers' competencies has to be developed and applied according to project's complexity and size.

• Health Policy and Management
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• v.21 no.2
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• pp.309-328
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• 2011

In order to effectively attain the objectives of an organization, it is important for the leader to provide an environment where members can co-exist and mutually advance, and also to have an emotional impact on them. This study examines the structural relationship among emotional intelligence in leadership, organizational commitment, job satisfaction, turnover intention, and organizational performance effects of emotional leadership in the nursing profession of a general hospital. A structured questionnaire was sent to 550 nurses in 11 general hospitals in Seoul Metropolitan City, among which 350 responses were used in the analysis. The independent variable, emotional intelligence in leadership, was measured by 18 items, including self-awareness, self-regulation, social awareness and relationship management. The dependent variable, organizational effectiveness, consisted of 46 items, including 15 items regarding organizational commitment, 20 items on job satisfaction, 3 items on turnover intention and 8 items on organizational performance. The structural equation modeling technique was used to identify the impact of emotional intelligence in leadership on organizational effectiveness. The results of the analysis show that the emotional intelligence in leadership of superior nurses has a significant impact on the nurses'organizational commitment and job satisfaction. While the direct effect on turnover intention and organizational performance was not significantly high, organizational commitment and job satisfaction were parameters in low turnover intention and high job performance. In conclusion, emotional intelligence in leadership is critical as nursing services in hospitals are based on interpersonal relationships. Therefore, by developing appropriate programs and training, hospitals can anticipate improved self-awareness, self-regulation, social awareness and relationship management of nurses, and further improve the effectiveness of the nursing profession.