• Information Systems Review
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• v.9 no.3
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• pp.157-181
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• 2007

Main concerns of IT project managements are concentrated on the output control and process management. IT project, however, is difficult to measure the quality of achievement, because it produces invisible and intangible outputs. Many studies have been carried on to quantify the intangible aspects of process management. However, most of them have been focused on the technological aspects. This study measures the priority of factors to manage IT project by applying the IT-BSC and PMBOK method. Established indexes include the factors of managerial, social and future-oriented perspectives to check the different aspects of project management over the technical factors. This study uses AHP method for quantitative measurement. This study can be meaningful because of following reasons. First, this study re-arranges IT project management evaluation indexes by balanced scorecard. Second, this model includes human factors of developers and users who are directly related to the project development and operation. Third, important items of each stakeholder have been separated, and the weights of each item have been quantified to have fixed values.

• The Journal of the Korea Contents Association
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• v.8 no.9
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• pp.234-241
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• 2008

The feature of the hotel business as a labor intensive industry and its heavy dependence on man power is relatively bigger than other industries. the important factors influencing the customer`s decision making are tangible facilities and intangible service qualities. however, the changes in economic situation are also seriously influencing them. So hotels are started to find other IT(information technology) systems. BSC which has been recognized as one of barometers to establish management performance is one of them. The purpose of this study was to develop KPI(key performance indicator) by using the BSC(Balanced Scorecard) for evaluating hotel management performance. This thesis presents customer performance, inner process performance, learning and growing performance as non-financial factors and tries to examine the cause and effect in the hotel industry. Hotels have to know nonfinancial performance which has positively relate to financial performance. To introduce BSC system is not to lead increasing income and bettermenting service quality, satisfacting customer needa for hotels, But to lead developing value enhancement to hotel enterprises and present process.

• International Journal of Quality Innovation
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• v.8 no.3
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• pp.156-172
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• 2007

The high-tech industry is the economic lifeline for Taiwan. Its characteristics are short product life cycle, rapid changes in the market, and a high obsolescence rate for new products. Under globalization, the high-tech industry has adopted Information Technology (IT) to shorten the manufacturing process, reduce costs and conduct product research and development (R&D) to increase the core competence of enterprises and achieve the goal of sustainable operations. Enterprises should actively strengthen their integration with internal and external resources and lead in R&D management to increase industrial operating performance. Effectively managing operations and R&D management evaluation in Taiwan's High-tech Industry has become a critical subject. This study adopted 4 major Balanced Scorecard (BSC) perspectives to establish the Total Performance Evaluation Indicators for the R&D management department in Taiwan's High-tech Industry. The Analytic Network Process (ANP) was applied to evaluate the overall performance of the R&D management department. The research framework is divided into 2 phases. The first phase is combined with the 4 major perspectives, Financial, Customer, Internal Business Process and Learning and Growth, as the related indicators for each measurement perspective. The Key Performance Indicators (KPI) were selected using Factor Analysis to identify the key factor from the complicated indicators. The relationship between the characteristics of each BSC's evaluation perspective is dependence and feedback. This study applied ANP to conduct the calculation and adjustment of correlation between each KPI, and determine on their relative weights for the objective KPI. The "Financial Perspective" for R&D management department in Taiwan's High-tech Industry focused on the budget achievement rate of R&D management. The weight indicator value is (0.05863). The "Customer Perspective" focused on problem-solving satisfaction. The weight value of this indicator is (0.17549). The "Internal Business Process Perspective" focused on the quantity and quality of R&D. The weight value of this indicator is (0.13506). The "Learning and Growth Perspective" focused on improving competence in the research personnel's professional techniques. The weight value of this indicator is (0.02789). From the total weighting indicators, the order of the Performance Indicators for the R&D management department in Taiwan's High-tech Industry is: (1) Customer Perspective; (2) Internal Business Process Perspective; (3) Financial Perspective; and (4) Learning and Growth Perspective.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.2
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• pp.129-139
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• 2013

This paper is targeted on proposing ameliorating alternative to performance assessment method of GSEM through evaluating the current one, which is initiated by SMBA to induce fair competition among 5 GSEM across the country and accommodate the quality improvement of entrepreneurship education since 2005 after beginning the SMBA support, from the perspective of BSC(Balanced Scorecard) tool. Ultimately, it complements the policy defects of SMBA over GSEM, in particular, in the process of performance assessment and management. This paper carries out two studies as follow. First, throughout reviewing the previous studies relating to BSC applications to non-profit organization, it set out the direction of introducing BSC in assessing performance of GSEM in order to enhance its effectiveness. Second, it evaluate the rationality of performance assessing tools apllied to GSEM by SMBA on the basis of BSC application over non-profit organization, especially in education institution. Research results shows the following implications. First, the current evaluation system over GSEM is just merely assessment itself and not much contributions for the post performance management. Second, The annual evaluation just remains to check up whether the policy goals are met or not. Third, the current evaluation puts much emphasis just on financial inputs and hardware infra, not considering human resources and utilization of government policy and institution. Fourth, the policy goals are unilaterally focused on entrepreneurs. Fifth, the current evaluation systems do not contain any indexes relating to learning and growth perspectives for concerning sustainable and independent growing up. However, lack of empirical testing require this paper to need the further study in the future.

• Information Systems Review
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• v.11 no.3
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• pp.63-82
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• 2009

In B2B e-Commerce(Business to Business Electronic Commerce) market, many companies use B2B e-Commerce Guarantee Service. Guarantee service raised the stability of collect debts for seller, and made purchase fund for buyer. The purpose of this study is development of KPI (Key Performance Index) for measuring performance and improving service quality. Through analysis for 'B2B e-Commerce Guarantee Intermediary Service based on RFID', the study developed KPI and made the case. The study suggests KPI of B2B e-Commerce Guarantee Intermediary Service based on RFID by IT BSC(Balanced Scorecard) model. The process of developing KPI is 4 phase. First phase is connection between service goal and KPI, second phase is make a KPI pool, third phase is development of standard for valuating and selecting index, the last phase is defining and applying of index. This study suggests the standard of measuring performance in B2B e-commerce Guarantee Service and guidelines on revitalization of service in B2B e-commerce industry and the other industry.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.11
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• pp.182-190
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• 2018

Many pharmaceutical companies operate the SFA system to support salespeople. The SFA system is used for various behaviors of salespeople. However, there is a lack of empirical analysis on the performance of SFA in Korea. The purpose of this study is to investigate the utilization of SFA system and the non - financial performance of SFA system. The subjects of the survey were 347 pharmaceutical community members who consisted of pharmaceutical salespeople and surveyed online for 18 days from March 13, 2018 to April 30, 2018. and the effective response rate was 23.1% (80/347). The analysis shows that the higher the level of SFA system utilization, the higher the non - financial performance. By type of company, the utilization level of multinational companies was higher than that of domestic companies. Among the SFA utilization level items, 1.47 points (3.65, 2.18) were higher than the domestic companies in terms of the support service items. Among the SFA performance items, foreign companies were 1.47 points (3.16, 1.69) Respectively. This suggests that the SFA development and operation method of the domestic company focuses on the management service rather than the support service for the salesperson and the customer satisfaction. Through this study, it is considered that domestic companies should strengthen sales person support and customer satisfaction information providing function when operating SFA system.

• The Journal of the Convergence on Culture Technology
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• v.9 no.4
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• pp.303-308
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• 2023

The purpose of this study is to provide a practical guide for establishing BSC that can be practically applied by SMEs. To this end, a case study was conducted to establish a performance evaluation system through a field-required Balanced Scorecard (BSC) for company J, a tent pole manufacturer, and to provide a management strategy system map. As a survey method, the requirements of the ordering organization were organized through a comparison of the BSC-related proposal requests in the first stage. The BSC establishment method was organized through the arrangement of the second stage result report. The 3rd stage BSC derived KPI indicators for SMEs for each of the 4 perspectives. A corporate vision was derived through a 4-step SWOT analysis. A strategy map was developed through 5-step field-required KPI, weight setting, and BSC. The 6-step final strategy system was also drawn up. As a result of the study, the four perspectives of the BSC were reconstructed by department. That is, the financial (financial) perspective is from the executives' perspective, the customer's perspective is from the sales department's perspective, the internal process perspective is from the design department/production quality department's perspective, and the learning/innovation perspective is from the management department's perspective. In addition, a total of 11 CSFs and a total of 49 KPIs of J company were derived. The limitation of the study is that the final strategy system through the company's BSC has only been carried out, and it needs to be linked with the company's compensation system in the future.