• International Journal of Quality Innovation
• /
• 제9권2호
• /
• pp.11-30
• /
• 2008

The purpose of this study is to develop BSC model of social enterprise. Performance analysis tool of BSC have been brought over from the business world, designed and created from the perspectives of profit-based businesses. The BSC is a strategic performance measurement and management tool designed for the private sector acting as a communication/information and learning system, to measure 'where we are now' and 'where to aim for next'. It prescribes a plan for translating 'vision' and 'strategy' into concrete action across four perspectives at different stages, depending on the business. These perspectives are 'financial', 'customer', 'internal processes' and 'learning and growth', each of which is connected by cause-and-effect relationships that reflect the firm's strategy. Social aims of social enterprise are to accomplish desired outcomes which are to employ vulnerable people and to provide social services. The measurement factors of financial perspective are stable funding, efficiency of budgeting, stakeholders' financial supports, and trade profit. The measurement factors of customer perspective are government, social service users, employees, local communities, sup plier, social activity company, and partnership with external organizations. The measurement factors of internal process perspective are organizational culture, organizational structure/management, internal/external communication, quality of products and services, information sharing. The measurement factors of learning and growth perspective are training and development, management participation, knowledge sharing, leadership of CEO and manager, and learning culture.

• Journal of Korea Society of Industrial Information Systems
• /
• 제10권4호
• /
• pp.110-119
• /
• 2005

This study develops three dimensions of a supply chain structure (i.e., supply network, conversion network, distribution network) and proposes a balanced scorecard (BSC) model in order to measure management performance. We may conclude that management performance depends on the supply chain structure, and performance of distribution network is better than that of supply and conversion networks based on the result of Scheff multi-comparison.

• The Journal of Information Technology
• /
• 제12권2호
• /
• pp.13-29
• /
• 2009

ERP in the past, primarily centering on large enterprises and the introduction of competition in the global e-business, but along with the proliferation of small and medium-sized enterprises are now in earnest, or to take advantage of the introduction of the ERP plan. However, the introduction of the ERP cost and the effort required to develop, because many never previously introduced ERP expect that the introduction of cost and performance comparisons with the measurement is necessary. Until now, however, the introduction of a framework of analysis followed the introduction of ERP primarily to measure performance of a major improvement. This research, in addition to improving the performance of these tasks have been overlooked until now for the system's user satisfaction BSC (Balanced Scorecard) models and techniques using AHP-specific understanding of the Company (Group executives, middle managers groups, and user groups) Importance of priorities you want to analyze. In summary, the key findings of this study follows. First, ERP user satisfaction measurement for the balanced scorecard indicators in terms of the redevelopment. Second, the information system user satisfaction to the user layer (Layer 3), grouped by the measure. Thirdly, the user satisfaction of the important topics for attention as quantified by measuring the hierarchy. This model is for satisfaction levels as quantitative of future users of the new system, information systems and the introduction of a new model of development based on the evaluation data will be able to take advantage of.

• Journal of Korean Society of Rural Planning
• /
• 제12권3호
• /
• pp.43-55
• /
• 2006

Recently, increases of leisure activities and 5-day workweek system enforce government employ rural tourism policy and projects. Operating projects are Green Rural Experience Village, Rural Tradition Theme Village, etc. In this study under investigation of Green Rural Experience Village site, Green-Tourism performance indicators were developed. Green-Tourism performance indicators of rural village were developed by BSC(balanced scorecard) and AHP(Analytic hierarchy process). Four perspective of BSC are divided into financial perspective, customer, internal-business process, and teaming and growth perspectives. To develop green-tourism performance indicators of rural village, low perspectives of BSC are converted into investment effect, visitor, internal process, and village inhabitants perspectives. By these perspectives, green-tourism performance indicators of rural village were developed. Weighting values on importance were calculated by AHP. Performance indicators developed in this study applied in 12 villages. With the result, generally well-known villages gained high score, and in accord with survey content.

• Korean Management Science Review
• /
• 제29권1호
• /
• pp.73-88
• /
• 2012

Much of knowledge that can retain a company's competitive advantage remains within the organization. However, identifying, finding and leveraging knowledge in an organization is still problematic [17]. Although knowledge is the key to success, it is simply too valuable to be left in an organization [59]. The CoP (Community of Practice) within an organization is a practical way to manage knowledge in an organization as systematically as other critical assets in order to deploy and share it [59]. However, research related with CoP, has focused on the value of CoP. Therefore, we developed not only a holistic and systematic method for understanding and assessing the current position of CoP but also a method for extracting the core strategies and CSFs of CoP based on performance evaluation. We developed strategies, CSF (Critical Success Factor) and PM (Performance Measure)s of CoP based on BSC (Balanced Scorecard) process. Specifically, CSFs and strategies of CoP were extracted based on maturity model and type of CoP. According to the procedure from the methodology to evaluate the performance of CoP, three different industrial cases were adopted to validate the evaluation methodology.

• Journal of Information Technology Services
• /
• 제12권3호
• /
• pp.273-287
• /
• 2013

The objective of this study is to empirically develop performance evaluation measures for LIS (logistics information systems) based upon BSC (balanced scorecard) model and determine the relative importance among four perspectives of BSC using AHP (analytic hierarchy process) methodology. Above all, forty nine probable measures for evaluating LIS performance were identified through reviewing the previous research related with SCM (supply chain management), logistics management, and information systems evaluation. And then, these probable measures were examined by means of coincidence analyses using three mutually exclusive criteria(validity of content, ease of measurement and reliability of measurement). Data for conducting the coincidence analyses were collected from LIS users and LIS development personnel. As the results of the coincidence analyses, it was found that 31 ones among 49 probable performance evaluation measures theoretically derived could be qualified for LIS performance evaluation. And AHP analysis showed that the weight of each perspective was respectively as follows : 46.8% for financial perspective, 31.3% for customer perspective, 14.8% for internal business process perspective, and 7.1% for learning and growth perspective. The academic contribution of this study is that performance evaluation measures for LIS could be systematically and empirically developed on the basis of BSC. Also, the results of this study are expected to be used as a practice guideline of evaluating and improving LIS.

• Knowledge Management Research
• /
• 제10권1호
• /
• pp.71-100
• /
• 2009

Recently, many of organizations build up their performance measurement system (PMS) to measure their knowledge management performance. However, the system that doesn't well reflect the organization's strategies as well as surroundings could obstruct their performance improvement, instead. Therefore, It is really important to establish the PMS to reflect organization's surroundings and strategies. The purpose of this study is to make a diagnosis of a performance measurement practice of a domestic university's knowledge management. To serve this research purpose, we examine the uptight performance index and PMS from existing references. And we diagnose the specific practices and maturity rates of measuring performances, and the recognition of the performance index at "D" university recently adopting balanced scorecard to performance evaluation through the survey on academic affairs committee members, performance evaluation committee members, and administration members. The method analyzing data from the survey is a gap analysis which includes alignment analysis, congruence analysis, consensus analysis, and confusion analysis. We make a diagnosis of performance measurement practices at "D" university, raise several points of this performance measurement system, and present the improvement plans from these problems.

• Journal of the Korean Operations Research and Management Science Society
• /
• 제37권3호
• /
• pp.23-37
• /
• 2012

As Customer Relationship Management (CRM) strategy is becoming a core competence more recently, many companies want a reliable CRM assessment system which enables measuring and diagnosing corporate customer strategies for building an optimized CRM strategy. However, there has been short of researches on developing the CRM diagnosis methodology that is directly applicable to real practices. Drawing upon the theoretical framework of CRM scorecard, we developed and suggested a corporate CRM diagnosis methodology that can systematically understand and assess the corporate CRM capability and performance, guiding their future directions. Companies can search the important but weak areas among various CRM strategy subjects through the proposed diagnostic procedures. This framework has a hierarchical structure that has four evaluative domains each of which has several evaluative subjects consisting of many evaluative themes: the score of upper factor is the weighted average of its subordinate factor scores. And the score of each evaluative theme is the weighted average of quantitative and qualitative evaluative indexes. Quantitative indexes are calculated by analyzing customer and sales data and qualitative ones are derived from survey data. Each evaluative index has more than one measure and its score can be derived from its own formula consisting of the measures. To prove the concept, we applied this framework to a real company and concluded that it might be appropriate to understand the corporate CRM strategy situation, find the pain points, and resolve them for better CRM implementation.

• The Journal of Information Systems
• /
• 제15권2호
• /
• pp.173-193
• /
• 2006

This study first conceptualizes and investigates five dimensions of SCM activities, such as organizational capacity, revitalization support collaboration, appraisal and responsibility, and information system activities. Second, this study develops three dimensions of a supply chain structure, and proposes a balanced scorecard (BSC) model in order to measure business performance. And then, this study establishes too research hypotheses as follows: H1. The SCM activities varies with the supply chain structure. H2. The management performance varies with the supply chain structure. In the questionnaire survey for empirical analysis, this study carefully selected 809 of companies in Korea. We conducted a survey by mail and collected 127 data. Out of 127 data we actually used 103 responses for statistical analysis. After conducting statistical analysis, we could find the results as followed: 1) The supply chain structure was classified into three networks through a clustering procedure, such as supply network, conversion network, and distribution network, and these networks were used to testify hypotheses. As a result the effect of SCM activities varies according to three networks and especially, the companies in distribution network were more active than those in supply and conversion networks doing SCM activities. 2) We may conclude that business performance varies with three networks, and distribution network achieves better performance than supply and conversion networks do.

• Journal of Korea Society of Industrial Information Systems
• /
• 제13권5호
• /
• pp.124-132
• /
• 2008

Most companies in Korea that are implementing six sigma programs evaluate belt's project performance based on their own evaluation systems. Financial performance is a major criterion to evaluate project performance. New project evaluation systems which are based on not only financial performance but also non-financial performance need to be presented for better performance system. The study presents the integration system of balanced scorecard and six sigma project evaluation systems to show balanced view points of performance. Each evaluation index of four view points are presented in the study and could be utilized for alternative project evaluation systems.