Antecedents and consequences of performance management system effectiveness in the philippine local government

Ugaddan, Reginald G Sungkyunkwan University 2018 국내박사

Local governments are at the forefront of governance and government service delivery. Most local governments in democracies have undertaken significant reforms with the aim of improving management and performance. The drive for reform has focused on performance management and the professionalization of management of local governments. While local governments endeavor to achieve efficiency, effectiveness of internal processes, and performance gains, public managers and employees remain skeptical about the adoption of performance management systems. Given the nature of accountability in local government organizations, public sector reform agendas have focused on the critical role of performance management—a strategic mechanism for bringing about meaningful progress in service delivery and achieving long-term, sustained organizational management and performance. However, prior studies have argued that performance management is an organizational discipline that infuses fear, scoffed at by leaders and derided by employees. The consequences of performance management are not necessarily positive for the organization or the individual, as the discipline generates doubt and undermines autonomy, creativity, innovation, and other positive employee behaviors. Moreover, significant gaps remain in the existing literature with regard to our understanding of performance management system effectiveness, and its various important determinants and consequences in the public sector. Focusing on the local government sector, this study intends to fill some gaps in local performance management system effectiveness studies. Employing qualitative and quantitative research techniques, this study explores environmental factors and various public management variables such as leadership, contextual, and process factors in influencing employee perception and/or behavior regarding public management system effectiveness in the local government. Subsequently, the study determines the consequences of a focus on performance management system effectiveness on public service motivation (PSM), organizational performance and job performance. This study has been structured into three essays that provide specific analyses of performance management system effectiveness (PMSE) and important public management issues: the first deals with public performance management environment, leadership, culture, structure, process; the second analyzes leadership behavior and motivation; and the third contextual factors and organizational performance. Employing survey data collected from local government employees in the Philippines, and empirical techniques such as exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and hierarchical multivariate regression, Essay 1 ascertained the relationship of antecedent variables with PMSE. In addition, the study also employed a qualitative analysis of interview data to further understand the relationship between PMSE and environmental and contextual factors. The study confirmed direct relationships among key variables in the study. Essay 2 examines the mechanisms through which PMSE affects individual motivation and employee outcomes. First, recognizing the role of leadership as a critical variable for performance management, the study examines the relationship of leadership styles and PMSE. Second, using the path-goal theory, the study determines the mediating role of PMSE on the PMSE on leadership style-PSM relationship. Third, employing process theory, the mechanism through which PMSE might affect job performance via PSM was examined. A sample of local government employees in the Philippines was used to test the hypothesized model. Findings show that participatory leadership style predicts performance management system effectiveness. The results also show that PSM mediates the relationship between PMSE and job performance. Finally, employing the expectancy-disconfirmation model (EDM), Essay 3 determines the relationship between PMSE and employees’ perceptions regarding the successful implementation of disaster risk reduction initiatives and programs in the local government context. An expanded EDM of PMSE confirmed the hypothesized relationships

Identification and performance management : an analysis of change-oriented behavior in public organization

Campbell, Jesse W. 서울대학교 행정대학원 2014 국내박사

Identity and identification are root constructs in organization studies. Identity provides an interpretive framework with which to evaluate the appropriateness of behavior, and as such, in organizations the construct has a fundamental relationship with employee performance. This study develops a theoretical framework linking identification to change-oriented behavior, a type of extra-role activity aimed at introducing micro-level organizational change in order to improve long-term performance and efficiency. Enhancing the performance of public organizations is a central theme of public administration theory and practice, and this study contributes to the literature by shedding light on a potentially important employee-level antecedent of organizational performance. Secondly, this study links identification and change-oriented behavior to a phenomenon that has grown increasingly prevalent in contemporary public organizations, namely, goal-oriented performance management. Over the past decades, public organizations around the world have implemented results-based reforms in order to increase accountability, efficiency, and performance. Due to the scope and complexity of these reforms, however, their full range of consequences is not yet known. This study aims to make a second contribution to the literature by linking performance management practices to both organizational identification and change-oriented behavior. Using survey data gathered from employees of central government ministries in South Korea, where a wide range of results-based reforms have been introduced, mediation analysis utilizing bootstrap resampling is used to test a number of empirical hypotheses related to the constructs outlined above. The results of the analysis suggest that organizational identification is a strong predictor of change-oriented behavior. In addition, the effect of performance management on employee intentions to engage in change-oriented behavior is shown to operate primarily through its effect on organizational identification, which underscores the importance of identification for organizational performance. Following the presentation of the results of the analysis, the theoretical and practical implications of this study are discussed.

Evaluation of Performance Management Gap in the Case of Ministry of Power : The Impact of Performance Management System on Employees’ Productivity

Sylvia Ama Sefa-Dwamena 서울대학교 대학원 2017 국내석사

Over the years Performance Appraisal system was the major tool for managing performances in many organizations and the Ministry of Power (Ghana) was not an exception to that. However, due to its notable challenges, organizations sought after new ways to improve upon the system to help attain the vision, mission and goals of their organizations. Performance Management System is a new system of managing employees’ performance in our business world of corporate organizations, as a result, lots of scholars have researched into the topic to unravel the best ways organizations can effectively manage performance in order to achieve the speculated results. This study dwelt on the analysis and exploration of the impact of Performance Management System on employee performance. It sought to compare the Ministry’s past performance practices to this new system to ascertain the differences and identify lapses that caused failure to the old (Appraisal) system. As a result, inductive research approach was used by conducting a survey at the Ministry. The aim was to find out the gaps that pertained in the old Performance Appraisal System, the potential gaps in the new Performance Management System and also to predict the future performance of the new system based on findings. Moreover, Policy recommendations were proposed after the following findings were deduced from the data and gap analysis. A critical examination and analysis of the comparison drawn between the old system, the new system and prediction made about the future state of the new system provided clear results that consistently showed huge gaps in the old Performance Appraisal System. Nonetheless, the Performance Management System was also found to have few gaps that could be bridged when the proposed recommendations provided are enforced to secure its future sustainability. The research was closed up with a summary of analysis made in respect of the attainment of the research objectives which proved to be realized at the end. Also, the outcomes of the research disclosed new areas that could be studied to improve the Performance Management System and as such, research questions were introduced to guide further studies on the topic respectively.

지속가능 위험관리가 경영성과에 미치는 영향 연구 : 시장 격변성 조절효과

이정애 대전대학교 2021 국내박사

ABSTRACT A Study on the Effects of Sustainability Risk Management on Business Performance - Moderating Effect of Market Turbulences - Jung ae Lee Dept. of Business Consulting Graduate School, Daejeon University (Supervised by Prof. Young Wook Seo) Enterprises are experiencing rapid changes in the global business environment due to the rapid development of information and communication technology, the 4th industrial revolution and corona. The global economic crisis is changing the paradigm for existing industries. In addition, the business environment is further exacerbated, exposing companies to various risks through unexpected uncertainty. As companies constantly encounter diversified threat factors, it is required to change the fundamental perspective on securing competitiveness and survival of companies. Companies face numerous barriers and risks in the process of formulating and implementing various management strategies. In a rapidly changing business environment, systematic and continuous management of corporate risks is very important for strengthening business competitiveness and for sustainable management. The purpose of this study is to verify the impact of corporate sustainability risk management on management performance and the effect of controlling market volatility. To this end, the effect of core risk management factors of a company on sustainable risk management and how sustainable risk management affects the business performance of a company, and analyzed the effect of controlling market volatility. To achieve the purpose of this study, based on the research model, the core risk management factors of a company consisted of risk recognition, risk system, and risk assessment, and the sustainability risk management consisted of sustainability core values ​​and sustainable risk management. The management performance of the company was selected as short-term and mid- to long-term management performance. Looking at the analysis results, The core risk management factors of enterprises were found to have a positive effect on sustainable risk management. It has been confirmed that sustainable risk management has a positive effect on business performance. In addition, market disruption has a moderating effect on the mid- to short-term performance of a company, and the moderating effect on mid- to long-term performance was rejected. The detailed factors are as follows. First, it was found that the relationship between risk perception and risk assessment of a company had a positive effect, and the risk system also had a positive effect on risk assessment. It is necessary for companies to recognize the importance of risk for key risk management factors, and to create an atmosphere in which risk management can become a corporate culture within the organization. Second, the relationship between risk assessment and sustainable risk management has a positive effect, and the core sustainability values ​​also have a positive effect on sustainable risk management. Observation and reporting should be made to minimize corporate losses. Third, sustainable risk management has a positive effect on business performance, sustainable risk management has a positive effect on short-term performance, and sustainable risk management has a positive effect on mid- to long-term performance. Appeared to be crazy. To achieve this, an internal and external management system for risk management management should be established, and a corporate culture should be formed that positively influences each other between management and members of the organization. Fourth, market disruption has a positive effect on management performance, market disruption has a positive effect on short-term performance, and market disruption does not affect mid- to long-term performance. Market disruption has a moderating effect on a company's short-term and mid- to long-term business performance, and companies must respond quickly to rapidly changing market conditions and provide new products and services that meet customer needs. A survey was conducted on companies in each field based on manufacturing companies and information technology companies. According to the purpose of this study, a questionnaire based on theory was constructed and distributed to small enterprises, SMEs, mid-sized enterprises, and large enterprises. The survey was finally received from 373 companies, and 152 questionnaires that were poorly answered or that did not match the focus research were removed. 221 questionnaires were used for analysis. For the survey data, statistical analysis was performed using Smart PLS 2.0 and SPSS 25.0 suitable for structural equation model analysis. Frequency analysis of demographic characteristics items was conducted. This study recognizes the necessity of risk management and a new paradigm for risk management in a rapidly changing business environment. It can be seen that there is a need for a system that manages unexpected risks arising from internal and external, and systematically and continuously manages risks within the organization and continuous efforts of the management layer. Recently, industrial changes are accelerating by the innovative technologies of the 4th industrial revolution using big data and artificial intelligence. Systematic and continuous risk management is an essential element in order for companies to continue to grow competitively in a business environment where unexpected uncertainty is increasing. In addition, it was found that corporate sustainability core values ​​and sustainable risk management are paramount for corporate sustainability management. Keywords: risk management, sustainability management, enterprise risk management (ERM), market Turbulences, sustainable risk management, management performance

Ownership management and firm performance : evidence from Korean small and medium-sized enterprises (SMEs)

최수영 Graduate School of International Studies, Korea Un 2020 국내석사

The impact of succession on management control formulates succession on the firm performance because valuable company decisions and behavior positively contribute to firm profitability. The main purpose of this paper is to examine the impact of management control on firm performance of small and medium-sized enterprises (SMEs) in Korea. It especially focuses on comparing the management impact of family ownership and professional CEO. A two-way fixed effects model is used for regression analysis. The overall firm performance has measured by cash flow returns (CFR) and evaluated the correlation of ownership management and firm performance. An analysis of data contains 8,614 observations from 2005 to 2015 that explore a positive relationship between ownership management and firm performance. Meanwhile, there was a relatively low connection between professional CEO management and firm performance. Additionally, the study illustrates the linkage between industry-effects in ownership management and firm performance. Therefore, the regression results indicate that ownership management performs superior to professional CEO management. These findings from the results indicate that different management types are instrumental to enhance understanding of management control and performance profitability. Therefore, business entrepreneurs can further understand and construct the best ways to enhance management systems to develop firm performance in Korea.

Project ecosystem competency model for creating sustainable performance in engineering project management : a conceptual framework

박창우 Graduate School, Korea University 2013 국내박사

인류가 달나라에 첫발을 내디딘 아폴로 프로젝트가 성공한 후 45년이 흘렀다. 하지만 그 후로 인류는 달나라에 다시 가지 않았다. 왜 아폴로 프로젝트는 지속되지 못 했는가? 지금 다시 인간을 달나라에 보내는 프로젝트는 가능한가? 마치 자연 생태계에서 공룡이 멸종된 것과 같이 이는 프로젝트 생태계와 관련되어있다. 지속가능하지 않는 프로젝트 생태계로 인해 다시 인간을 달나라에 보내기 위해서는 사라진 프로젝트 생태계를 복원해야 하는데 이는 엄청난 노력이 투입되어야 가능한 것이다. 오늘날 우리 조직에서 수행되는 일은 지속적이고 반복적인 특성을 지닌 운영(Operations)중심의 일에서 한시적이고 유일한 특성을 지닌 프로젝트(Project) 중심의 일로 변화해가고 있다. 조직 또한 기능(Functional) 중심의 조직에서 프로젝트 중심의 조직으로 변해나가고 있다. 특히 엔지니어링 프로젝트는 더욱 프로젝트 특성의 일 중심으로 그 성과창출이 조직이나 산업군의 지속가능한 성장에 깊이 영향을 주고 있다. 엔지니어링 프로젝트의 성과 창출을 위한 역량에 대한 많은 고찰이 있으나, 프로젝트의 성과창출이 지속적이지 못하고, 성공과 실패의 자체 기준에 의존성을 가지고 있는 것으로 나타났다. 본 연구에서는 프로젝트 생태계 사고의 접근을 통해 프로젝트의 생애주기뿐만 아니라 수행되는 프로젝트간의 상호유기적인 관계속에서 지속가능한 성과 창출을 위한 역량모델의 개념틀을 제시하고자 한다. 엔지니어링 조직이나 산업군에서 수행되는 프로젝트는 단일 프로젝트로 만 존재하는 것이 아니라 멀티 프로젝트로서 조직이나 산업군의 지속가능성에 영향을 미친다. 엔지니어링 조직이나 산업군은 지속적인 성과창출이 프로젝트 이해관계자의 가치 증대와 상호연관관계를 가지고 있을 것(P3)으로 명제를 제시하며, 이러한 프로젝트 이해관계자의 가치를 기반으로한 거버넌스(P4)를 통해 멀티프로젝트관리(MPM)를 수행(P5)한다. 이러한 MPM 수행은 프로젝트 생태계 디자인과 상호연관관계(P6)를 가지며, 프로젝트 생태계 디자인은 프로젝트 생태계 성숙도와 연관관계(P1)를 가진다. 프로젝트 생태계 성숙도를 높임으로서 지속적인 성과창출에 기여(P2)한다. 국제공동 벤치마킹 연구(iMPM)를 통해 MPM 수행은 MPM 성공요인과 상호관계를 가지며(P7) 이는 MPM 성과지표(MPI)와 관계(P8)를 가지며 MPM 성공요소를 업데이트(P9) 시킨다. 프로젝트 생태계 성숙도에는 엔지니어링 프로젝트 매니지먼트 (EPM)의 역량이 기여(P10)하며, 이러한 EPM의 역량은 프로젝트 생태계를 위한 프로젝트 데이터 웨어하우스 시스템의 개발을 통해 구현가능(P11)하다. 이를 엔지니어링 프로젝트 매니지먼트에서 지속가능한 성과창출을 위한 프로젝트생태계 역량 모델 (PECM)의 개념틀로 제안하였다. PECM은 크게 세가지 영역으로 정리하여 보면 다음과 같다. 첫째, 프로젝트 생태계의 디자인과 성숙도다. 프로젝트 생태계는 포트폴리오, 프로그램, 프로젝트, 운영 레벨로 구성되며, 이를 디자인하므로서 프로젝트 생태계 성숙도를 높일 수 있다. 프로젝트 생태계 성숙도는 카오스영역(레벨0), 에드-혹영역(레벨1), 시너지영역(레벨2), 지속가능한 영역(레벨3)로 모두 4개의레벨로 구분된다. 둘째, MPM수행을 위한 MPM 성공요소와 MPM 성과 기준(MPI)의 식별, 그리고 이를 통한 MPM 성공요소의 업데이트이다. 본 연구에서는 Gemünden MPM팀의 국제공동 벤치마킹 연구를 통해 한국 엔지니어링 조직의 MPM 성공요소를 실증분석하고, 유럽 엔지니어링 조직과의 비교연구를 통해 분석 검증을 하였다. 이러한 MPM 성공요소는 국제공동연구의 지속적인 결과를 비교분석하며 업데이트하고 이를 MPM 수행에 반영하도록 하여 지속적인 성과창출에 기여하도록 한다. 셋째 EPM 역량이 프로젝트 생태계 성숙도에 기여한다. EPM 역량은 크게 엔지니어링 역량(EC)과 시스템 엔지니어링 역량(SEC) 그리고 프로젝트 매니지먼트 역량(PMC)으로 구분해 볼 수 있다. EC, SEC 그리고 PMC에 동시공학, 전과정평가, 동시마케팅을 역량을 강화하여 프로젝트 생태계 성숙도를 높임으로서 지속가능한 성과 창출이 가능하도록 한다. 이러한 EPM 역량을 높이기 위해서는 복잡하고, 다양한 프로젝트 데이터를 분석하고 적용해야 한다. 프로젝트 생태계를 위한 프로젝트 데이터 웨어하우스 시스템 개발은 EPM 역량강화에 중요한 기능이다. 결론적으로 본 연구는 PECM의 개념틀 제시를 통하여 엔지니어링 조직이나 산업군의 지속가능한 성과 창출을 가능하게 하고 이는 프로젝트 이해관계자의 가치를 증대함으로서 엔지니어링 조직이나 산업군의 지속 가능한 발전에 기여하도록 하는데 있다. Apollo Project, it has been over 45 years since the man first landed on the moon. Even though, the man had made his first step on the moon, finding the incredible discovery, the trip to this new land had not been continued. Why has the Apollo Project not continuously retained? Is it possible to bring the man to the moon once again? It is more likely to project life cycle how the dinosaur became extinct from ecosystem of the nature. With unsustainable project ecosystem, it requires to restore and reconstruct its ecosystem which will be possible by putting tremendous efforts. Within the engineering organizations, the works processes are evolving from operational oriented works which are repetitive and sustainable to project oriented works which can be defined as temporary and unique. In addition, the organization structures are changing from functional structure to project oriented structure of organizations. Especially for engineering projects are becoming influential to industrial and organizational sustainability through its performances with special features and requirements of the projects. It is reviewed and analyzed that engineering projects are not easy to be sustainable due to its evaluations and dependency based on only its indication of success and failure. For any organizations or industries, more than a single project operates under supervision and these multi-projects can affect the sustainability of the organizations and industries. From this study, the conceptual model of life cycle of project through how ecosystem can give impact on life cycle of project and its mutual and reciprocal relationship for successful management of projects is proposed. The Proposition of interrelations and interactions between the indication of successful performance and the enhancement of stakeholders’ value The Proposition is made that the sustainability of organizations and industries through its interrelations with enhancement of stakeholder’s value (P3) and with the governance (P4) which is based on the value of the stakeholder, the Multi-Project Management (MPM) gets executing (P5). These performance of MPM has interrelation with the project ecosystem design (P6) and the design of the project ecosystem is mutually related with the maturity of the project ecosystem (P1). By enhancing the maturity of the project ecosystem, it contributes to create sustainable performance (P2). Through International MPM Benchmarking Studies (iMPM), the execution of the MPM interrelates with success factors of the MPM (P7) and furthermore, it relates to the MPM Performance Index (MPI) and updates the success factors of MPM (P9). The competency (P10) of Engineering Project Management(EPM) contributes to the maturity of project ecosystem and this competency of EPM creates and contributes to develop data warehouse system (P11). All these relations stated above are proposed as a conceptual model of Project Ecosystem Competency Model (PECM) to create sustainable performance within Engineering Project Management. PECM can be summarized into 3 as followings. The first is the design and maturity of the project ecosystem. The project ecosystem is constituted with the levels of portfolio, program, project and operation. By designing of these multi levels, the project ecosystem can be matured. The maturity levels of project ecosystem are categorized into 4 groups as Chaos Phase (Level 0), Ad-hoc Phase (Level 1), Synergies Phase (Level 2) and Sustainable Phase (Level 3). Second category is updates of MPM success factors through processes of identifying of MPM success factors and performance index (MPI). In this study, the empirical study on the MPM success factors of Korean engineering organizations is conducted based on iMPM Benchmarking Studies of Gemünden MPM team and comparison was made with European engineering organizations. These MPM success factors should be remained for continuous updates and improvement using iMPM’s studies which can be applied and contributed to create sustainable performance. Thirdly, the competency of EPM contributes to the maturity of the project ecosystem. The competency of EPM can be classified into Engineering Competency, System Engineering Competency and Project Management Competency. Along with Engineering Competency, System Engineering Competency and Project Management Competency, Concurrent Engineering, Life Cycle Assessment and Concurrent Marketing should be enhanced to increase the maturity of the project ecosystem for the sustainable performance. In order to enhance EPM, various data should be analyzed to be applied. For this purpose, the development of the project data warehouse system is a critical for enhancement of EPM competency. In conclusion, this study proposes a conceptual framework of PECM which could contribute and create sustainable performance in engineering organizations and industries and as well as the value enhancement of project stakeholder’s to contribute for creating sustainability.

예술경영교육을 통한 무용공연의 활성화 방안

조아라 수원대학교 교육대학원 2007 국내석사

Artist or managers conducting the performance play the role in making creative activities the center of culture, so they have to heighten the competitive power of the dance performance through the education of art management to constantly raise the levels of dance performance. The appearance of management position in dance performances and the professional management education is needed greatly to produce highly skilled managers for the dancer arts. In this study I will find the processes needed for proper direction of art management education should take in the dance department, the improvement through the general steam of art management done in national or international forums and through theoretical literature, scientific journals and periodicals. First, I will research the present status of dance performance in our country and analyze the characteristics and problems of it. Second, I will grasp the educational realities of art management for dance majors in our country and formulate the plan for the dance performance revitalization. Last, I will provide the scheme to improve the current dance performance system. When a dance major becomes an art manager who choreographs dance and performance on the stage, he should have the knowledge of administration, planning, marketing, and audience, outside supports for dance performance. He should be able to establish the performance easily. However many dance majors haven't learned about art management, because the lack of management courses in the major. We realize the need of management through the limitations of dance performances also the staffs leading dance performances aren't educated in systematic and structured art management. This all leads to insufficient communication with the audience, the lack of marketing, the lack of professionals to produce the performance, and new dance performances doesn't attract the audience's excitement and interest. Lastly, currently dance majors are not studying art management, but in order for the art of dance to develop into higher lever, the injection of art management into the dance curriculum is importantly needed. Therefore, the purpose of this thesis will be to find the devices needed to revitalize dance performance by knowing what the audience really wants, both artist and audiences through the education of art management can experience the performances at the same level.

(A) Balanced Performance Measurement Model for Office Building Facility Management

신현지 서울대학교 대학원 2020 국내박사

Facility management is gaining more importance as office building becomes high-rise and large, its facilities and systems get more sophisticated, and performance requirements on office building increase. As financial market evolves, office building has been recognized as one of the preferred alternative assets, and the importance of facility management has been increasingly emphasized due to its mission to fulfill the expectations and requirements of tenants on environment and services office building provides under financial constraints imposed by building owner, usually a financial investor in case of commercial office building. Furthermore, facility management has expanded to the core business area that affects the profits of office building. Performance measurement of office building facility management should consider the conflicts generated from the different objectives of building owner as investor and tenant as user as well as the characteristics of building as physical property. Thus, it requires the use of a balanced, holistic, and multi-faceted performance measurement model covering various perspectives. The author derived five performance factors that comprise Financial, Function, Organization, Safety-Health-Environment, and Satisfaction. They represent the perspectives of building owner and tenants, and reflect the role of facility management organization that drives the facility management performance as well as the characteristics of the facility management activities. The author found that prioritization of five factors can be different depending on building grade and investigated the relationship of five factors. As a result, five factors cycle structure is presented, which can progressively improve facility management performance by resolving the conflicts that exist amongst the stakeholders. To derive Key Performance Indicators (“KPIs”) for measuring the performance of five factors, a Delphi survey was conducted. The Delphi panels were composed of facility management experts and building owners. Thirty KPIs commonly recognized as important by both groups were identified. The author developed FFOSS model that measures office building facility management performance, based on the thirty KPIs which were categorized into five performance factors. FFOSS model is a balanced and full-fledged performance measurement model that covers various facets of facility management and presents a cycle structure amongst the five factors. The cost-effective expenditure made to the facilities of building is evaluated as important financial performance, which is a salient feature of this model distinguishing it from existing model. Investment made by building owner on building’s function and facility management organization leads to improved performance of the building’s physical facilities, and together with rising capability of the organization, it enhances Safety-Health-Environment performance. Then, tenant satisfaction rises, and eventually a better financial performance is achieved through rising rents paid by satisfied tenants. FFOSS model provides a balanced evaluation framework to office building owners and can be used by customizing five factors’ weightings. Weighting of five factors is a strategic method of tailored performance evaluation that can reflect the varying characteristics by building grades. The author proposes Financial and Function priority strategy as a standard for general building and Satisfaction and Safety priority strategy for prime grade office building. It also allows building owners to effectively communicate their objectives and intentions to facility management organization. The author verified the applicability, adequacy and effectiveness of FFOSS model through experts’ evaluation. The evaluation scores showed the validity of model. In order to increase the objectivity, a comparison model was also selected and evaluated at the same time. But it failed to show as much validity as FFOSS model as it obtained low evaluation score and was assessed to have poor applicability. Also, the performance measurement of facility management of six office buildings was conducted with FFOSS model. The measurement score for each building was verified as valid, representing the current overall facility management performance in view of the grade of building. 퍼실리티 매니지먼트 (Facility management)는 건축물이 고층, 대형화되고 설비와 시스템이 정교해지며, 성능에 대한 요구사항이 증대됨에 따라 중요도가 높아지고 있다. 금융시장의 발전에 따라 오피스빌딩은 투자자산으로서 선호되고 있으며, 퍼실리티 매니지먼트는 상업용 오피스빌딩의 투자 수익을 좌우하는 핵심적인 비즈니스 영역으로 확장되었다. 이에 투자자의 수익을 위한 재정적인 제약 가운데에서 사용자인 기업 테넌트 (Tenant)의 업무 환경과 서비스에 대한 다양한 필요와 기대를 충족시켜야 하므로 그 역할이 더욱 강조되고 있다. 오피스빌딩 퍼실리티 매니지먼트의 성과 측정은 건축물로서의 물리적인 특성을 반영하고, 퍼실리티 매니지먼트 역할과 책임의 넓은 범위를 포괄하며, 소유자인 투자자의 특성과 사용자인 기업 테넌트의 이해 충돌을 인정하는 균형 잡힌 성과 측정 모델의 사용이 요구된다. 저자는 오피스빌딩 퍼실리티 매니지먼트 조직에 요구되는 다양한 성과의 영역을 구분하는 5개 인자 (Factor)를 도출하고, 그 우선순위와 상호 관계를 규명하여, 5개 인자의 순환 구조에 기반한 성과 측정 모델을 개발하였다. 퍼실리티 매니지먼트 성과의 5개 인자는 재정 (Financial), 기능 (Function), 조직 (Organization), 안전-건강-환경 (Safety-Health-Environment), 만족 (Satisfaction)으로 도출되었다. 이는 성과 평가 주체인 빌딩 소유자 및 사용자인 테넌트의 관점과 함께, 성과를 이끌어내는 퍼실리티 매니지먼트 조직의 역할과 업무의 특성을 반영한 것이다. 빌딩 소유자는 빌딩 비용의 절감을 통하여 재정적 성과를 극대화하고자 한다. 그러나 오피스빌딩은 지속적인 유지관리 노력과 비용이 투입되지 않으면 노후화가 빠르게 진행되는 건축물로서의 물리적 특성을 갖고 있기 때문에, 이러한 접근은 테넌트의 만족도를 저해하여 오히려 수익을 손상시킬 수 있다. 이에 본 저자는 빌딩의 수익 증대에 기여하는 유지관리 비용의 효용적 지출을 퍼실리티 매니지먼트의 중요한 성과로 평가함으로서, 균형 잡힌 재정적 성과 평가의 관점을 제시하였다. 빌딩 소유자의 빌딩 기능과 퍼실리티 매니지먼트 조직 역량에 대한 적절한 재정적 투자가 빌딩의 기능을 향상시키고, 테넌트가 필요로 하는 안전-건강-환경 성과를 제고한다. 이러한 성과를 바탕으로 테넌트 만족이 증진될 수 있으며, 만족한 테넌트가 지불하는 임대료를 통하여 빌딩 소유자가 추구하는 재정적 성과가 성취된다. 이러한 순환은 빌딩 오너와 테넌트의 이해 충돌을 발전적으로 해소하면서 퍼실리티 매니지먼트 성과를 총체적으로 증진한다. 또한 저자는 퍼실리티 매니지먼트 5개 인자의 성과를 가장 효과적으로 측정하는 주요 성과 지표들 (Key performance indicators)을 도출하여 성과 측정 모델을 완성하였다. 전문가 델파이 그룹을 빌딩 소유자 측 전문가 7인과 빌딩 퍼실리티 매니지먼트 조직 팀장급 7인으로 구성하여, 3차에 걸친 설문을 통하여 빌딩 소유자와 퍼실리티 매니지먼트 조직이 모두 중요성을 인정한 주요 성과 지표 30개를 규명하여 성과 측정 기준과 함께 제시하였다. FFOSS모델은 각 인자들의 우선순위와 평가 비중을 평가자가 직접 설정할 수 있으며, 저자는 오피스 빌딩 등급의 특성을 반영한 두 가지의 평가 전략을 제시하였다. 재정과 기능을 우선시하여 높은 비중으로 평가하는 일반 등급 빌딩을 위한 표준 전략과 함께, 테넌트 만족과 안전을 우선시하는 프라임 등급 빌딩을 위한 전략이 제시되었다. 평가 비중의 설정을 통해 빌딩 소유자는 빌딩 운영 우선순위를 퍼실리티 매니지먼트 조직에 효과적으로 전달할 수 있다. FFOSS 모델의 5개 인자와 30개 주요 성과 지표를 사용한 성과 측정은 저성과의 요인을 지적하는 동시에 해당 저성과의 영향 범위가 제한적인지 아니면 광범위한지를 알려 준다. 따라서 빌딩 소유자가 한정된 자원을 성과 개선에 효과적으로 배분하기 위한 의사 결정 도구로서도 효과적이다. 모델의 검증을 위하여 선행연구들 중 완성도가 가장 높은 비교모델을 선정하여 빌딩 소유자 측 전문가들을 통하여 두 모델을 동일한 기준으로 평가하도록 하였다. 평가 결과 FFOSS 모델의 적용성, 적정성, 효과성이 모두 우수함이 입증되었으며. 비교모델보다 높은 평가 점수로 상대적인 우수성도 입증되었다. 또한 6개 오피스빌딩 퍼실리티 매니지먼트의 성과를 두 모델을 사용하여 측정하도록 하였으며, 비교모델은 실제로 평가가 불가한 지표들이 많아서 종합 점수가 산출되지 못하였다. 그러나 FFOSS 모델은 모든 빌딩들에서 종합 점수가 산출되었으며, 해당 빌딩의 등급과 상태를 감안할 때 현행 성과에 부합하는 점수임에, 실제로 성과 측정과 적용이 우수한 모델임이 입증되었다.

(The) impact of strategic fit on innovation performance : focusing on manufacturing industry

정두희 Seoul National University 2017 국내박사

In a rapidly changing business management environment, continuous technological innovation is necessary in order to sustain a competitive advantage. However, technological innovation, by itself, does not necessarily guarantee success in firm management. There are many examples of firms that have failed to create values through technological innovation, despite the fact that they possess excellent innovative resources. I can easily find examples of firms that have failed to innovate because they could not seamlessly integrate their internal and external resources and because of inconsistencies in the strategies within the organization. The mutual interaction of various stakeholders, including top management teams (TMTs), suppliers, competitors and shareholders in exploring and developing innovative technologies, the convergence of a firm’s resources within a consistent strategy direction, and the creation of a synergistic effect are important. In other words, the way in which all the resources of technological innovation align is important in improving innovative performance. This dissertation emphasizes the importance of strategic fit in firm innovation. This study first criticizes that the concept of fit is used inconsistently and indiscriminately in many literatures, and develop a framework of strategic fit that is suitable for the study in technological innovation. Based on this framework, this dissertation examines the effect of the strategic fit of various factors, especially centered on the three major factors such as the top management team attribute, the internal context as well as the external context of the firm. As the first study, this dissertation examines the effect of TMT cognitive characteristics on fir innovation contingent upon internal context such as organizational search behavior. The central premise of upper echelons theory is that the organization is a reflection of the top management team. The top management team has the authority to formulate, execute and evaluate a firm’s innovation strategies. The knowledge base of the top management team is a key variable in predicting the firm’s innovation strategy tendencies. This study focuses on this knowledge diversity. The decision-making tendencies of a top management team with a diverse knowledge base and one with a homogeneous knowledge base are bound to differ. The majority of pre-existing study concludes that the greater the knowledge diversity, the better the innovation performance. However, just as the existing quantitative analysis shows, this tendency does not apply to all firms across the board. This is due to the fact that the top management team’s strategy direction is executed by the internal organization of the firm, and the TMT effect can be distorted through the firm’s organizational behavior and routine. Therefore, this dissertation analyzes how the relationship between the TMT’s knowledge diversity and the innovation performance changes because of the organization’s internal structure. As a result of conducting quantitative analysis of 120 manufacturing companies in the U.S., a positive correlation was determined between the knowledge diversity founded on the past industrial experience of the top management team and innovation performance. However, the results vary depending on the organizational search scope. The more expansive the organizational search scope, the greater the effect of the TMT’s knowledge diversity on innovation performance. Conversely, the narrower the organizational search scope, the more constrained the top management team effect. When TMT with diverse knowledge leads to a broad search organization, therefore, fit as internal complementarity increases, which improves innovation performance. The effect of the TMT’s knowledge diversity must also match the managerial discretion of the firm. The managerial discretion indicates the extent of the TMT’s direct and proactive intervention into corporate affairs, and there is a high degree of variance depending on the type of industry. The effect of the TMT’s knowledge diversity is greater in industries with high managerial discretion like computer or semi-conductor industries. In contrast, the TMT effect is limited in industries with low managerial discretion like forestry or simple manufacturing industries. Therefore, industries with high discretion are more likely to achieve fit as external complementarity with TMT with diverse knowledge, which improve innovation performance. This dissertation also analyzes the relationship of external collaboration strategy and innovation performance. Firms can create innovative values by collaboration with many external partners. Some forms of external collaboration for innovations are mergers and acquisitions, alliances, and joint ventures. For the purpose of this study, the analysis focuses on alliances. In particular, the study analyzes the effect of alliance portfolio diversity on innovation performance. Alliance portfolio diversity refers to how many alliances firms forge with a diverse array of partners. Even if alliances are forged with great companies, alliances, by themselves, do not impact the innovation of the organization. From this perspective, I argue that the internal capability of value creation plays a critical role in leveraging alliance portfolio diversity. The alliance portfolio diversity can be represented as a pool of external resources which the focal firm can access. The extent of benefit that the focal firm gains from the portfolio will depend upon the internal capacity to create the value from the external resource pool. Based on the dynamic capabilities framework that emphasizes competitive advantage is generated from the capabilities to combine and recombine internal and external resources (Teece, 1996; Teece, Pisano, &, Shuen, 1997), this study empirically investigates how the fit between an alliance portfolio strategy and internal capabilities affects innovation performance. First, I confirm the direct relationship between innovation performance and alliance portfolio diversity in terms of industry, then examine how internal capabilities of value creation leverage this relationship. In this study, the internal capabilities of value creation are examined in two aspects: routine (organizational search routine) and ability (technological capabilities). The results of this analyses show that the alliance portfolio diversity alone cannot explain the relationship with innovation performance, and this relationship is determined by internal contexts such as organizational search routine or technological capabilities. Apart from the hypotheses tests, this study conducted additional analysis by adding interaction terms with industry volatility as dummy variable, to examine how interplay of alliance portfolio diversity and internal capabilities is applied in certain environment such as high volatile industries. The result of this analysis shows the interaction of alliance portfolio diversity and organizational search routines becomes more significant in industries with high volatility while interaction of alliance portfolio diversity, technological capabilities, and high volatility have no significance. This study analyzed the impact of alliance portfolio diversity on innovation performance in terms of fit as integrated complementarity that considers internal and external components simultaneously.

건설기업의 품질경영성과의 선행요인에 대한 실증 연구

조진호 영남대학교 대학원 2017 국내박사

The purpose of this study is to establish mid- and long-term vision and strategy through construction quality management activities, to achieve the goal, and to grow and develop the enterprise. Therefore, construction companies themselves identify the relationship between key success factors for current construction quality management activities and management performance of top management leadership. In addition, it confirms the mechanism of employee engagement activities in construction quality management activities, and identifies the competitive advantage and the weak competence in construction quality management activities. We conducted a triangulation method study to convey the vivid voice of the scene. The research process is as follows: Firstly, we conducted face-to-face interview, preliminary research, structured questionnaires and in-depth interviews in order to derive key performance indicators for business performance used in construction companies. As a result the key factors for the management activities are derived. Secondly, for the evaluation of top management leadership, quality management activities and management performance, 113 empirical data collected across the nation were analyzed using SmartPLS 2.0. Lastly, empirical studies were conducted on two construction companies of a large corporation, which conduct reward system, to evaluate the reward type, internal customer satisfaction and employee engagement, according to construction quality management activities, and 250 empirical data collected were analyzed using SmartPLS 2.0. The results of the case study are as follows: Firstly, top management leadership is a very important factor in promoting quality management activities and achievement of management performance. Secondly, the quality, safety, time, human resources, cost, communication, order, environment and construction culture of construction quality management activities are very important factors in achieving management performance. Thirdly, internal customer satisfaction is a very important factor in promoting quality management activities. Lastly, reward is a very important factor in promoting internal customer satisfaction and quality management activities. The results of empirical studies on construction quality management activities are as follows: Firstly, top management leadership has a positive effect on the performance of construction quality management. In addition, top management leadership has a positive effect on the core antecedent factors of construction quality activity (cost, time, quality, safety, communication). Therefore, management influence rankings were, in order of safety, cost, time, communication and quality. Secondly, the leading factors (cost, time, quality, communication) of construction quality management activities have a positive effect on construction quality management performance. As a result the order of management influence was in the order of communication, time, cost and quality. Lastly, 43.7% of the effects of top management leadership on construction quality management performance through multi-mediation analysis was explained through the mediator of time, cost, and communication among construction quality management activities. The empirical results of employee engagement activities are as follows: Firstly, external rewards and internal rewards have a positive effect on employee engagement. As a result the ranking of influence on employee engagement was in the order of intrinsic reward and external reward. Secondly, external rewards and internal rewards have a positive effect on internal customer satisfaction. As a result the order of influence on internal customer satisfaction was in the order of intrinsic reward and external reward. Thirdly, internal customer satisfaction has a positive effect on employee engagement. Fourthly, internal customer satisfaction plays a partial mediation role in the relationship between reward type and employee engagement. Lastly, the size of the moderating effect, according to the type of labor contract(regular worker, irregular worker) and position(department, non-department) is classified as follows: First, in order to test the moderating effect of the reward type according to the type of labor contract for internal customer satisfaction, Chin et al.(2003)'s W. Chin test results showed. Therefore, the size of the moderating effect of the type of labor contract, according to the group classification was found to be large in regular workers. Next, the size of the moderating effect is larger for department supervisors in external reward. However, intrinsic reward was confirmed that there is no moderator effect. The purpose of this study is to clarify the cause and effect of the key causal variables by identifying the key causal variables for the construction quality management activities by deriving the construction quality management performance measurement indicators applied by construction companies in the actual field. Therefore, it suggests the improvement plan which can improve the management performance by deriving the factors that have an important influence on the management performance. As a result the limitations of the study and future research are presented.