In today’s rapidly changing business environment, rapid decision making and effective project management are essential for business growth. This study examines how project manager competencies and organizational structures affect business performance. Successful project execution depends on the strategic use of project managers’ skills and organizational resources to maximize performance. An empirical study was conducted with 475 participants from the construction and engineering sectors. The applied analyses included multiple regression analysis and two-way ANOVA to assess how project manager competencies and organizational types affect business performance. The results of the study show that project manager competencies significantly improve business performance, especially when combined with appropriate organizational types. Effective use of organizational frameworks leads to better financial results, increased market competitiveness, and greater innovation. The results of the study are as follows: First, project manager competencies were found to have a significant positive effect on business performance. Second, the use of functional, project, and matrix organizations had a significant positive effect on business performance. This suggests that aligning organizational structures with business objectives is important for achieving optimal performance. Overall, this study provides valuable insights into the academic literature and practical applications of project management and organizational research. In addition, if we can select organizational members based on the learning effects of previous projects when operating new projects in the future, it will help reduce risks. Ultimately, it will improve the project manager’s competency level, promote the individual abilities and knowledge sharing of team members, and provide opportunities for the company to build efficient new systems. This will be evaluated as a valuable study in terms of academic and practical productivity.

As the complexity and uncertainty of international construction projects increase, the importance of risk management capabilities in the construction industry has become more pronounced. Accordingly, Enterprise Risk Management (ERM) has become a widely adopted approach among organizations as a new way for more effective risk management. Despite its growing application, research related to ERM is still in its infancy, and most of the existing studies have been limited to financial industries. Therefore, this study aims to empirically examine the influence of ERM’s core elements on project risk management (PRM) and project performance within construction firms. Our findings indicate that the key ERM components—organization, policy, and culture—significantly enhance PRM processes, underscoring their critical role and importance. Additionally, effective PRM positively affects project outcomes, highlighting its significance for construction companies engaged in international projects. While ERM does not directly impact project performance, it indirectly improves outcomes through enhanced PRM capabilities. It suggests that ERM will contribute to the firm’s performance by improving the firm’s PRM capability through policies and a risk-focused culture corresponding to the adopted ERM organization and system..

Companies are paying attention to project governance to realize their goal strategies, project success, and project value in a rapid and complex environment due to the development of information technology. This study aims to explore project governance and factors from literature review and practice guides related to project governance and empirically analyze the impact of project governance factors on IT project objective performance. The survey was conducted on project managers, project team members, and project management members with experience in carrying out business IT projects within two years at companies in various industries in Korea. The main conclusion is as follows. Among the project governance factors, disclosure and reporting that uses and reports using appropriate and reliable information about projects related to decision-making activities positively impact the achievement of IT project objectives: business success and stakeholder satisfaction. Among the project governance factors, project sponsorship, a role that effectively connects management and projects, and a project management framework that provides tools, procedures, resources, and techniques for projects positively impact IT project objective performance. This study is of academic and practical significance in that it identifies the definition and factors of project governance through companies in various industries in Korea and the positive impact of project governance factors on IT project objective performance.

Recently, defects that occurred during the construction of apartment houses have become a social issue. Defects in apartment houses lead to waste of resources and economic loss, causing psychological and physical damage to customers, and a decrease in reliability and financial loss to construction companies. The purpose of this study was to analyze the impact of defect occurrence according to the difference in project management level in the apartment housing construction stage, and to investigate the extent to which the project manager's experience affects the defect occurrence rate. For the empirical analysis of the study, statistical analysis was conducted using data collected from 130 actual projects. The results of the analysis showed that schedule management, cost management, and quality management had a positive effect on reducing the defect occurrence rate in the execution stage of apartment housing construction, while human resource management productivity had a negative effect. This study theoretically demonstrated the importance of project management, and in practice, showed that schedule management, cost management, and quality management should be faithfully performed in the execution stage to reduce the rate of defects after project completion. It was also suggested that hiring an experienced project manager would help reduce project defects.

For the smooth implementation and success of smart city projects, it is necessary to recognize that there is a difference in the perception of value judgments or strategic goals among major stakeholders in the planning process. And it is necessary to aim the values and goals of smart cities through reconciliation of these differences. The two major stakeholders in the smart city development project are citizens group and government officials group. Government officials are in charge of establishing and implementing policies for smart city projects, and their value judgments and perceptions influence the policy direction. In these respects, government officials can be an important stakeholder group. Citizens are a group that includes ordinary residents and business owners who live in smart cities and are the ultimate users of infrastructure and facilities. This study investigated the importance perceptions of citizens and government officials, who are the major stakeholders, about the core values and strategic goals that the smart city project aims. Responses were collected using a structured questionnaire to which the AHP methodology was applied. And the priority of perceptions for constituent items was compared for each stakeholder group. Through the comparative analysis results, it was empirically confirmed that there is a difference in the values and goals pursued by the smart city project between stakeholder groups. As an empirical study on the stakeholders of the smart city project, this study is meaningful in contributing to the theoretical development in that it suggests that the conceptual structural model of the smart city strategy system presented in previous studies can be applied in practice.

Project Management Information System (PMIS) is a special purpose information system that is created to provide useful information for project managers and participants to make effective and efficient decision making during projects. The use of PMIS is increasing in project based industries such as construction, defense, manufacturing, software development, telecommunication, etc. It is generally known that PMIS helps to improve the quality of decision making in project management, and consequently improves the project management performance. However, it is unclear what are the difference of PMIS impacts between industries, and still need to be studied further. The purpose of this study is to compare the impact of PMIS on project management performance between industries. We assume that the effects of PMIS will be different depending on the industry types. Five hypotheses are established and tested by using statistical methods. Data were collected by using a survey questionnaire from those people who had experience of using PMIS in various project related industries such as construction, defense, manufacturing, software development and telecommunication. The survey questionnaire consists of 5 point scale items and were distributed through e-mails and google drive network. A total of 181 responses were collected, and 137 were used for analysis after excluding those responses with missing items. Statistical techniques such as factor analysis and multiple regression are used to analyze the data. Summarizing the results, it is found that the impacts of PMIS quality on the PM performance are different depending on the industry types where PMIS is used. System quality seems to be more important for improving the PM performance in construction industry while information quality seems more important for manufacturing industry. As for the ICT and R&D industries, PMIS seems to have relatively lesser impact compared to construction and manufacturing industries.

Recently, the importance of project management has increased due to the scale and complexity of the construction projects. Therefore, this study conducted a survey on construction companies and related public institutions to verify the relationship between the role of the Project Management Office(PMO) and PM leadership for project performance. Based on this, the effect of the PMO role on the project performance was identified and the moderating effect of PM leadership was analyzed. As a result, first, the role of the PMO was found to have an influential on the project performance. Second, the PM leadership was verified to has a moderating effect in the relationship between the PMO role and the project performance. The purpose of this study is to analyze the influential of the role of PMO on project performance in the construction industry to suggest the necessity of PMO in the construction industry and the need to adopt PMO in large-scale construction projects and analyze the moderating effect of PM leadership on project performance.

This research explores how imported automobile companies can develop their strategies to improve the outcome of their recalls. For this, the researchers analyzed patterns of recall demand, classified recall types based on the demand patterns and examined response strategies, considering plans on how to procure parts and induce customers to visit workshops, recall execution capacity and costs. As a result, recalls are classified into four types: U-type, reverse U-type, L- type and reverse L-type. Also, as determinants of the types, the following factors are further categorized into four types and 12 sub-types of recalls: the height of maximum demand, which indicates the volatility of recall demand; the number of peaks, which are the patterns of demand variations; and the tail length of the demand curve, which indicates the speed of recalls. The classification resulted in the following: L-type, or customer-driven recall, is the most common type of recalls, taking up 25 out of the total 36 cases, followed by five U-type, four reverse L-type, and two reverse U-type cases. Prior studies show that the types of recalls are determined by factors influencing recall execution rates: severity, the number of cars to be recalled, recall execution rate, government policies, time since model launch, and recall costs, etc. As a component demand forecast model for automobile recalls, this study estimated the ARIMA model. ARIMA models were shown in three models: ARIMA (1,0,0), ARIMA (0,0,1) and ARIMA (0,0,0). These all three ARIMA models appear to be significant for all recall patterns, indicating that the ARIMA model is very valid as a predictive model for car recall patterns. Based on the classification of recall types, we drew some strategic implications for recall response according to types of recalls. The conclusion section of this research suggests the implications for several aspects: how to improve the recall outcome (execution rate), customer satisfaction, brand image, recall costs, and response to the regulatory authority.

This study aims to present the differentiating factors of B2B salesperson competency through comparing the suppliers and buyers in Korean steel industry in their perception on the importance and priority of B2B salesperson competency. Based on previous studies, analysis on B2B salesperson competency has been analyzed using the B2B salesperson performance competency measure factors and appropriately reorganizing them for better application to the steel industry. The required performance competencies of B2B salesperson can be categorized into 3 different types, namely social exchange competency, advisory sales competency, and skill & knowledge competency. AHP analysis was performed for analyzing the relative importance of B2B salesperson competency based on the factors of previous studies, in which categorization of the aforementioned types had been done. As the result, first, it has been confirmed that there is a difference in 1st layer main factors between the supplier group and buyer group. The supplier group valued the advisory sales competency, while the buyer group valued skill & knowledge competency. Second, it has been proved that there is same result of relative importance in 2nd detailed factors between the supplier group and buyer group. Both group confirmed that customer member, identify customer needs and communication skill are very important factors. Third, as the result of analysis on the gap between B2B salesperson competency of the suppliers and buyers, the gap in the product knowledge and sales team member need improvement for buyer’s satisfaction according to overall results of relative importance and priority. The steel supplier was able to develop B2B salesperson competency according to the buyers’ needs based on the result of this study, and furthermore it is expected that this study will be able to contribute to increase in buyer competitiveness through differentiation in B2B salesperson competency.

As the business environment is rapidly changing with globalization and complexity of information flows, the uncertainty is also very increased for project environment. Although many studies have been conducted to find out the critical factors for project success, there still exist different views to define project success. Furthermore, implementing success formula for one project does not necessarily guarantee a success for another project since there are other elements that impede the success of project. In this regards, it is imperative to examine what are the barriers to project success. This study aims to examine the barriers that impede the success of project. Past literature was thoroughly reviewed to collect and develop a preliminary list of elements that affected project performance negatively. Experts were interviewed to refine the list and the final list of the measurement items were developed. A survey questionnaire was developed with the final list of measurement items, and a survey was conducted on the practitioners with project experience. After the survey, an exploratory factor analysis was conducted on the final list to extract the component dimensions which in turn formed the group of project barriers. The exploratory factor analysis provided ten factors, which are difficulty of process management, failure of project feasibility analysis, cost overruns and lack of cost benefits, unclarity project plan, strategic consistency error, stakeholder conflict, inaccuracy of requirement definition, disturbance of communication, technical environment change, negative attitude of top management.

Many companies make considerable efforts in implementing supply chain management systems to increase their competitiveness. In particular, there are significant investments in their ICT (Information and Communication Technology) and supply chain. However, considerable diversity exists in how well firms have been able to assimilate ICT and leverage the business value of it. In addition, studies on supply chains, particularly Real Time Enterprise (RTE) competence, which is cited for rapid information sharing and dynamic capabilities for each role in the supply chain, are insufficient. The purpose of this paper is to explore and evaluate effect of ICT utilization capabilities, including ‘ICT internal cooperative capabilities’ and ‘ICT operational flexibility capabilities’, on RTE capabilities (flexibility, visibility and prediction) and supply chain performance. To validate the research model proposed in the study, survey was conducted on companies using ICT along the supply chain of manufacturing industries. 216 data were used, SPSS and AMOS were used for the analysis methods. Study results showed that ICT internal collaboration capabilities affect agility, one of RTE capabilities, but not visibility and prediction, and ICT operational flexibility capabilities have affected all three RTE capacities. And, RTE capabilities had a huge impact on supply chain performance as expected. In this paper, it has been found that the ICT capabilities in manufacturing are an important factor in improving RTE capabilities that are important in the supply chain and improving the performance of the supply chain.

Stakeholder management in construction projects is an important factor in project performance creation. The purpose of this study is to verify the effect of the recognition of the importance of the quality influence factors among the stakeholders of the construction project on the perceived quality and the project performance. The impact of the project management methodology on the project performance has been actively researched, but there is little research result on the project stakeholders. The projects to be researched are apartments and buildings that have been completed within the last five years of domestic large construction company. The method of survey is to measure the consensus of the importance of the quality influential factors among the three parties such as the ordering party, the design supervisor and the constructor, and confirm whether the agreement affects the quality of the actual project. Finally, the research model was verified by surveying the satisfaction of the client on the final product. The results are as follow. The degree of agreement on the importance of quality influential factors among stakeholders has a significant effect on perceived quality. In the relationship between perceived quality of influence factors, organizational (support) quality influenced technological quality and managerial quality, and technological quality and managerial quality also have significant influence on resource quality. The results of analysis showed that perceived quality of resources strongly influenced project performance. The remaining three experienced qualities also significantly affect project performance.

Looking at recent safety accidents in buildings, most of them due to lack of FM expertise, and this is due to human resources. In each all industry areas, some companies are competitive, representational, and leading in the market through long-term expertise and research in their respective fields. In the field of FM industry, some companies offer core-competencies in internal and external innovative building management through competition with others. However, old custom and old management form still exist in the FM field. However, an old custom and old management system still exist in the FM field; it forces cost-cutting and caused by carelessness in technical development competitiveness and safety measures. The government control by safety inspection and facility inspection through legislation of building management, but the management is still weak as a side of in the facility management section due to inspect sth as a mere formality and submit a paper report. These facts exist different kind of usage of the building have a three-party encounter between a building owner, user, and FM enterprises. In this research identify survey, especially building owner (manager)’s choice perception priority for optional factors to choose FM enterprises. Based on this, FM enterprises will be forced to seek a new dimension for better building management. In this light, the purpose of the research is to shape changes in the FM market culture safely and providing better service in building management and understanding building owner's insight through this research's information.

스트레스는 자율신경계 반응의 변화를 수반하며, 특히 심박변이도 지표는 스트레스에 의한 자율신경계의 활동을 반영하는 양적 지표로 사용된다. 본 연구에서는 스트레스 완화를 위한 산소와 색채 조명의 복합 자극이 제시되는 동안 자율신경계 반응의 변화를 확인하였다. 42명의 실험참가자는 지난 2주 동안 경험한 스트레스에 대한 증상들을 스트레스 반응 척도에 평가하였다. 스트레스 평가 후, 실험참가자는 복합 자극을 제시받았고, 자극 제시 전과 후, 그리고 자극이 제시되는 동안 심전도 신호가 기록되었다. 자극 조건은 30% 농도의 산소와 백색 조명, 산소와 주황색 조명과 산소와 파란색 조명의 조합의 세 가지로 구성되었다. 심박률(HR), R-R간격의 표준편차(SDNN), 연속한 R-R 간격 차이 값의 평균제곱근(RMSSD)과 심박변이도의 저주파 성분(LF), 고주파 성분(HF), 그리고 LF와 HF의 비율을 심박변이도 지표로 추출하였다. 이들 지표는 자극 제시 전과 후의 평균을 비교하는데 활용되었다. 결과는 자극 조건이 제시되고 난 후, HR과 LF/HF ratio의 유의한 감소를 보여주었다. 특히, 산소와 파란색 조명이 제시된 조건에서 다른 두 조건보다 유의하게 큰 RMSSD와 HF의 증가 및 LF/HF ratio의 감소가 나타났다. 이는 30% 농도의 산소와 파란색 조명의 조건이 부교감신경 의 활성화에 의한 자율신경의 균형을 유발하여 스트레스 이완에 가장 효과적임을 보여주었다.

The use of Project Management Information System (PMIS) is increasing in project management industries such as construction, defense, manufacturing, software development, telecommunication, etc. It is generally known that PMIS helps to improve the quality of decision making in project management, and consequently improves the project performance. However, how much and which parts of project management performance are affected by PMIS still need to be studied further. The purpose of this study is to investigate the impact of PMIS quality on project management performance. We collected data from various project based industries such as construction, defense, manufacturing, software development and telecommunication by using survey questionnaire. PMIS quality was measured in three dimensions. They are system quality, information quality and service quality. Project management performance was measured in nine variables such as time reduction, work accuracy, cost management, etc. Statistical analyses such as multiple regression were used to analyze the data. The results showed that PMIS quality had significant impacts on the project management performance and user satisfaction. It was notable that only two dimensions out of the three PMIS quality dimensions, system quality and information quality, affected the project management performance. Also, it was found that PM performance played a mediating role between PMIS and user satisfaction, and between PMIS and reuse intention. The contribution of this research is that it helps to clarify what aspects of PMIS affect the project management performance and user satisfaction.

The cooperative relationship between Employer and Contractor in the construction industry is the most important factor to achieve the project success. Employer shall draw the Contractor’s cooperative behavior during executing the project. A study on the impact of the Owner’s power on the contractor’s cooperative behavior is rare in the construction industry in Korea even though the negative impact of the high-power distance between the Employer and the Contractor has been a hot issue in Korea. In this empirical study, it is shown that the Employer’s power can address the contractor’s cooperative behavior. The respondents were mostly employees in the domestic construction companies who have experienced in the construction projects. The total number of respondents was 317 effectively. The multiple regression analysis using SPSS 21.0 were conducted to verify the hypotheses. In conclusion, the Mediated Power is positively associated with the In-Role Behavior and with the Extra-Role Behavior. Some of Non-Mediated Power is positively associated with the In-Role Behavior and with the Extra-Role Behavior. It seems that the Contract underestimate the Employer’s Expert Power. It was known that the cooperative power caused by Non-Mediated Power is good for long term relationship of the business to business transaction. So it is highly recommended that the Employer shall foster its expertise.

본 연구에서는 운전자의 피로감을 경감시킬 수 있는 자동차용 향 분사 시스템을 개발하였다. 또한 향 분사시스템의 운전자 적응 특성을 분석하였다. 향 분사 시스템은 휘발된 향을 산소 (공기)와 혼합시켜 외부로 분사하는 방식을 이용하였다. 8051 마이크로프로세서를 이용하여 2-Port Solenoid Valve의 on/off 시간을 변경 가능하도록 하였고 이를 통해 향 분사량을 제어할 수 있도록 하였다. 평균나이 22±2세인 남녀 대학생 20명을 대상으로 네 가지 천연 향 (쟈스민 30%, 쟈스민 50%, 페파민트 30%, 페파민트 50%)을 사용하여 향의 적응화가 발생하는 시간과 향에 대한 적응화가 제거되는 시간을 결정하는 실험을 수행하였다. 실험 결과 쟈스민 30% 향의 적응화 발생시간은 1분 28초, 적응화 제거시간은 3분 15초, 쟈스민 50% 향의 적응화 발생시간은 2분 41초, 적응화 제거시간은 4분 3초, 페파민트 30% 향의 적응화 발생시간은 1분 47초, 적응화 제거시간은 2분 59초, 페파민트 50% 향의 적응화 발생시간은 1분 58초, 적응화 제거시간은 4분 11초였다.

자동차의 운전은 지각, 의사결정, 운동능력 등 다양한 능력을 필요로 하는 복잡한 행동의 연속이고, 지속적인 고도의 의식집중이나 외부자극에 대한 긴장감이 유발되므로 운전자는 피로를 느끼게 되며, 이러한 피로는 교통사고의 원인이 되고 있다. 그럼에도 불구하고 복잡한 도시생활, 교통체증, 직업적인 특성 등에 의하여 운전자가 차량 내에서 보내는 시간은 증가하고 있고, 그에 따른 피로나 스트레스를 피할 수 없는 실정이다. 본 연구에서는 산소공급에 의한 운전 중 피로경감의 가능성을 알아 보기 위하여 주관적인 평가 및 반응시간 테스트를 통하여 각각 다른 산소농도를 공급할 때의 주행시간 경과에 따른 운전 피로감을 검토하였다. 그 결과, 주관적 피로감은 저농도(18%)의 산소조건에서 가장 피로를 많이 느끼고 고농도(30%)의 산소조건에서의 피로감은 상대적으로 감소하였다. 졸림감도 1시간 이상 주행시간이 경과된 경우에 고농도 산소조건에서 상대적으로 감소하는 경향을 보였다. 또한, 주행 2시간 후에 급정거의 지시로부터 브레이크에 반응하는 시간은 저농도의 산소조건에 비하여 고농도의 산소조건에서 유의하게 감소하는 것으로 나타났다. 이상의 결과로부터 자동차 운전 중에 산소농도가 저하되면 현저하게 피로를 느끼게 되고, 고농도의 산소를 공급하는 경우는 상대적으로 피로감이 저하되며 반응시간이 단축되는 것으로 나타나, 산소공급에 의하여 운전자의 피로가 경감될 수 있다고 시사되었다.

연안어장의 해저지형을 조사하기 위한 정밀음향측심시스템은 Public-DGPS 수신기. 싱글빔 음향측심기 및 측량용 소프트웨어로 구성하였으며, 그 유용성을 확인하기 위하여 정치망어장의 해저지형 특성 및 투입된 인공어초의 분포를 조사하였고 그 결과는 다음과 같다. 1. 본 연구에서 사용한 public-DGPS 수신기의 위치측정오차는 DGPS 모드일 때와 GPS 모드일 때 각각 5.47 m, 7.03 m이었다. 2. 실험정치망어장의 수심은 9~10 m이었고 해저는 대체로 평탄하였으며 이 어장으로부터 남쪽으로 120 m 떨어진 곳에 깊이 1~2 m, 폭 10 m내외의 골이 존재하였다. 3. 자란만 부근의 인공어초 수역에는 20개의 사각형 어초 (L3×W3×H3 m)가 수심 15~25 m에 낱개로 투입되어 있었고, 이 인공어초군의 가까이에 높이 5~8 m의 자연초가 있음을 확인할 수 있었다. 4. 본 연구에서 구현한 정밀음향측심시스템은 인공어초사업의 적지선정을 위한 사전조사에 활용할 수 있음을 확인할 수 있었다.

본 연구는 배나무붉은별무늬병의 중간기생 조사 및 향나무배나무에 대한 효과적 약제방제방법을 마련코자 수행되었으며 그 결과는 아래와 같다. 1. 배나무붉별무늬병균의 동포자퇴 형성은 피라밋드향나무에서 가장 많았으며 참향나무, 향나무, 연필 향나무가 중간, 노간주자무, 둥근향나무는 적었다. 2. 향나무에 대한 살포약제는 Actidione 1000배액의 4월초순중순의 2회 살포가 가장 좋았으며 약해도 없었다. 3. 배나무에 대한 Bayleton 800배액의 4월순5월초순의 회 살포는 병발생을 효과적으로 억제하였다. 4. 배나무에 대한 약제살포는 강우전에 하는 것이 가장 효과적이었으며 강우후 살포시기가 지연될수록 효과는 감소하였다.