Most of the prior studies on the servitization of manufacturing companies have been actively studied, focusing on the performance and cases of servitization at the single company level. According to the results, most of the servitization at the single company level has been expanded based on the relevance of the company’s core products. However, the form of companies that form a large axis of the Korean economy is a large-scale business group, and these business groups incorporate service affiliates for various purposes, so they show different characteristics from that of a single corporate. In addition, since the purpose of forming a business group is different for each business group, the service relevance between affiliates within the business group is different. Therefore, this study aims to examine the effect of service relevance between affiliates within a business group on the management performance of each business group. To this end, an empirical analysis will be conducted using panel data for 10 years from 2011 to 2020 for a total of 98 affiliates listed on KOSPI and KOSDAQ of 9 domestic business groups. Based on these results, the direction for improving management performance and establishing future servitization strategies for large business groups in Korea will be expected to be made.

Recently, the number and scale of projects being carried out within the enterprise are increasing. Accordingly, many companies are competitively introducing a Project Management Office (PMO) to efficiently manage these projects, allocate resources, and effectively link the projects and corporate strategies. However, the project manager who directly manages the project wants to receive support from the PMO in many areas for successful project management, but the project manager does not like to be interfered with by the PMO. On the other hand, the PMO may not be able to satisfy all the requirements of each PM as PMO oversees the entire project with limited resources. In addition, since the PMO must monitor and control the project and support the project according to the priorities of each project, conflicts with each PM can be formed. Therefore, in this study, based on the case of a company, the difference between the perceptions of PMs and PMOs about the importance of the required roles of PMOs is to be examined. As a result of the study, it was confirmed that the core functions and sub-functions of PMO, which PMO members and PMs consider important, are different. It was identified that the PMs valued the PMO function that would be helpful for their successful project execution. On the other hand, PMO members revealed that they had a relatively high priority for the roles to monitor and control project performance for which they were directly responsible.