The purpose of this study is to examine the determinants of management performance in the remaining offshore fishing industry after the resource management-oriented fisheries structure improvement policy by the fisheries vessel buy-back program and Total Allowable Catch (TAC). The results of the analysis of the determinants of management performance of offshore fishing can be summarized as follows. First, based on the management performance determinant model of offshore fishing, it is confirmed that the government's resource-managed fishing structure improvement policy, such as the fishing boat reduction project and the TAC policy, is improving the management performance of the resource-managed remaining fishing boat. Second, looking at the specific management performance determinants based on the management performance model of offshore fishing, the leverage ratio (TLTA), which is the total debt ratio, shows a statistically significant positive (+) relationship with management performance, which increases management performance directly proportional to the leverage ratio. The increase in the leverage ratio (total debt ratio) was expected to lead to a high interest cost burden, resulting in a reverse (-) financial leverage effect; however, rather a positive (+) financial leverage effect occurred with a high profit covering interest costs. The total catch (TCATCH) has a positive (+) relationship with management performance at a statistical significance level of less than 1%, indicating that an increase in catch is improving or increasing the management performance of fishing companies. The selling price (UPRICE) shows a positive (+) relationship with management performance at a very high statistical significance level of less than 1%, and it can be seen that high fishing prices are a major factor in improving or increasing the management performance of offshore fishing. On the other hand, fishing vessel tonnage (TON), fishing vessel horsepower (RHP), and operating days (WDAYS), which indicate have a statistically significant negative (-) relationship with management performance, which deviates from the existing fisheries common sense that the size of fishing vessel tonnage and fishing vessel horsepower and the increase in the number of operating days is proportional to management performance. As a result of the increase in fishing vessel tonnage, horsepower, and the number of operating days, it was confirmed that the higher the fishing cost, such as oil costs, is worsening the management performance of fishing companies. Participation in TAC has a statistically significant positive (+) value with management performance, indicating that the remaining offshore fishing companies participating in TAC are improving or increasing management performance compared to offshore fishing companies that do not. Third, there are conflicting results depending on the industry as a result of estimating the management performance determinants of offshore fishing by TAC participation, and TAC participation had a negative impact on management performance in anchovy boat seine and southern west sea bottom trawl in fishing industry while TAC participation had a positive impact on management performance in large stow nets on anchor in fishing industry.

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.

This study analyzes the importance-performance analysis (IPA) of the 10 dimensions of the smart construction safety management system, and analyzes which dimensions are important and which dimensions are performing to determine key improvement tasks, incremental improvement tasks, Maintenance and reinforcement tasks and continuous maintenance tasks were derived. Among the 10 dimensions of the smart construction safety management system, the dimensions that are recognized as important by all field managers and field workers and have high performance are the automatic risk displacement measurement system, smart environmental sensor system, and heavy equipment seizure prevention system. However, areas that were perceived as having high importance but low performance were worker location tracking systems, smart safety helmet chin muscles, and smart safety ring fastening. Among the smart construction safety management systems perceived by field managers, areas for key improvement with high importance and low performance included worker location tracking system and smart safety ring fastening. Among the smart construction safety management systems perceived by field workers, the area for key improvement with high importance and low performance was the automatic risk displacement measurement system.

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..

본 연구의 목적은 피부미용 종사자의 그릿이 자기효능감과 직무성과에 미치는 영향을 관계 에서 자기관리의 매개효과를 실증적으로 분석하는데 있다. 본 연구의 연구참여자는 서울·경기 스킨케어 샵과 병원 종사자 344명을 대상으로 구조화된 설문지를 통하여 자료를 수집하였다. 수집된 자료는 SPSS 와 AMOS 26.0 통계 프로그램을 이용하여 기술통계, 확인적 요인분석, 상관관계, 구조방정식모델, bootstrapping기법을 이용한 매개효과 분석을 통하여 자료를 분석하였다. 일련의 연구절차를 통하여 도 출된 결론은 다음과 같다. 첫째, 피부미용 종사자의 그릿은 자기관리, 자기효능감, 직무성과에 유의미한 정의(+)영향 관계를 나타내 었다. 둘째, 피부미용 종사자의 자기관리는 자기효능감과 직무성과에 유의미한 정의(+) 영향 관계를 나 타내었다. 셋째, 피부미용 종사자의 그릿과 직무성과와의 관계에서 자기관는 유의미한 매개효과가 있는 것으로 나타났다. 따라서 뷰티 산업 종사자들의 그릿 함양을 통해 자기관리, 자기효능감 및 직무성과를 높일 수 있는 인적관리와 교육 프로그램의 적용이 절실히 필요하다고 판단된다..

Mid-sized manufacturing companies, which account for 0.7%(5,480 companies), 13.8%(1.169 million persons) of total employment, and 15.7% of total sales, have recently experienced a lot of difficulties in management activities due to the impact of COVID-19, the U.S.-China trade war, and the collapse of global supply chains. To overcome this, revitalization of quality management activities to strengthen corporate competitiveness is emerging as an urgent task. In order for these quality management activities to achieve their intended purpose, the positive leadership of corporate managers is very important above all else. There have been many studies related to positive leadership, but most have focused on charismatic leadership and transformational leadership centered on large companies or small and medium-sized enterprises. Therefore, this study aims to present ways to strengthen the leadership of managers by empirically analyzing how the positive leadership of managers of mid-sized manufacturing companies, which was relatively under-researched, affects quality management activities and Business performance(Balanced Score Card; BSC).

본 연구의 목적은 헤어미용전문가의 자기관리가 직무성과 및 미용지속의도에 미치는 영향에 서 자기효능감의 매개검증에 관한 연구이다. 연구대상자는 서울․ 경기지역 헤어미용전문가로 재직하고 있는 미용전문가를 대상으로256명 설문조사하여 분석에 사용하였다. 분석방법은SPSS 28.0, AMOS 28.0 통계 패키지 프로그램을 이용하였고, 수집된 자료의 정규성 검증을 실시하여 평균, 표준편차, 첨도, 왜도 의 기술통계, 확인적 요인분석과 신뢰도분석, 상관관계, 매개효과 분석은 부트스트레핑 기법을 이용하여 분석하였다. 연구의 결과는 헤어미용전문가의 자기관리가 자기효능감, 직무성과, 미용지속의도에 유의한 정의(+)영향을 미쳤다. 헤어미용전문가의 자기효능감이 직무성과, 미용지속의도에 유의한 (+)영향을 미 쳤다. 헤어미용전문가의 자기관리와 직무성과의 관계에서 자기효능감의 매개효과가 있는 것으로 확인 되 었다. 통계적 유의 수준은 p<.05수준으로 설정하여 분석하였다.

This empirical analysis investigates the impact of consultant competency and project manager (PM) competency on business performance. Two hundred and twenty four chief executive officers and executive members at small and medium sized firms in the manufacturing sector were surveyed, yielding several outcomes. First, consultant competency positively affects consulting performance. Second, consultant competency positively affects business performance. Third, PM competency does not have a significant influence on consulting performance. Fourth, PM competency does not have a significant impact on business performance. Fifth, consulting performance does not have a significant effect on business performance. Finally, regarding the mediation effect of consulting performance on the influence of consultant competency and PM competency on business performance, consulting performance had no significant impact. Thus, expertise and insight are crucial for a consulting business to enable the growth of professional consultants. Furthermore, this study is expected to enhance the consulting performance of small and medium sized manufacturing firms by providing useful data to consultants and project managers when carrying out consulting projects.

Technology innovation companies are focusing on contributing to business performance by R&D project as a strategic tool. Successful R&D leads to corporate competitiveness enhancement, national industrial development, but there are high uncertainty and risks in R&D. Public and private R&D projects are carried out to achieve various purposes. It was verified how the risk management and benefit management of the R&D project affect the detailed R&D project performance between the Public and private domain. The impact of Project Leadership on R&D performance was also analyzed. Those who have participated in the Public and Private R&D projects at companies or research institutes were surveyed. First, it was found that project risk and benefit management have partially an effect on R&D project performance. Second, Public and private R&D Project Leadership showed partially a interaction effect between project management and project performance.

The successful implementation of green supply chain management(GSCM) practices requires a level of cooperation that can be difficult to conduct. Despite this challenge, limited scholarly attention has been paid to exploring how the implementation of GSCM practices can be effectively facilitated and enhanced through accumulated social capital with suppliers. Based on social capital theory, this study postulates that supplier network characteristics derived from social capital with key suppliers can be critical antecedents of GSCM, which in turn enhances the firm’s environmental performance. To test hypotheses, data were collected from 330 firms in 15 countries, and structural equation modeling was employed. Results show that GSCM improves environmental performance, and structural and cognitive social capitals of the supplier network act as antecedents and lead to GSCM implementation.

본 연구는 SDGs 지표 등 성과관리를 위해 활용되고 있는 지표 중 농촌개발 분야에 적용 가능한 지표를 선정, 초선 조사(baseline) 자료로 활용할 것을 권고함. 1. 성과관리의 목적은 사업 형성을 위한 초기조사부터 사업 후 지속적인 관리를 통해 대상국에 의해 운영되어 지속가능성을 높이고자 하는 것으로 향후 도전과제 임. 2. 농업 분야의 개발협력 사업의 성패를 판단하는 근거는 사업 후 지속적인 운영 여부라 할 수 있으며, 국제사회가 채택한 SDGs를 토대로 발굴 및 기획 단계에서부터 사후평가의 전 과정에서 SDGs 지표를 활용하는 성과관리 방안을 도입하여 지속가능성을 강화하고 효과성을 제고할 필요가 있음.

There is a growing interest in project management knowledge, project management information systems, and process improvement to systematically project execution in public sectors, achieve high performance and value, and increase the effectiveness of the overall industry. In particular, the software industry is a knowledge-intensive industry centered on professional manpower. This study examines the effect of the project managers' competences of regional SW promotion agencies on and project performance and the moderating effect of the level of project management maturity. We collected data using a questionnaire to the project managers of regional SW promotion agencies. In this study, a structural equation model was used to analyze the relationship between project managers’ competences and performance. In addition, a multi-group structural equation model was used to analyze the moderating effect according to the high and low project maturity. As a result of the analysis, it was found that only contextual competence among the competences of the project manager had a positive effect on project performance. It was found that technical and behavioral competence did not have a positive effect on management and completion performance. It was found that the moderating effect according to the maturity of business management of local institutions was not significant.

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.

본 연구의 목적은 뷰티 전문가의 자기관리가 자기효능감 및 경영성과에 미치는 영향을 실증적으로 분석하여 관계를 살펴보고, 향후 뷰티 전문가들의 자기 관리를 통한 자기 효능감과 경영성과 향상에 도움이 되기를 위함이다. 분석방법은 빈도분석, 요인분석, 신뢰도분석, 상관관계분석, 다중회귀분석 등을 하였고, 그 결과 자기관리와 자기조절감, 도전감 간 상호 정(+)의 상관관계가 나타났고, 자기관리가 경영성과, 환경성과, 고객성과, 시장성과에 통계적 유의하게 정(+)의 영향이 나타났으며, 자기효능감이 직무성과, 환경성과, 고객성과, 시장성과에 통계적 유의하게 정(+)의 영향을 나타나는 것을 알 수 있었다. 따라서 자기관리에 대한 질적 향상을 통해 자기효능감과 경영성과에 기여할 수 있는 계기가 되길 바란다.

The 37 indicators for performance evaluation of public sewage management agencies are divided into four major categories (agency manpower management ability, wastewater treatment plant operation and management, sludge and water reuse, service quality) in the first stage, and the necessity and score acquisition for the detailed indicators by each major category in the second stages. Priority was investigated through the Analytic Hierarchy Process (AHP) analysis technique for ease and relevance of company efforts. Also, based on the results of this analysis, integrated type weighting and relative importance were analyzed. As a result of the analysis, the weight and relative importance of the first stage classification were in the order of wastewater treatment plant operation and maintenance, operation agency manpower management ability, sludge and water reuse, and service quality. As a result of analyzing the weights and priorities of the detailed performance indicators in the second stage, it was found that operator’s career years, the percentage of certification holding rate in operators, compliance with the effluent water quality standards, training times for operators, and efforts to manage hazardous chemicals were important. Some of the indicators of operation agency performance evaluation may include indicators in which the performance of the company's efforts is underestimated or overestimated. In order to improve this, it is necessary to give weights in consideration of the necessity of the indicator, the relevance of the company's efforts, and the ease of obtaining scores.