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Yong Jia,Yezhuang Tian,Yang Yang,Hongyi Sun,Shahab Alam Malik 보안공학연구지원센터 2016 International Journal of u- and e- Service, Scienc Vol.9 No.5
Though servitization is hot in theory and practice, empirical research on the relationship between servitization and business performance is limited. Furthermore, existing empirical studies yield mixed results which constrains the development of servitization. Different from most servitization researches focusing on the service business, this empirical research, based on an international large-scale survey database-International Manufacturing Strategy Survey (IMSS), investigates the servitization improvements from the strategic fit perspective. “Service extension, service skill improvement and product design modification”, three improvement actions directly related to service business, are investigated. The results show that the strategic fit of “service extension” and “service skill improvement” significantly influence the business performance. The findings highlight the importance of the strategic fit of servitization improvements, reveal the conditions when servitization will enhance the business performance, and offer guidelines on the implementation of servitization.
A Proposed Self-assessment Framework for Measuring and Benchmarking Organizational Performance
PUN, Kit Fai,HO, Karis Ka Yan,SUN, Hongyi 한국품질경영학회 2002 The Asian Journal on Quality Vol.3 No.2
Recent interests in total quality management (TQM) and business excellence (BE) had been fuelled with a range of national and regional awards. These awards are being increasingly used by organisations as part of the business improvement process and strategic benchmarking. This paper reviews the concepts and approaches of performance measurement (PM) and discusses the integration of PM with the TQM and BE philosophies. A TQM-BE-PM framework with a set of self-assessment checklists was developed. In order to complement the literature base with empirical evidence, an industry survey was conducted and a trial implementation of the framework was carried out in a leading manufacturing firm in Hong Kong. The self-assessment performance data of the firm was evaluated and then benchmarked with the industry averages obtained from the survey. This paper presents the empirical findings and discusses the applicability of the framework in measuring and benchmarking organisational performance toward continual improvement.