Browsing by Author "Jung, Younghan"

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    An Approach to Organizational Intelligence Management (A Framework for Analyzing Organizational Intelligence Within the Construction Process)
    Jung, Younghan (Virginia Tech, 2009-07-31)
    The construction industry is inherently multidisciplinary and has adopted many intellectual and technical business improvements from other industries in an effort to optimize productivity. In construction, management inactivity is the root cause of 30% of non-productive time. This has created an opportunity and need for standardized and structured repeatable procedures for new managerial strategies. A theoretical framework for Organizational Intelligence (OI), which encompasses the procedural ability of an organization to efficiently process, support, measure and reason through management issues, is proposed. The elements of organizational intelligence are divided into three types of intellectual capital: Human Capital, Organizational Capital, and Relational Capital. The performance of an organizational activity depends on the quality of these capitals that are available within an organization. An organization's Human Capital (HC) is the human resources within the organization that can be deployed to acquire and apply its knowledge to perform, respond, or control designated work with available organizational assets. Organizational Capital (OC) refers to the assets available to the organization to support the performance of organizational activities Relational Capital (RC), which combines human capital and organizational capital to perform, is needed specific organizational activities. In addition, the research uses human cognitive abilities as the basis of a fundamental structure from which to form new organizational cognitive abilities that are capable of presenting management processes as critical value creations. Organizational cognitive ability is suggested to define appropriate organizational resources in order to integrate and determine a rational selection of applicable technologies and improvements. This ability can develop knowledge with interconnected variables, namely intellectual capital, managerial process, and performance, all of which support organizational intelligence. From the theoretical framework for OI, a prototype (Intelligibility Learning Model), which determines the role of relationships in an organization's operation and use of resources, is formulated. A case based research then applies the prototype to a managerial process in the construction industry. The case research demonstrates that the Intelligibility Learning Model (ILM) could be use effectively by industry decision makers to improve performance of organizational activities. The identification and application of a theoretical framework constitutes the foundation of a new managerial theory, Organizational Intelligence Management. It thus provides a fundamental foundation that explains how the construction processes, knowledge, skills, and resources used for managerial activities function. This theory contributes and establishes a better understanding of management, from organizational resources through to final production.
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    Introducing Organizational Intelligence to the Construction Industry
    Jung, Younghan; Mills, Thomas H. (2010)
    The construction industry, which is inherently multidisciplinary, has adopted intellectual and technical business improvements from many other industries with the intent to optimize productivity. Therefore, there is a need to implement new managerial strategies that incorporate standardized and structured repeatable procedures. As part of the effort to establish a better understanding of management from organizational resources through final construction, this paper introduces a new theoretical approach for Organization Intelligence in Construction (OIC) that is based on the procedural ability of an organization to efficiently process, support, measure, and reason through management issues. Organizational intelligence is applied in all organizations to enhance the understanding of managerial processes and assets/resources within the organization. The measured performance of a managerial process depends on the capability and quality of resources that are available within the organization and/or the acquisition and management of resources that are outside of the organization. This paper suggests a mechanism to standardize construction processes by identifying the role of relationships in an organization's operation and the organizational cognitive abilities that subsequently determine the effective and efficient use of resources to aid in successfully completing an operation. A case example provides the foundation for a replicable template that reveals how construction processes, personal and organizational knowledge, skills, and resources contribute to managerial activity functions.