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James Chen
Department of Business Administration, Asia University, Taichung 413, Taiwan

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Journal article
Published: 31 May 2021 in Sustainability
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In context of the recent COVID-19 pandemic, smart hospitals’ contributions to pre-medical, remote diagnosis, and social distancing has been further vetted. Smart hospital management evolves with new technology and knowledge management, which needs an evaluation system to prioritize its associated criteria and sub-criteria. The global effect of the COVID-19 pandemic further necessitates a comprehensive research of smart hospital management. This paper will utilize Analytical Hierarchy Process (AHP) within Multiple Criteria Decision Making (MCDM) to establish a smart hospital evaluation system with evaluation criteria and sub-criteria, which were then further prioritized and mapped to BIM-related alternatives to inform asset information management (AIM) practices. This context of this study included the expert opinions of six professionals in the smart hospital field and collected 113 responses from hospital-related personnel. The results indicated that functionalities connected to end users are critical, in particular IoT’s Network Core Functionalities, AI’s Deep Learning and CPS’s Special Network Technologies. Furthermore, BIM’s capability to contribute to the lifecycle management of assets can relate and contribute to the asset-intensive physical criteria of smart hospitals, in particular IoT, service technology innovations and their sub-criteria.

ACS Style

Chih-Lung Lin; James Chen; Han-Hsi Ho. BIM for Smart Hospital Management during COVID-19 Using MCDM. Sustainability 2021, 13, 6181 .

AMA Style

Chih-Lung Lin, James Chen, Han-Hsi Ho. BIM for Smart Hospital Management during COVID-19 Using MCDM. Sustainability. 2021; 13 (11):6181.

Chicago/Turabian Style

Chih-Lung Lin; James Chen; Han-Hsi Ho. 2021. "BIM for Smart Hospital Management during COVID-19 Using MCDM." Sustainability 13, no. 11: 6181.

Journal article
Published: 15 March 2021 in Sustainability
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Employees are important assets of an organization. Therefore, the employee engagement in teamwork is extremely vital for long-term organizational development. Good managers need excellent leadership skills. However, as the COVID-19 pandemic rapidly spreads around the world, many countries implemented strategies to avoid infection, such as working from home, isolation of infected people from others, and 14 days of self-quarantine. These strategies impact the trust, communal relationships, and social exchange relationships among organizational employees. However, communal and social exchange relationships are necessary for organizational leadership, and they are considered as the basis of social networks. The trust, communal relationships, social exchange relationships, and leadership in an organization are an interesting issue, particularly in the COVID-19 time, since the role of leaders is very crucial for maintaining organizational sustainability. The main objective of this study is to investigate the impact of COVID-19 on leadership in organizations based on trust, communal relationships, and social exchange relationships. The study employed correlation analysis to explore the interrelationships between variables. The 220 samples collected consisted of basic, middle, and high managers of organizations. The findings show that COVID-19 impacted organizational leadership. COVID-19 (F1) and (F2) factors integrated with each variable: (1) trust, (2) communal relationships, and (3) social exchange relationships created a stronger relationship between trust and leadership, communal relationships and leadership, and also social exchange relationship and leadership in organizations. On the contrary, Covid-19 (F3) factors integrated with each variable: (1) trust, (2) communal relationships, and (3) social exchange relationships decreased a relationship between trust and leadership, communal relationships and leadership, and also social exchange relationships and leadership in organizations. These results can help CEOs in organizations to perceive what factors have a positive impact or a negative impact on leadership in organizations in order to improve their leadership skills, even post COVID-19. The managerial implications are that (1) leaders need good communication skills to share true information with empathy and optimism and (2) leaders need to be thoughtful and capable to handle change in uncertain situations ethically.

ACS Style

James Chen; Thitima Sriphon. Perspective on COVID-19 Pandemic Factors Impacting Organizational Leadership. Sustainability 2021, 13, 3230 .

AMA Style

James Chen, Thitima Sriphon. Perspective on COVID-19 Pandemic Factors Impacting Organizational Leadership. Sustainability. 2021; 13 (6):3230.

Chicago/Turabian Style

James Chen; Thitima Sriphon. 2021. "Perspective on COVID-19 Pandemic Factors Impacting Organizational Leadership." Sustainability 13, no. 6: 3230.

Journal article
Published: 15 July 2020 in Sustainability
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A lower employee turnover rate depends on job satisfaction, working conditions, organizational commitment, and leadership factors. Unfortunately, the employee turnover rate is still higher in the mineral industry than in other industries in China. Although there are many research papers on employee turnover, there is little research investigating leadership factors and their influence on employee turnover. This research paper aims to explore the influence of leadership on job satisfaction and its effect on employee turnover in the mining industry. This paper evaluates those factors through the structural equation model (SEM), including a confirmatory factor analysis (CFA) and a path analysis of the model to test the hypotheses. The results of a survey with 368 respondents indicated that the influence of good leadership had positive effects on both job satisfaction and employee turnover, while fair working conditions had positive mediation effects on both leadership and job satisfaction. Organizational commitment had strong effects on employee turnover (estimate values β = 0.572, p < 0.001). However, organizational commitment was not a qualified mediator with both leadership and employee turnover (β = 0.312, p < 0.001). Consequently, the working conditions variable in the work environment was an important independent variable and also one of the key factors for job satisfaction. The higher estimate value (β = 0.541, p < 0.001) of leadership to employee turnover means that it indicated good leadership was a key factor in lowering employee turnover. The results of this study will offer the mining industry a future reference for sustainability and for the field of academic research in the future.

ACS Style

James Chen. Perspective on the Influence of Leadership on Job Satisfaction and Lower Employee Turnover in the Mineral Industry. Sustainability 2020, 12, 5690 .

AMA Style

James Chen. Perspective on the Influence of Leadership on Job Satisfaction and Lower Employee Turnover in the Mineral Industry. Sustainability. 2020; 12 (14):5690.

Chicago/Turabian Style

James Chen. 2020. "Perspective on the Influence of Leadership on Job Satisfaction and Lower Employee Turnover in the Mineral Industry." Sustainability 12, no. 14: 5690.