• Journal of the Korean Society for information Management
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• v.29 no.3
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• pp.7-29
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• 2012

In this study, we analyzed the effects of how Human resource management affects the knowledge sharing that facilitates organizational performance. Human resource management has received very little attention in the study of knowledge management. However, main drivers of knowledge activities are individual members of an organization and thus knowledge management strategies should be discussed in relation with human resource management. The results show that human resource management was significantly positively related to knowledge sharing, and the relationship between human resource management and organizational performance was partially mediated by knowledge sharing. Lessons and implications of this study for management leadership are presented.

• Knowledge Management Research
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• v.11 no.2
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• pp.57-73
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• 2010

This research investigated the effect of human resource practices on knowledge sharing. We developed and tested a mediation model of how human resource practices affect shared vision and codes which facilitates knowledge sharing. A field study of the R&D centers in knowledge-intensive industries showed that commitment-based human resource management systems were positively related to shared vision and codes and knowledge sharing, and the relationship between HR practices and knowledge sharing was fully mediated through shared vision and codes. This study contributed to the extant literature pertaining to the antecedents of knowledge sharing through focusing on the role of HR practices and shared vision and codes.

• International Commerce and Information Review
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• v.7 no.4
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• pp.77-94
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• 2005

The successful knowledge and information based companies facilitate to restructure the industry and strengthen the national competitiveness in the future. The advent of information age provides us new challenge because the information breakthrough can play a pivotal role in terms of knowledge transfer in the human resource management. This research focuses on best practices of human management and contrasting the human resource strategy of Japanese and American firms respectively, Based on this, we suggest the strategic alternatives of the described HR problems as well as the way of effective human resource management for Korean venture firms. We have reviewed the previous international and domestic literatures in details to understand HR liabilities of newness of venture firms in terms of the population ecology. The objective of this research is to solve the HR problems that Korean firms faced with.

• Journal of the Korean Society for information Management
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• v.28 no.3
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• pp.239-256
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• 2011

Main drivers of knowledge activities such as knowledge sharing and utilization are individual members of an organization and thus knowledge management strategies should be discussed in relationships with human resource management. This study analyzes the effects on knowledge sharing and knowledge utilization of human resource management practices such as training, participation in decision-making, performance appraisal and compensation system in local government. The results show that training and performance appraisal and compensation system are significantly influential factors for the knowledge sharing and knowledge utilization. Lessons and implications of this study for management leadership are presented.

• Information Systems Review
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• v.10 no.3
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• pp.65-87
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• 2008

Knowledge management is an innovation paradigm to improve organizations competitiveness by strengthening organization's knowledge competency. Most organizations which have implemented knowledge management have experienced various difficulties in improving organization's knowledge competency, and so they have strived to find solutions. For the problems, it may be considered as an effective approach to link between knowledge management and human resource development. This study introduces two real cases adopting such approach focusing on competency development and career development which are primary areas of human resource development, and presents a model structuring core mechanisms which can be found in the cases. The model focuses on creating synergy effects between knowledge management and workforces' competency development. The cases and the model are expected to be helpful in enhancing organizational competency and the performance of knowledge management.

• Asia pacific journal of information systems
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• v.7 no.1
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• pp.85-97
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• 1997

This paper is concerned with knowledge representation schemes best suited for human resource management (HRM) problem domains including human resource planing, selection, placement, compensations, performance evaluation, training and labor-management relations. In order to suggest the scheme we consider two research gods. First, we evaluate and prioritize. The knowledge representation techniques of frames rules, semantic nets and predicate logic that hove been recommended to managerial domains. The combined Analytic Hierarchy Process technique is employed to combine individual judgments effectively between two different expert groups. As a result if we are to select a single knowledge representation technique, a frame representation is best for most HRM domains and to combine frames with others is another choice. Second as a strategy for knowledge representation schemes we show some examples for each damn in terms of labeled semantic nets and two types of rules derived from the semantic nets. We propose nine knowledge components as ontologies. The labeled semantic nets con provide some benefits compared with conventional one. More clearly definea node rode information maces it easy to find the ac information. In the rule sets, the variables are the node of the semantic nets. The consistency of rules is validated by the relationship of the knowledge components.

• Journal of Korean Society for Quality Management
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• v.40 no.4
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• pp.631-640
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• 2012

Purpose: This empirical study is focused on the relationship between innovation capability (R&D and Human Resource innovation) and performance in knowledge-based service firms. Methods: We build research model to test how each of innovation capability on technology and human resource is influenced on their financial and non-financial performance in the knowledge-based service industries. Based on the previous research, we hypothesized the factors are regarded innovation capabilities of the firms as the scale of R&D and human resources. Because this study is especially targeted to the performance of knowledge-based service firms. With the survey on 424 main knowledge-based service firms, the multi-regression analysis was performed. Results: The result showed that the scale of R&D and human resources capabilities are main factors for knowledge-based service firms' performance, which reflects the current industrial structure. Conclusion: This study empirically demonstrated that human resources are most important to the growth of knowledge-based service firms.

• Journal of Korea Society of Digital Industry and Information Management
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• v.14 no.1
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• pp.87-101
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• 2018

The purpose of this study is to develop the measuring instruments for evaluation criteria for Malcolm Baldrige National Quality Award(MBNQA), suitable for ICT Industries, and to analyze the cause-effect relationship between those criteria through aforementioned instruments. MBNQA is formed with seven categories: Leadership, Strategic planning, Focus on patients, other customers and markets, Measurement, analysis and knowledge management, Human resource focus, Process management and Results. As excluding the Human Resource Focus category, this study empirically examined the cause-effect relationship among six categories. In order to empirically examine the research model, this study calculated Cronbach's alpha and reliability index, thus examined the reliability and executed Exploratory Factor Analysis. Furthermore, Average Variance Extracted(AVE) is used to verify the discriminant validity. Lastly, the hypothesis testing was made complete through significance test on the paths between variables. The result of this study shows that both leadership and social responsibility have direct cause-effect relationship with Measurement, analysis and knowledge management, Human resource focus, Process management and also that this relationship has direct impact on Human resource focus, Measurement, analysis and knowledge management as well, consequently exerting influence on the result through Process management, Finance and Market data.

• Journal of Korea Trade
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• v.25 no.4
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• pp.108-127
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• 2021

Purpose - On the basis of knowledge transfer theory, we empirically explored how three types of human resource (HR) innovation knowledge exchange within a Chaebol drive the global subsidiary performance of the headquarters (HQ) of a Chaebol's globally affiliated companies. Design/methodology - Using a sample of 176 Korean HQ firms of the top 53 Chaebols and 1,061 of their foreign manufacturing subsidiaries (n = 1,061), we tested the relationship between the exchange of explorative and exploitative sustainable HR innovation knowledge among HQ firms of Chaebols, their subsequent transfer of technical HR knowledge via technical schemas, and the subsequent impact on the global subsidiary performance. Findings - The Chaebols' decisions about the three strategic knowledge management options (i.e., the degree of exchange of explorative and exploitative technological HR innovation knowledge and the extent of HQ-subsidiary HR knowledge transfer) have highly significant relationships with the global subsidiary performance. The results help explains the conditions under which the explorative versus exchange of exploitative sustainable HR innovation knowledge pays off by showing the moderating role of the degree of HQ-to-subsidiary technical HR knowledge transfer, at least in the case of the Chaebol as one representative type of the emerging-market business groups. Originality/value - As the first of its kind in the field of sustainable HR innovation knowledge management at the business group level, the present study makes a clear contribution in demonstrating how the performance of Chaebols' manufacturing subsidiaries depends greatly on their strategy for management of knowledge, as reflected in the choices they make about sharing both explorative and exploitative sustainable HR innovation knowledge among HQ firms and the subsequent transfer of HQ's sustainable HR innovation knowledge to the foreign subsidiaries.

• Korea Trade Review
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• v.45 no.2
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• pp.31-49
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• 2020

The purpose of this study is to investigate the effects of knowledge-based resource and ambidextrous capability on their export performance of small and medium-sized enterprises (SMEs). Drawing on an extensive review of the literature on Knowledge-based resource and ambidextrous capability, hypotheses are developed and tested using a sample of 284 SMEs in South Korea. Structural equation modeling was applied. As a result of analysis, first, international entrepreneurship has a significant effect on ambidextrous capability. Second, human capital has significant influence on ambidextrous capability. Third, ambidextrous capability has a significant effect on export performance. The results indicate that their knowledge-based resources ware significant driver of their ambidextrous capability. and that their ambidextrous capability was significant driver of their export performance. In the final conclusion section, implications and limitations of research results and suggestions for future research are discussed.