• Journal of the Korean Operations Research and Management Science Society
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• v.36 no.2
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• pp.67-88
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• 2011

This study empirically investigated the effects of knowledge management(KM) strategic alignment on the KM activities as well as the product and process innovation of manufacturing firms. Based on the framework, which employs the usage levels of target costing systems(TCS) and information technology(IT) infrastructure, four types of KM strategies were identified and proposed：mixed, explorative, exploitative and negative strategies. In this research, these four types of KM strategies were empirically validated. According to the results of this study, it was found that when a explorative KM strategy is aligned with a low-cost strategy, KM activities are activated and the degree of a process innovation is increased. It was observed that in the case of the alignment between a differentiation strategy and a exploitative KM strategy, both KM activities and the level of a product innovation are enhanced. The results also demonstrated that for the enhancement of both a process and a product innovation through the activation of KM activities, a mixed KM strategy must be aligned with a composite business strategy, which focuses on a low-cost as well as a differentiation strategies. Accordingly, it is concluded that the KM activities and the levels of the product and process innovation can be activated or improved with the alignment of the KM strategies and business strategies.

• The Journal of Information Systems
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• v.28 no.2
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• pp.1-23
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• 2019

Purpose This study exploratory investigated the effects of the fit between forms of knowledge management(KM) strategy and types of information technology(IT) capability on the kinds of innovations such as product and process innovations. In this study, the openness of innovations that affects the innovations of a firm is considered. Design/methodology/approach For this empirical study, 104 manufacturing firms' data were finally collected through field survey. For the analysis of the data, cluster analysis and multiple regression analysis were employed. Findings This study demonstrated that when a system-oriented KM strategy is adopted, IT flexibility, which supports the implementation of a system-oriented strategy, is highly employed and utilized. It was also found that under a dynamic KM strategy, both IT integration and IT flexibility are highly employed. For the innovation of a firm, it was found that when a system-oriented strategy is employed and the flexibility of IT is highly adopted, the levels of product innovation are enhanced. Under a dynamic strategy, when the degrees of IT integration and IT flexibility are high, high levels of product and process innovations were empirically found. The impact of innovation openness on the innovations of a firm were partially demonstrated. Finally, the positive impact of the innovations on the improvement of performance in manufacturing firms were demonstrated.

• Knowledge Management Research
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• v.7 no.2
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• pp.35-52
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• 2006

Increasing competitive pressure, the constantly accelerating transformation of the economy, and a stronger focus on value creation have initiated the search for sustainable sources of competitive advantage in organizations. In this context, the concept of treating organizational knowledge as a valuable strategic resource has become quite popular recently. Knowledge has become the most critical component in the struggle for sustained competitive advantage and knowledge management (KM) has also been described for its possible role in creating sustainable competitive advantage. In order to examine the contingency between KM resources, KM strategies, and KM performance of organizations, a contingency model of KM, which is based on resource-based theory as well as knowledge-based theory, is developed from the information systems and strategic management literature in order to assess the following questions: (i) What KM resources affect the organization's KM strategies? (ii) Is there a relationship between KM strategies and organizational performance enhanced by KM? A detailed exploratory analysis of survey responses from 79 Korean companies provides the following significant findings: (i) This study found support for the proposed contingency model of KM; (ii) The organization's KM strategies are determined by social resources and its capabilities; (iii) An organization with a culture-based KM strategy is more likely to enhance organizational KM performance than an organization with a technology-based KM strategy.

• The Journal of Information Systems
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• v.22 no.1
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• pp.89-116
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• 2013

The influence factors on the development of information technology(IT) infrastructure for knowledge management(KM) were not empirically investigated and identified. This study empirically examines the relationships among strategic performance measurement systems(SPMS), organizational learning, the strategic alignment of business strategy with information systems(IS) strategy, which is the necessary condition to provide the kinds of knowledge required for the successful realization of business strategy, and the active construction of IT infrastructure for KM. This study demonstrates that SPMS directly affects the organizational learning, with which the members of an organization acquire the types of knowledge about strategic goals or objectives and the ways attaining these goals, and indirectly influences the IS strategic alignment through organizational learning. Thus, the alignment between business strategy and IS strategy can be facilitated and activated by the adoption and implementation of SPMS. According to the results of this study, it is observed that the IS strategic alignment and organizational learning positively affect the activation of the development of KM IT infrastructure in a firm. The results of this study also shows that the construction of KM IT infrastructure, which supports the realization of KM activities, such as knowledge creation, transfer and sharing, can enhance the strategic position of a firm, and the intensified competitiveness of a firm can lead to the improvement of performance.

• Knowledge Management Research
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• v.9 no.1
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• pp.23-38
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• 2008

This study develops a framework and instruments to diagnose the current knowledge management(KM) status of an organization and to suggest future KM implementation directions. Based on the comprehensive review of KM literature and KM case studies, we derive three main aspects(strategic, social and technical aspect) and seven critical factors(KM strategy, knowledge worker, organizational strucuture, organizational culture, KM processe, organizational knowledge, and information technology) for the successful KM implementation. The instruments developed in this study include every specific measurement items of each critical success factor, which are expected to help not only suggest a context-sensitive KM strategy but also evaluate current KM status of a designated organization. By introducing two dimensions of KM evaluation(effectiveness and necessity), a more holistic and contingent view of KM can be assured. Academic contributions as well as practical implications are discussed. Study limitations and future research directions are also provided.

• Proceedings of the Korea Database Society Conference
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• 1998.09a
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• pp.365-378
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• 1998

To talk… . EDMS (Enterprise Document Management System) ㆍImaging ㆍ Workflow ㆍEDM ㆍCOLD . Knowledge Management System (지식 관리 시스템) . KM Technology (구축 기반 기술) . KM Applications (KM 구축 소프트웨어) . KM Solution (KM 솔루션) . EDMS (Enterprise Document Management System)(omitted)

• Knowledge Management Research
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• v.9 no.2
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• pp.35-61
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• 2008

The demands for knowledge in the rapid social change and the competitive environment are being increased day by day. As to reflect the demands, much scholarly and practical work has been done on the topics of Knowledge Management (KM). However, the study of KM in nonprofit organizations (NPOs) is insufficient. This study, while discussing the nature of NPOs, which have the different purposes of existence and characteristics from for-profit organizations, has the purpose of finding out the special strategy for KM in NPOs. Through understanding the characteristics and the status of NPOs, this study suggests that that the interorganizational KM is the method to lead successful KM in NPOs. And the critical success factors (CSFs) are presented in the three major factors, such as the systematical, the interorganizational and internal consideration factor for organization. This not only provides the successful KM strategy of NPOs but also enlarges the understandings about interorganizational KM.

• Strategy21
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• s.44
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• pp.142-176
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• 2018

So far, the main threat to South Korea was North Korea. That is why South Korea established a strategy based on the threat of North Korea and most of the budget on defense was used to deter North Korea. Even though the neighboring countries(China, Japan, and Russia) are growing as a real threat with abilities and intentions based on their powerful naval forces, South Korea has not yet been able to establish a strategy that regards neighboring countries as a threat. But the decades-old structural mechanism of the Korean security environment is undergoing a radical change on April 27, 2018, through the South-North summit and the Panmunjom Declaration. Under the changing security environment, South Korea was placed in a complicated dilemma that had to deal with threats of two axes(China), three axes(China, Japan), and four axes(Japan, Russia). If the one axis threat(North Korea) is dominated by land threats, the second, third and fourth axis threats are threats from the sea. This paper analyzed the maritime strategy of Korea within the framework of maritime-geopolitics, in other words recognition and expansion of the sphere of maritime. I have designed that the maritime defense space that we can deny from threats is divided into three lines of defense: 1 line (radius 3,000km), 2 lines (2,000km), and 3 lines (1,000km). The three defense zones of the three lines were defined as an active defense(1 line), defensive offense(2 line), active offense(3 line). The three defense zones of the three lines were defined as the sphere of core maritime, As a power to deny the sphere of core maritime, it was analyzed as a maneuvering unit, a nuclear-powered submarine, the establishment of missile strategy, and the fortification of islands station. The marine strategy of South Korea with these concepts and means was defined as 'Offensive Maritime Denial Strategy'.

• 한국경영정보학회:학술대회논문집
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• 2008.06a
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• pp.270-275
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• 2008

The various research on Communities of practices (CoP) for propagation of softer type knowledge in new Knowledge Management (KM) strategy having been performed for past couple of years. CoP is one of effective process innovation tool for diffusion of knowledge. Based on CoP's voluntary and spontaneous characteristic, it performs a function of delivering softer type knowledge of workers to the other colleagues of organization. But one step further to CoP's function of propagation of internal knowledge, research on function of CoP's contribution in enterprise strategy are insufficient yet. This paper presents enterprise CoP should be managed and aligned to strategic objectives of enterprise, and also, suggests the methodology for CoPs to maintain a lifecycle as a tool to contribute in strategic goal attainment. Although CoPs are voluntary and spontaneous informal organization, it can display a contribution as tool for KM strategy when it is aligned to strategy properly and form efficient lifecycle.

• Journal of the Korean Society of Environmental Restoration Technology
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• v.18 no.1
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• pp.1-12
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• 2015

Beginning of the human ecology in 1920s, the efforts for applying the environmental values to a policy have been embodied by the enactments of international agreement and relevant laws. The government has been struggling to adopt the environmental values for the policy by enacting the relevant laws and establishing the environmental value evaluation information (environmental conservation value assessment map, eco-natural map, biotope map). In spite of the efforts to apply the environmental value assessment information for the habitat potential of wildlife, the application is being challenged by the discrepancy in methods and criteria. Thus this study intends to measure the potential of wildlife habitat and apply it to the spatial value classification for the application plan of wildlife habitat potential in policy. Maxent was used for the habitat potential and the land types were classified depending on the surface and land use pattern of cadastral map. As a result, the policy matrix including conservation strategy(CS), restoration strategy(RS), practical use strategy(PS) and development strategy(DS) has been deduced as CS $13.05km^2$(2.38%), RS $1.64km^2$(0.30%), PS $162.42km^2$(29.57%) and DS $8.56km^2$(1.56%). CS was emerged mostly on forest valleys and farmlands, and RS was appeared in the road area near the conservation strategy areas. Boryung downtown and Daecheon Beach were the center of DS, while the forest and farmlands were presented as PS. It is significant that this study suggest the new approaching method by comparing the wildlife habitat potential with the land type. Since this study evaluated the environmental value by one species of leopard cat (Prionailurusbengalensis) with Maxent model, it is necessary to apply the habitat potential measuring method for various target species as further research.