• IE interfaces
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• v.13 no.1
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• pp.17-28
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• 2000

As knowledge has been recognized as a new resource in gaining organizational competitiveness, Knowledge Management (KM) is suggested as a method to manage and apply knowledge for business management. KM research, however, has focused on identifying, storing, and distributing the transaction-related knowledge in an organization. There has been little research on applying the knowledge to decision-making or strategy development that is the main task of business management. The application of knowledge to decision making has higher impact on organizational performance rather than just the knowledge management for process transaction. In this research, we suggest System Dynamics (SD) for the knowledge-based decision-making. Based on the modeling method of SD, we can translate partial and implicit knowledge resident in individual's mental model into organized explicit knowledge. The simulation test of the organized knowledge model enables decision-makers to understand the structure of the target problem and its behavior mechanism, which facilitates effective decision-making. We will compare the proposed method and other KM methods and discuss this research based on the application case to a real telecommunication company.

• Knowledge Management Research
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• v.21 no.1
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• pp.151-173
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• 2020

The purpose of this study is to identify the antecedents that impact on the individual knowledge sharing based on motivational perspectives. Specifically, the authors investigate the roles of general self-efficacy and popularity on knowledge sharing drawn on costly signaling theory and trait activation theory. Data from 227 pairs of employees and coworkers working in companies located in South Korea supported the model. General self-efficacy was positively related to knowledge sharing and popularity was positively associated to knowledge sharing. Also, by taking an interactional approach, our study demonstrated the moderating effect of popularity on the relationship between general self-efficacy and knowledge sharing. The positive relationship between general self-efficacy and knowledge sharing is significant when popularity is low, but not significant when popularity is high. Our findings suggest that the various motivation types including intrinsic and extrinsic motivations for knowledge sharing of individuals exist simultaneously and these motivations have an interactive effect on knowledge sharing.

• Korean Management Science Review
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• v.20 no.1
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• pp.1-23
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• 2003

Knowledge Management System is defined as an Information system to support the integrated knowledge management process for maximizing value of the knowledge assets in organizations. From that point of view, the system performance - the usage level of the system and user satisfaction - can be an available measure of the knowledge management system success. Many previous research were focused on the application of a new technological component for knowledge management processes or the construction of the overall system architecture in spite of the importance of the system performance. The purpose of this study is to Identify the factors affecting the knowledge management system performance. To do this, we conducted an exploratory case studies of eight companies. We applied theories of information system success to knowledge management system and investigated some specific strategic components as additional affecting factors. Finally, we proposed research model and ex propositions regarding the factors affecting the knowledge management system performance. The implication of the findings and future research directions were discussed.

• Korean Management Science Review
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• v.21 no.1
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• pp.87-111
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• 2004

Today's organizations make every effort to achieve effective knowledge management. under the recognition that knowledge is a powerful. competitive weapon. For knowledge management to be successful, however, not only should knowledge be voluntarily offered by organizational members but also the organizational ownership of knowledge be perceived among members. In this regard. this study explores antecedent factors of organizational ownership of knowledge based on the extension of previous studies. The analysis of two hundred and fifty-five survey data indicates that cohesion of department or team, propensity to share, and task interdependence are significantly related to organizational ownership. The relationship turns out to be stronger with tacit knowledge than with explicit knowledge. Some suggestions are proposed for enhancing effective knowledge management.

• Knowledge Management Research
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• v.5 no.1
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• pp.1-17
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• 2004

Based on the diffusion of innovation paradigm, this study conceptualizes the constituent components (3P) and the growth stages (6C) for knowledge management. It is critical for knowledge management efforts to identify 'where we are' and decide 'where to go' and then to manage 'how to go'. As a framework for the success of knowledge management, the 3P6C model is intended to systematically guide these efforts toward knowledge asset management and implementation, for knowledge productivity. This model is illustratively applied to such success stories as in Skandia, Buchman Lab and Hall Mark Cards. Such applications of this model show that they have been through such prior activities required in the earlier stages, and thattechnological platform is just one of the 3 key components working as an enabler, implying together the existence of growth path in KM success. Provided in the appendix are a set of exemplary scenarios in knowledge management practice for growth stage assessment.

• Knowledge Management Research
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• v.3 no.2
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• pp.31-48
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• 2002

Recent trend of business is characterized by a recognition of importance of knowledge asset. Especially, this phenomenon is receiving more momentum as our society goes digital rapidly. However, most of literature on knowledge management is based on knowledge circulation from the corporate point of view, not from individual viewpoint. In this regard, this paper is concerned with proposing knowledge circulation process and its efficiency from the individual perspective. We adopted structural equation model or SEM to prove the statistical validity of our research framework. Eight hypotheses were built and tested empirically, leading to the fact that the knowledge utilization and sharing of individuals have a positive impact on the knowledge management efficiency.

• Knowledge Management Research
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• v.11 no.2
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• pp.163-173
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• 2010

It is well known in KM (Knowledge Management) literature that a certain amount of knowledge is necessary for KM to contribute corporate performance to some extent. However, It is considerably difficult for a company to amass knowledge due to limited time and lack of understanding from employees. In this respect, DAEWOONG, one of leading pharmaceutical company in korea, shows very special knowledge management activity, SOP(Sucess of project), by which DAEWOONG succeeds in catalyzing the knowledge sharing process among members and cultivating men of ability. Also, DAEWOONG improve working performance at an individual level as well as team level. This case will help understand how important the knowledge management activity is to improve the corporate performance.

• Journal of the Korean Society for information Management
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• v.16 no.2
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• pp.165-182
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• 1999

Knowledge and Knowledge Management have emerged as a current 'hot issue' for many organizations. This paper starts by exploring the definition of knowledge and knowledge management. It then analyzes the process of knowledge management and suggests the recommendations for effective knowledge management. Finally, it considers the pahership for knowledge management, and especially how librarians as knowledge professionals, users, and technology experts can contribute to effective knowledge management. These suggestions of the study will be used to implement knowledge management system that can organize, transfer, and share explicit and implicit knowledge.

• The Journal of Information Systems
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• v.18 no.3
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• pp.183-210
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• 2009

This study investigated the degrees of knowledge management processes according to the levels of social capital(i.e., inter-departmental communication, trust, cooperation and integration) as well as information technology(IT) infrastructure(i.e., knowledge storage and transfer IT, and knowledge search IT) in Korean manufacturing firms. We also demonstrated the differences in organizational performance under various degrees of knowledge management processes. Through cluster analysis with social capital variables, we classified sample firms into five groups; 'the highest firms', 'higher firms', 'middle firms', 'lower firms', and 'the lowest firms'. It was also observed that the degrees of knowledge management processes and organizational performance in 'the highest firms' is the highest. With a structural equation modeling technique, the causal relationships among social capital, IT infrastructure, knowledge management processes, and organizational performance were confirmed. Hence, it is concluded that social capital and IT infrastructure have direct effects on knowledge management processes, and indirectly influence organizational performance through the degrees of knowledge management processes.

• The Journal of Information Technology
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• v.2 no.2
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• pp.217-233
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• 1999

I have tried to find a concept among different perspectives on knowledge management. A practical framework of the enhancement of firm's competence through knowledge accumulations was developed as follows: First, All human factors should be armed with information based knowledge and leaded by chief knowledge officer. Second, Learning organization is necessary to develope knowledge creation. Third, Organization has to be controlled by information based control system for the effective linkage of several sort of information. Fourth, Shared culture of knowledge internalized by all members must help organization generate and articulate a new form of knowledge. Finally, Several information technologies and instrumental system may faster creation of knowledge. Especially, in this paper, focused on role of knowledge-based people. It is new view of knowledge-based management studies.