• 지식경영연구
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• 제15권4호
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• pp.57-78
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• 2014

Since team performance has become one of the core factors for companies' success, companies are putting every effort to raise team productivity. In this vein, the purpose of this study was to examine the influence of team learning behavior upon team dynamic capabilities, team effectiveness, and to verify the mediating effect of team dynamic capabilities in corporations. 312 employees were randomly selected to participate in an questionnaire survey. The result has shown that the static correlation exists between team learning behavior, team dynamic capabilities, and team effectiveness. Team dynamic capabilities mediated the relationship between team learning behavior and team effectiveness. Based on the findings, the study implies that learning behaviors among team members should be supported in order to improve its outcome, and HR representatives must help to develop dynamic capabilities.

• 정보관리학회지
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• 제23권4호
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• pp.295-315
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• 2006

본 연구에서는 캠퍼스 지식경영의 관점에서 대학 내 지식 중에서도 대학 교수들 간의 강의자원 공유의 필요성과 그에 영향을 미치는 영향요인들에 대해 분석하였다. 분석결과 강의자원 공유 영향요인으로 설정된 6개의 요인 즉, 인지도, '신뢰성', '의사소통의 개방성', '협력도', '평가와보상', 'IT 인프라기반 의사소통채널'중 관계적 요인의 '인지도'와 구조적요인의 '평가와 보상' 두 요인만이 종속변수인 '대학 내 강의자원공유'에 유의한 영향을 미치는 것으로 나타났다. 개별 독립변수들의 상대적 중요도를 비교해보면 특히 관계적 요인인 '인지도' 가 '대학 내 강의자원 공유'에 탁월한 영향력을 미치고 있는 것으로 나타났다.

• Asia pacific journal of information systems
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• 제23권1호
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• pp.87-106
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• 2013

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization's management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dynamic capability and service innovation. Knowledge management capability is the basis of dynamic capability as well. The theoretical and practical implications are discussed further in the conclusion section.

• Asia pacific journal of information systems
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• 제29권4호
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• pp.690-716
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• 2019

Open innovation has attracted significant attention from both academics and practitioners. However, theoretical and empirical researchers disagree on how open innovation improves firm performance. The inconsistent results reported in the literature may be attributed to the fact that they failed to provide an integrative view of how to make use of internal and external knowledge to enhance innovation performance. Furthermore, although the adoption value of innovation approaches varies depending on firm size and IT capabilities, their impacts have not been adequately taken into consideration. Drawing on complementarity theory, this study revisits the research problem and develops eight hypotheses. Surveys collected from 339 Korean firms were analyzed to test the hypotheses using the supermodularity functions. The results indicated that an internal knowledge-oriented innovation approach has a positive impact on innovation performance regardless of firm size. However, an external knowledge-oriented innovation approach has a positive effect on innovation performance in large firms while having no significant effect on innovation performance of SMEs. Results also confirmed a complementary relationship between internal and external knowledge-oriented innovation approaches in large firms, whereas substitutable relationships were confirmed in SMEs. This study sheds new light on open innovation by identifying the role of different types of innovation approaches, firm size, and IT capabilities.

• 한국항만경제학회지
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• 제28권3호
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• pp.91-110
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• 2012

현대 경영학에서 지식은 기업의 경쟁력을 창출할 수 있는 새로운 전략적 자원으로서 인식되고 있다. 치열한 경쟁구도 하에 있는 해운기업 지식경영의 효용성에 주목할 필요가 있다. 해운서비스 네트워크 내외부에서 획득되는 자료와 정보, 지식을 효과적으로 분류, 공유, 이전함으로써 기업특유의 역량을 발전시킬 수 있을 것이다. 본 연구에서는 정기선사의 지식경영이 해운서비스 역량의 강화에 어떠한 영향을 미치는지를 분석하였다. 이를 위해 해운기업의 지식경영의 수준을 측정하기 위해 지식사슬모형을 설계하였으며 국적 및 외국적 선사로부터 수거한 80부의 설문지를 바탕으로 모형의 타당성과 신뢰성을 검증하였다. 실증분석 결과 지식사슬모형을 구성하는 지원활동과 주요활동이 선사의 해운서비스 역량을 강화하는데 유의적인 효과를 미치는 것으로 나타났다. 본 연구는 지식경영의 효용성이 해운산업분야에서도 적용될 수 있음을 보여주고 있으며 해운기업들이 지식의 전략적 중요성을 인식하고 전사적 차원에서 지식경영을 추구해야함을 권고하고 있다.

• Asia pacific journal of information systems
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• 제32권1호
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• pp.151-167
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• 2022

This paper is motivated by social influence theory implying the multilevel nature of knowledge management (KM) in an organization. Organizational knowledge is generated and distributed by individuals from different groups across organizational boundaries. Its transfers are supported by IS/IT practice, i.e., the individual and collective use of the technology available in the organization. I propose a multilevel perspective to explain how IS/IT practice supports multilevel KM capabilities to manage organizational knowledge successfully and how the effectiveness of multilevel KM capabilities expands into the improvement of multilevel task-related organizational performance. The multilevel KM theory extends the knowledge-based view of the firm by describing the dynamic process through which strategic values of knowledge are generated by IS/IT practice across the organizational levels. This paper also discusses multilevel insights on the strategic value of organizational learning based on the social context of organizations.

• 디지털산업정보학회논문지
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• 제15권1호
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• pp.43-51
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• 2019

This research proposed the necessary capability of cyber security professional personnel for cyber security education and training. Cyber security professional personnel were required specialized capability because the curriculum of cyber security education and training is structured around practice and training. Based on the knowledge, skills, and attitudes of professors, we derive candidate capabilities and index through the results of precedent research. As a result, we derived capability such the candidate capability group as teaching qualification, expert knowledge, practical ability, lecture ability, and research ability, and detailed capability index was derived accordingly. Finally, based on the questionnaire results of the professors related to the information security, it was determined that the capability required for the cyber security education and training professional personnel were expert knowledge, practical ability, and lecture ability. Among the capabilities, executive ability means that they have to fulfil abundant executive experience due to the high proportion of practical training due to the characteristics of cyber security education and training.

• 산업경영시스템학회지
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• 제47권2호
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• pp.124-133
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• 2024

This study emphasizes R&D as a management strategy for small and medium-sized manufacturing enterprises (SMEs) to achieve competitive advantage and aims to analyze the impact of innovation resistance, prior knowledge, and technological capability on the intention to adopt R&D. The research targeted 403 decision-makers from SMEs that have not adopted R&D. The analysis revealed the following key findings: As a result, both technical capabilities and prior knowledge had a negative effect on innovation resistance. In addition, technological capabilities and prior knowledge had a positive effect on adoption intention, and innovation resistance had a negative effect on acceptance intention. The indirect effects of technical capabilities and prior knowledge both had a positive impact. In addition, we tested whether dependency on partners and trading organizations that accepted R&D had a moderating effect, but it was not significant. The academic implications of this study provide a detailed analysis of how prior knowledge and technological capability affect innovation resistance in SMEs and verify the intention to adopt R&D. The practical implications suggest a direction for small and medium-sized enterprises to reduce innovation resistance in accepting R&D, and companies need to recognize the suitability of R&D and recognize the importance of technological capabilities and prior knowledge in order to reduce innovation resistance.

• The Journal of Asian Finance, Economics and Business
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• 제7권8호
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• pp.485-494
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• 2020

The paper proposes a conceptual model which provides direction for researchers to empirically establish the connections between dynamic capabilities, innovation capabilities, entrepreneurial capabilities and financial and strategic performance. The author uses systematic literature review process to select the articles used in this study. First, the present paper review and discuss some major contributions to the theories of dynamic capabilities, innovation capabilities, entrepreneurial capabilities and their consequences. The author seeks to highlight different understandings of the concepts to clarify the distinctions between them. Second, the conceptual model and propositions for future studies were developed. The proposed model highlights the different measures of dynamic capabilities, innovation capabilities, entrepreneurial capabilities and their consequences. The model with its associated propositions was developed base on limitations and gaps observed from past studies. It is focused on empirically testing the direct impact of dynamic capabilities, innovation capabilities, and entrepreneurial capabilities on the performance of SMEs in Vietnam. Nevertheless, the proposed model can be applied to similar situations in different contexts and countries. Further empirical testing of proposed model would contribute to enriching existing knowledge of dynamic capabilities, innovation capabilities and entrepreneurial capabilities within SMEs and how these capabilities foster superior performance.

• 지식경영연구
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• 제20권4호
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• pp.1-22
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• 2019

The purpose of this study is to investigate the role of IT-enabled dynamic capability in the relationship between intellectual capital and innovation performance under Industry 4.0. We approach the intellectual capital from the perspective of the resource-based view and define the components of intellectual capital as human capital, social capital, and organizational capital. On the other hand, the IT-based dynamic capability means that the information technology and the utilization ability of the enterprise are combined to overcome the turbulent environment. The empirical results showed that the IT-enabled dynamic capabilities mediated the relationship between intellectual capital and innovation performance as it revealed in theory. And in terms of practical implications, we found the importance of an organization's information technology ability to effectively utilize intangible resources for organizational performance.