• Journal of Information Technology Services
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• v.12 no.3
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• pp.95-109
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• 2013

This paper discussed about creativity and knowledge management variables as for effect factors on the management performance of IT service firms. Specially the mediation effects of knowledge management variables between the creativity and management performance were examined. To prove empirically the related hypothesis, the statistical analysis were based on the response from the 160 Korean IT Service firms. As an analysis results, it was found that the creativity of organizations was not the direct effector on the management performance. But the virtue of knowledge which are accumulated from knowledge management activity and shared in organizations was the direct effector. Also, the knowledge management activity is mediator on the in the relationship between the creativity and management performance. So this paper suggests that knowledge management activity and knowledge's virtue in the related the creativity in organizations are the important mediate factors for enhancement of IT service firm's performance.

• Knowledge Management Research
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• v.9 no.2
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• pp.169-191
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• 2008

Information technology instruments arc being rampantly used for knowledge management in companies. IT is used as an interplay tool to enhance the flow of knowledge and information between people. KMS, especially, supports the knowledge management process including sharing, creating, and using of knowledge within a company, and maximizes the value of knowledge resources within an organization. The purpose of this paper is to understand how IT is changing the knowledge management activity. through various examples based on exploratory research from MANDO, the Korean automotive parts manufacturer, and POSCO, the global leading steelmaker. The result shows that IT boosts communication skills, thus creates a mutual relationship outcome. In the same context, the process of knowledge conversion by Nonaka's SECI model simplifies to an Externalization-Internalization process. This process accelerates the birth of explicit knowledge and Socialization, supplements the Limitations of the creation of knowledge in the E-I cycle. The E of knowledge simultaneously promotes the I, and eventually brings an advanced learning skill. IT aids the E of knowledge and furthermore, I and E activity, through the knowledge sharing, brings vitality into an organization. The interplay stage for knowledge activity is to be reorganized to a cyber ba. Furthermore, IT will galvanize the formation of core knowledge through systemized acquisition, management of core knowledge and standardization of work.

• Knowledge Management Research
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• v.6 no.2
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• pp.91-108
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• 2005

In recent years, organizations have chosen a team-organization as a standard activity level and it leads a significant change in process of knowledge producing. Nevertheless team-organization for building up effective performance and a good communication in organization has influenced knowledge management performance, the empirical analysis and survey have not proved yet. This study, therefore, makes an analysis that the change of organization base on team activity influences knowledge management performance. This study, based on 312 data by using LISREL as a model for studying, provides a result that a team-based activity positively influences knowledge management efficiency.

• Knowledge Management Research
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• v.7 no.1
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• pp.13-30
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• 2006

This study aims at exploring the relationships between knowledge activity, knowledge activity performance, and organizational performance. By adopting the balanced scorecard perspective, organizational performance was measured by product/service, customer and internal performances. Using data collected from the 36 Korean firms, this study found that knowledge creation activity was positively and significantly related to the organizational performance such as product/service performance, customer performance and internal performance. We also found that knowledge activity performance such as knowledge quality and user knowledge satisfaction mediated the positive relationship between knowledge sharing activity and internal performance.

• 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 Korean Society for Quality Management
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• v.31 no.4
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• pp.117-126
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• 2003

In order to maximize the effect of TQM in the Korean industry, quality circle activity as a bottom­up management should be expanded and revitalized. Quality circle activity can be regarded as a kind of knowledge activity where new knowledge is created and knowledge is shared in the economy. This paper proposes new metrics of intangible effect as knowledge assessment focusing on the intellectual capital aspect of quality circle activity, that may be useful for revitalizing quality circle activity from viewpoints not only of financial effect but also of intellectual capital aspect. New metrics of intangible effect consist of two factors： the intellectual capital effect and the intellectual maturity effect. In order to test the validity of new metrics, a case study of 11 companies was done. The result of the case study is that two factors as an intangible effect of quality circle activity should be evaluated to identify the total effect of quality circle activity correctly.

• Journal of Distribution Research
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• v.4 no.2
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• pp.93-115
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• 1999

The main purpose of this study is to develop a framework of knowledge management and knowledge management systems(KMS) for retail firms. The framework of knowledge management developed in this paper is based on six components: knowledge worker, KMS, leadership of CEO, knowledge management strategy, culture, evaluation and reward systems. The knowledge management process can be divided into four stages: preparation stage, initiation stage, expansion stage and completion stage. The major activities performed to implement effective knowledge management are also identified for each stage. The knowledge base of KMS for retail firms should store three types of knowledge: knowledge for management activity, knowledge for management activity, knowledge for strategic analysis, and knowledge for problem solving. Finally, the technical characteristics of KMS are also examined in terms of information technology.

• Knowledge Management Research
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• v.6 no.1
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• pp.33-69
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• 2005

Recently, knowledge management and E-business are very important issues in academic and business fields. Research questions related with these issues are which factors stimulate knowledge management. Another question is whether knowledge management is related to E-business. To answer these questions a research model was proposed. The data were collected from 90 manufacturing firms in Korea. Appropriate research methodologies were employed for analysis. Results found that the degree of firm's internalization, diversity of domestic management activities and learning orientation affect knowledge aquisition and transfer. Knowledge aquisition and transfer facilitate knowledge application, resulting in new product development, cost reduction and technology differentiation. Knowledge management is a kind of process. This result, therefore, confirms what previous literature predicted.

• Knowledge Management Research
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• v.6 no.2
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• pp.23-47
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• 2005

This study is performed the multinomial logistic regression with the officials needs level about a component of knowledge administration for drawing a demand estimation model in the knowledge administration activities. This study is not that an activity and domain of knowledge administration is to apply and to operate uniformly it in public sector, one is suggested an application with a demand diagnose of knowledge administration in order to saw a course of the knowledge administration programs to suit a function and role of public administration. A result of this study is that an activity and domain of the knowledge administration is different from a component of it namely, knowledge creating, knowledge organizing, knowledge sharing and distribution, knowledge utility, and knowledge store. And the officials individual characteristics, administration agency, a kind of business, and a function and role of work are different from demand of knowledge administration. Also, the practical use of KMS (knowledge management system) is not so high in public sector. Accordingly, the tools of knowledge administration will deliberate on a consolidation with the existing system in the device.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.159-163
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• 2003

What is the Meaning of the Knowledge Management?, That is gathering, renewal of old knowledge, communication and creation of new knowledge. The major three key factors for the successful knowledge management in construction industry is well cooperation between following factors ; the willingness of the CEO(in its organization). creation of Cooperation culture in company organization through its members participation and the Activity of the Knowledge management Team in company. But most important factors in successful Promotion for the Knowledge Management is the creation of Cooperation culture in company organization through its members participation, without creating the company culture, there is no successful way in knowledge management business in all business. The other important thing in knowledge management is the creating of the recording culture in company business activity. The greatest purpose of knowledge management is the through the KM activity, we ensure the gathering, renewal of old knowledge, communication and creation of new knowledge and capitalization of knowledge. and the result of the KM is strengthen the company and preparing the our future and new mission.