• Knowledge Management Research
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• v.5 no.2
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• pp.67-98
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• 2004

New knowledge is created through the dynamic interaction of knowledge that depends largely on a social context within the organization. Social processes influence the nature of knowledge and learning. This paper is rooted in the concept of social capital. Social capital theory emphasizes the importance of social relationship. Using social capital theory, this paper suggests three factors that must be satisfied for the development of knowledge combinative capability. The first factor is that the opportunity exists to make the exchange or combination of knowledge. The second factor is that people is motivated for the creation of new knowledge. The third factor is that people must share the common knowledge. This paper examines the change case of KIPO (Korean Intellectual Property Office). This case provides evidence that the three factors can develop social relationship, and build knowledge combinative capability. The man finding from this research is that social factors play an important part in the creation of knowledge, and processes of knowledge exchange and combination heavily rely upon social patterns, practices and processes in ways which emphasize the value and importance of collective action and knowledge sharing. This research may have several implications for the development of the knowledge creation mechanisms.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.3
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• pp.93-101
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• 2010

Regarding project management, many organizations have developed and distributed general project management knowledge systems, and application fields use the knowledge systems to apply the process suitable for characteristics of a project. This study suggests project management process models to apply to product development projects and introduces the application cases. This product development project management process model is composed of five top processes of initiation and preparation, planning, implementation management, control, and termination and transfer. The five processes are re-divided into 18 bottom processes. These processes are expressed as input, control, output, and mechanism by using the IDEF0 model. This model is applied to the new car development project of a Korean automobile company and introduces the cases, which shows a project charter, a work breakdown structure, a project schedule, a progress s-curve, a risk register, and a performance report.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.3
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• pp.163-172
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• 2012

Regarding project management, many organizations have developed and distributed general project management knowledge systems, and application fields use the knowledge systems to apply the process suitable for characteristics of a project. This study suggests project management process models to apply to system integration projects. This system integration project management process model is composed of six top processes of initiation, preparation for contract, planning, implementation management, coordination and control, and termination and transfer. The five processes are re-divided into 25 bottom processes. These processes are expressed as input, control, output, and mechanism by using the IDEF0 model. For this model development, it has chosen the items which constituted a process through a questionnaire of experts.

• Journal of Korean Institute of Industrial Engineers
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• v.35 no.1
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• pp.40-50
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• 2009

Knowledge-based services are largely dependent upon human-driven works. Therefore, considering human characteristics is required when modeling processes for knowledge-based services. As an emerging technology for Business Process Management, Human Interaction Management and its supportive process management can be an alternative to deal with human-driven processes. However, current HIM does not suggest concrete method for modeling conditions that are essential to realize supportive process management. And the condition modeling of HumanEdj, the only HIM software implemented, reveals the problem of complexity. As a solution, this paper suggests a fact-oriented ontological approach to process modeling. The approach uses human-friendly form of facts for condition modeling.

• 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.

• Korea Journal of Hospital Management
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• v.18 no.4
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• pp.113-130
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• 2013

The aim of this article is to propose a framework for standardization of knowledge based on a case study of clinical operation to guide initial hospital knowledge management projects. Both quantitative and qualitative data for the project from 2009 through 2012 were collected for analysis. In a study of knowledge management project of a lab in S Hospital's Eye Center, this research examines the standardization of operational knowledge for competence enhancement of the lab. The lab defined and standardized the knowledge concern of the lab operation and the in-group from 2008. Organizations are often unaware of the potential value of tacit knowledge in both clinical and administrative area. The main finding from the case study is that analysis of such tacit knowledge of a lab in a hospital can be transformed into explicit knowledge for organizational capabilities such as improved quality, responsiveness and competitive advantage. Concepts from Nonaka's theory are used to investigate processes of knowledge standardization, examining the strategic value of tacit knowledge and the need to rely primarily on internal documentation processes. Since there has been limited research on hospital knowledge management. it may also be useful to researchers in generating propositions for further study.

• Journal of Digital Convergence
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• v.8 no.1
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• pp.27-40
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• 2010

This case study covers the Knowledge Management research paper that explores the clear idea about the knowledge practicesthat are used in the corporate sector to achieve the strategic advantage over the competitors. The quoted example of the three manufacturing firms TATA MOTORS, BHEL, and M&M have tried to compare the Knowledge practices in these firms, which explores the concept clearer that the competitors can use the same or the different type of knowledge practices to achieve the competitor advantages. In order to help knowledge management goals, an integrated knowledge management system consisting of the knowledge management techniques and technologies are used. The knowledge Management is supported by different techniques and practices whichare knowledge content, people skills, technology and strategy based. The technology and techniques supports these factors of knowledge management. The paper discuss different techniques and processes adapted by three Indian organizations and a comparison is made to suggest the guidelines of KM practices to manufacturing Industries.

• Journal of the Korean Operations Research and Management Science Society
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• v.23 no.1
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• pp.109-141
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• 1998

Many processes in the industrial realm exhibit sstochastic and nonlinear behavior. Consequently, an intelligent system must be able to nonlinear production processes as well as probabilistic phenomena. In order for a knowledge based system to control a manufacturing processes as well as probabilistic phenomena. In order for a knowledge based system to control manufacturing process, an important capability is that of prediction : forecasting the future trajectory of a process as well as the consequences of the control action. This paper examines the robustness of data mining tools under varying levels of noise while predicting nonlinear processes, includinb chaotic behavior. The evaluated models include the perceptron neural network using backpropagation (BPN), the recurrent neural network (RNN) and case based reasoning (CBR). The concepts are crystallized through a case study in predicting a chaotic process in the presence of various patterns of noise.

• Knowledge Management Research
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• v.4 no.2
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• pp.95-105
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• 2003

The purpose of the current study is to explore what are critical success factors(CSFs) from Posco Engineering and Construction Company's knowledge management practice. From a deep case study of the company, five CSFs are delineated. The first factor is to clarify knowledge management vision and strategy so that people in the company clearly understand directions of where the company goes to implement knowledge management. The second one is to grip the whole picture of knowledge management realms. Narrow eyes for the knowledge management leads to failure. The third factor depends on how to acquire people's cooperation. The fourth one has something to do with a way of approach. Unilateral or delegated approach is fragile for the successful implementation of knowledge management. Shared approach raises the probability of success. The fifth one is to monitor implementation acts and processes.

• International Journal of Contents
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• v.6 no.3
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• pp.65-70
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• 2010

This paper addresses the importance of knowledge management (KM) and the relationship of that theory when applied to improving interior design organizational performance in four areas: people, processes, design products, and organizational performance. Included is the way knowledge theory manifests in three different professional settings: coaching and training, designing, and service settings. Knowledge management, although well established in interior design services, requires effort in coaching and training as motivation is a critical variable. Whereas, strategies for knowledge management vary from industry to industry given diversity in situational variables, knowledge in each professional setting can be significantly aided by capturing and storing empirical, tacit, and explicit information, providing real-time electronic storage and retrieval of information [5] and consistent with transformational theory, through opening communication channels across the full range of the organization, inspiring and motivating individuals, and aligning all members of the organization toward a common vision [8]. Professional settings discussed in this paper are:(a)an learning organization enumerated in KM; (b)designing factors for managing knowledge theory themes; and (c)service, effective, efficient, and innovative KM application that is relevant to the process of developing effective KM for interior design service organizations. Folded within each will be a discussion on KM's impacts on visions, strategies, costs, and organizational performance. It has reiterated the impact of KM on one level might lead to synergistic impacts on another. Thus, KM has the potential to produce several interconnected impacts on people, design products, processes, and organizations.