• 지식경영연구
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• 제8권1호
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• pp.1-14
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• 2007

This paper is an exploratory study providing critical research issues in knowledge management strategy, process operations, and knowledge management system design and control in mass customization. The firms implementing mass customization provide good cases adopting recent changes in business environment including increased diversity and variability of customer needs, fast development of related technologies, and increase of the necessity of knowledge management. In this study, required knowledge management characteristics are investigated and future research issues are suggested for successful implementations of knowledge management. Research issues are extracted from the context of strategy, process, and information system for the purpose of practical adaptation and the types of mass customization are emphasized as a mediating element for fit and consistency between firms' corporate strategy and knowledge management characteristics.

• 지식경영연구
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• 제6권2호
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• pp.47-68
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• 2005

The Purpose of this study is to identify relationships between knowledge management performances and such Influence factors of knowledge Management as information technology, knowledge management process, culture & people, strategy & Leadership in Small and Medium-sized Enterprises. In order to test hypotheses, we collected data from 498 SME's employees, then analysed them by SPSSWIN. This results showed as follows; 1. All Influence factors of knowledge Management( information technology, knowledge management process, culture & people, strategy & Leadership) are to advance individual task effectiveness and organization effectiveness significantly. 2. Such Influence factors of knowledge Management as information technology, knowledge management process, culture & people are to improve business efficiency between the company. But strategy & leadership factor is not significant. 3. Influence factors of knowledge Management are different between knowledge performace factors such ac individual task effectiveness, organization effectiveness, and business efficiency between company.

• Asia pacific journal of information systems
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• 제14권3호
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• pp.57-75
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• 2004

The knowledge management is increasingly an important strategic weapon for sustaining competitive advantage of firms. Firms are undertaking knowledge management initiatives and making significant investments. However, there is relatively little empirical support for the impact of knowledge management on performance of firms. Understanding of the impact of knowledge management, this paper explores how knowledge management strategy influences firms' market value. We examine this issue using event study methodology and evaluate the cumulative abnormal returns for knowledge management strategy announced by firms from 1998 to 2002. The results show that firms' announcements of knowledge management strategy are positively related with firms' market value. Specially, dynamic style-which emphasizes both (i) knowledge reusability through information technologies and (ii) knowledge sharing through informal discussions among employees-has higher performance. This outcome presents empirical support to argument that the emphasis on both tacit and explicit knowledge results in better market value.

• 한국정보시스템학회지:정보시스템연구
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• 제18권3호
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• pp.135-154
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• 2009

As the knowledge is recognized as a core factor of organization's competitiveness and creation of value added, the importance of knowledge management is also increased. To achieve the successful knowledge management, it is important to establish strategy that consider essential purpose of knowledge management such as creating and sharing of knowledge resource, improving performance, and continuing organizational innovation within the organization and influence factor inside and outside of organization. Until now, however, the research for knowledge management strategy was mostly limited to the statistical analysis based on the unilinear causality model, and systematic access and analysis that consider interaction and feedback structure between factors. In this paper, we developed the novel decision-making framework for successful strategy establishment by applying the analytic network process(ANP). Specifically. we derive clusters and components to decide the interaction and feedback structure between the elements of knowledge management by literature studies. And we produced relative importance and preference of clusters, components and alternatives dealing with feedback structure through the survey of experts in the field or related one of knowledge management. In result of this study, we expect that it will help the knowledge officer to decide establishing knowledge management strategy.

• 지식경영연구
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• 제4권2호
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• pp.19-34
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• 2003

This paper analyzes 96 Korean companies to illustrate the relationship between the knowledge management strategies and task characteristics. Knowledge management strategies can be categorized as being codification- and personalization-oriented. Task characteristics are analyzed from the perspective of content-oriented, process-oriented, number of exceptions, and analyzability. These results illustrate how companies should align the knowledge management strategies with task characteristics. It is found that codification strategy is more likely to be associated with high content-oriented and high analyzability task, and personalization strategy is with high process-oriented task. The survey result confirms that managers should adjust knowledge management strategies in view of the characteristics of the task.

• 한국경영정보학회:학술대회논문집
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• 한국경영정보학회 2008년도 춘계학술대회
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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.

• 지식경영연구
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• 제12권4호
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• pp.77-90
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• 2011

This study examined the effects of knowledge management strategy and structural capital on organizational performance. Structured capital was classified into three dimensions: organizational culture, knowledge process, and information technology. Data were collected from 251 employees in a public institution. Results indicated that organizational knowledge-based strategy was positively related to employees' job satisfaction, and that information technology-based strategy was positively related to customers' satisfaction and institutional image. Results also indicated that organizational culture and knowledge process were positively related to customers' satisfaction, employees' job satisfaction, and institutional image, whereas informational technology was negatively related to customers' satisfaction and institutional image. Finally, the theoretical and practical implications of the results were discussed.

• 한국의류산업학회지
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• 제12권2호
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• pp.172-178
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• 2010

The purpose of this study was to explore relationships among technology development strategy, marketing competence, knowledge management competence, and company performance of textile and clothing companies. Survey data collected from 187 employees in the textile and clothing companies were analyzed by descriptive statistics, factor analysis, reliability analysis, correlation analysis, and multiple regression analysis. In results, certain levels of correlations were found among technological development strategy, marketing competence, knowledge management competence, and company performance. Specifically, technological gap which was one of the technology development strategy factors was a variable significantly affecting innovation performance and financial performance of textile and clothing companies. Knowledge management competence affected innovation performance whereas marketing competence affected financial competence of textile and clothing companies.

• 지능정보연구
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• 제21권1호
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• pp.47-63
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• 2015

지식경영전략은 코드화(Codification) 전략과 대인화(Personalization) 전략으로 대별할 수 있으며(Hansen et al., 1999), 성공적인 지식경영의 도입과 활용을 위한 두 전략의 운영 방안에 대한 연구가 계속되어 왔다. 그리고 지식경영 시스템에 대한 기존 연구는 주로 대기업의 일부 조직에서 활용한 사례를 대상으로 하고 있어, 중소 규모의 기업 전체를 대상으로 하는 연구는 미비한 실정이다. 본 논문은 중소 규모의 기업에 적합한 지식경영 시스템으로 기업용 마이크로블로그를 특정하고, 기업용 마이크로블로그를 활용한 중소기업의 지식경영전략을 코드화 전략과 대인화 전략의 관점에서 검토한다. 지식경영전략과 기업용 마이크로블로그에 대한 선행연구를 통하여 "기업의 성장에 따라 기업용 마이크로블로그의 활용은 코드화 전략에서 대인화 전략 중심으로 변화한다"는 가설을 설정하였다. 이 가설을 확인하기 위하여 창업 초기부터 현재까지 '야머'(Yammer)라는 기업용 마이크로블로그를 사용하고 있는 소규모 기업을 대상으로 사례연구를 진행하였다. 사례연구는 기업용 마이크로블로그의 사용 기간을 창업 '초기', 현재의 조직 형태를 갖추게 된 '중기', 그리고 연구가 진행된 '현재' 등 세 시점으로 나누고 콘텐츠를 분석하는 종단 분석을 실시하였다. 그리고 각 시점별 야머에 등록된 콘텐츠의 커뮤니케이션 유형을 분석하여 사례기업의 기업용 마이크로블로그 사용행태를 분석하고, 지식경영전략의 변화를 확인하는 방법을 사용하였다. 연구의 결과로 소규모 기업에서 지식경영전략의 운영과 그에 적합한 지식경영 시스템의 활용에 대한 실질적인 시사점을 제시하고자 한다.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 2001년도 추계학술대회 논문집
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• pp.55-58
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• 2001

It is more important than ever for companies to distinguish themselves through knowledge management strategies. Without a constant creation of knowledge, a business is condemned to poor performance. However, it is still unclear how these strategies affect knowledge creation. Knowledge management strategies can be categorized as being either human or system oriented. This paper proposes a model to illustrate the link between the strategies and its creating process. It is found that human strategy is more likely to be effective for socialization while system strategy is more likely to be effective for combination. Furthermore, the result suggests that managers should adjust knowledge management strategies in view of the characteristics of their departments.