• 한국산학기술학회논문지
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• 제13권6호
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• pp.2528-2539
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• 2012

지식은 21세기 기업 경영에서 생산성을 향상 시키는 가장 중요한 자산이다. 기업들은 오늘날 급변하는 경영환경에서 지속가능한 경쟁력 확보 및 조직 내 효율적 지식관리를 위해 지식경영을 적극적으로 도입하고 있다. 이러한 지식경영은 기업의 선택이 아닌 필수사항이 되고 있다. 현재 지식경영시스템을 도입하고 있는 많은 기업들은 IT와 관련된 하드웨어적 인프라는 어느 정도 구축하고 있지만, 지식경영을 위한 문화는 아직 만들어 내지 못하고 있다. 따라서 기업들이 지식경영을 도입하기 위해 많은 시간과 비용이 사용하였지만 그 성과는 기대만치 달성하지 못하고 있다. 이러한 문제점을 해결하기 위해서는 단순히 지식경영의 기반강화를 지원하는 하드웨어 중심의 지식경영 전략 보다는 지식경영문화를 강화할 수 있는 교육, 네트웍 연계 등 소프트웨어적 중심의 지식경영 전략이 필요하다. 본 연구에서 제시한 지식경영프레임워크는 비록 탐색적인 수준이지만 본 연구는 성공적인 지식경영의 도입을 위해 기업들이 중요하게 고려해야 할 요인들을 구분하는데 노력하였다.

• 한국디자인학회:학술대회논문집
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• 한국디자인학회 2001년도 Bulletin of The 5th Asian Design Conference International Symposium on Design Science
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• pp.24.1-24
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• 2001

• 정보학연구
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• 제4권1호
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• pp.39-54
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• 2001

본 논문에서는 웹브라우저를 이용하여 로봇을 원격 제어한다. 4대의 독립된 PC를 사용하여 각각의 기능을 분리하고 상호 연동하는 구조로 PC를 연결하였다. 조작자가 시간과 장소에 제약받지 않고 웹 브라우저를 이용하여 제어값을 입력하면 제어값은 웹 서버를 거쳐 데이터베이스에 저장된다. 로봇과 연결된 PC는 데이터베이스에서 1ms 간격으로 제어값을 입력받아 제어값의 변화가 있을 경우만 제어값의 변화량으로 로봇이 동작한다. 스텝모터를 이용하여 간단한 로봇을 제작하고 이를 웹 브라우저를 이용하여 실제 동작시킨다. 조작자가 원하는 제어값이 최종 수신단의 로봇에 제대로 전달되어 동작하는지 확인하고 웹브라우저를 이용한 로봇제어의 가능성을 확인하였다.

• 지식경영연구
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• 제17권2호
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• pp.75-101
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• 2016

Since 2009, China has become biggest automobile supplier and consumer all over the world. Chinese government and automobile firms have been executed strategic and aggressive industry policy and business strategy for nurturing automobile industry as a core manufacturing industry. However, can we assure that all of these policy and strategy have positive effect on Chinese automobile industry? For fulfilling this gab, our research examined the government policy and firm's strategy in different development stage of Chinese automobile industry. According to research result, at initial stage(1983-1996), Chinese automobile industry has grown by technological learning and reverse engineering from Soviet Union, Japan and Germany. In rapid growing stage(1996-2009), Chinese automobile firms have succeed to develop and produce own brand product with 100% own technology. And this kind of quantum jump in technology development was conducted by joint venture policy and M&A strategy. However, at the fourth stage(2010-), Chinese government and firms have over invested and focused on Electric Vehicle manufacturing without developing core technology or SW. Overall, the old-fashioned policy and strategy module in manufacturing industry of China could have negative effect on its industry development.

• 지식경영연구
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• 제7권1호
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• pp.81-96
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• 2006

The purpose of this study is to survey what strategy BACHE, a bathtub manufacturing company, chooses to implement knowledge management. Generally speaking, the success factors of this case company is follow-up management. The first factor is to use linguistic metaphors for employees to understand difficult knowledge management terms easily. The second one is that CEO tries to set and lead pro-knowledge management corporate culture. The third one is based on the CKO's competence to read business circumstances and apply the theory of knowledge management to the workplace. The fourth one has something to do with a way of knowledge creation, for example, a suggestion system and QC circle. The fifth one depends upon CKO's mission to share knowledge invented from his own company's with the rivals and large companies which order bathtubs so that overall bathtub industry can upgrade knowledge management.

• 한국유통학회지:유통연구
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• 제4권2호
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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.

• 산경연구논집
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• 제6권4호
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• pp.5-16
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• 2015

Purpose - Currently, organizations must have a plan to achieve their future objectives. In this case, an information strategy facilitates greater success when planning for the future in any organization. Research design, data, and methodology - The core objective of the project was to explore the information infrastructure of Walkbase in a discursive manner. We started the project by providing a description of the firm, which facilitates retail outlets using in-store analytical devices. Results - We conclude that the management of Walkbase revised its current information structure to implement a more structured one that might be included in a long-term investment. On such an occasion, management can prioritize the component to develop first. Conclusions - Along with our results, we also described the business, its products, its facilities, and how it can serve different industries. Finally, we left the prioritization decision within the framework's components to top management.

• 디지털융복합연구
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• 제8권1호
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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.

• 한국경영과학회지
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• 제32권4호
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• pp.37-50
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• 2007

Dramatic development of information technology requires new type of sales strategy to enterprise S/W dealers. That is, one should thoroughly consider diversified types of enterprise S/W and more elaborated consumer needs to establish successful sales strategy. However, various factors that should be considered in establishing enterprise S/W sales strategy are different according to types of enterprise S/W and hard to be managed systematically which led to the current situation where they have not been discussed enough. Therefore, this study introduced the relationship between the factors that affect selection of enterprise S/W using the concept of cognitive map on various enterprise S/W sales cases. Through this process, this study grouped the cognitive maps of similar cases to introduce their characteristics and made this result to be practically useful to enterprise S/W sales strategy.

• 지식경영연구
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• 제4권2호
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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.