• Proceedings of the Korea Water Resources Association Conference
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• 2016.05a
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• pp.204-204
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• 2016

Thailand had set the National Water Management Strategy which covered main six areas in the next 12 years, i.e., by priority: (1) water for household, (2) water for agricultural and industrial production, (3) water for flood and drought management, (4) water for quality issue, (5) water from forest conservation and soil erosion protection, (6) water resources management. However due to the climate change impact, there is a question for all strategies is whether to complete this mission under future climate change. If the impact affects our target, we have to clarify how to mitigate or to adapt with it. Vulnerability assessment was conducted under the framework of ADB's (with the parameters of exposure, sensitivity and adaptive capacity) and the assessments were classified into groups due to their different characteristic and the framework of the National Water Management Strategy, i.e., water supply (rural and urban), water for development (agriculture and others), water disasters (floods (flash, overflow), drought, water quality). The assessments identified the parameters concerned and weight factors used for each groups via expert group discussions and by using GIS mapping technology, the vulnerability maps were produced. The maps were verified with present water situation data (floods, drought, water quality). From the analysis result of this water resources management strategy, we found that 30% of all projects face the big impacts, 40% with low impact, and 30% for no impact. It is clear that water-related agencies have to carefully take care approximately 70% of future projects to meet water resources management strategy. It is recommended that additional issues should be addressed to mitigate the impact from climate risk on water resource management of the country, i.e., water resources management under new risk based on development scenarios, relationship with area-based problems, priority definition by viewpoints of risk, vulnerability (impact and occurrence probability in past and future), water management system in emergency case and water reserve system, use of information, knowledge and technology in management, network cooperation and exchange of experiences, knowledge, technique for sustainable development with mitigation and adaptation, education and communication systems in risk, new impact, and emergency-reserve system. These issues will be described and discussed.

• Management & Information Systems Review
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• v.26
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• pp.133-152
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• 2008

In the knowledge and network economy, standards and standardization become an important factor in determining the competitiveness of nations and firms. This paper analyses some cases of firms' strategic standardization. We defined the concept of standards, standardization, strategic standardization, and standardization management, which have been unfamiliar in the academic society. The standardization strategy can be categorized into four types according to firm's management objectives or benefits, including technological innovation, market creation/extension. cost-down, and accreditation. This classification of standardization strategy is very useful in analysing the various kinds of the cases of strategic standardization implementation. We found that standards and standardization have a positive influence on firm's overall performance. In some cases, for example, Dell Computer, Sun Microsystems, Deere & Company, etc., strategic standardization plays a role as a key success factor(KSF).

• Journal of Information Technology Applications and Management
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• v.14 no.3
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• pp.115-136
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• 2007

In this study, we investigate the possibility of deploying a recently emerging Internet-based technology, called Web log or Blog, to address the problems of knowledge transfer and sharing, particularly in the case of tacit knowledge. We examined the use practice of four blogs and then identified several properties relevant to knowledge transfer and sharing. They include the specific style of blog format, content ownership attribution, posted article organization, communication tools and method, news feed function, and various links from/to outside websites. These features were argued to facilitate knowledge transfer and sharing. In particular, we discussed a great deal about the structure of comments and links as tools for collaboration and idea sharing, which enables the knowledge conversion processes (socialization, externalization, combination, and internalization), We then provide several guidelines to develop blogs as a knowledge management tool.

• Asia pacific journal of information systems
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• v.18 no.4
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• pp.57-81
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• 2008

Knowledge is an essential strategic weapon for sustaining competitive advantage and is the key determinant for organizational growth. When knowledge is shared and disseminated throughout the organization, it increases an organization's value by providing the ability to respond to new and unusual situations. The growing importance of knowledge as a critical resource has forced executives to pay attention to their organizational knowledge. Organizations are increasingly undertaking knowledge management initiatives and making significant investments. Knowledge sourcing is considered as the first important step in effective knowledge management. Most firms continue to make an effort to realize the benefits of knowledge management by using various knowledge sources effectively. Appropriate knowledge sourcing strategies enable organizations to create, acquire, and access knowledge in a timely manner by reducing search and transfer costs, which result in better firm performance. In response, the knowledge management literature has devoted substantial attention to the analysis of knowledge sourcing strategies. Many studies have categorized knowledge sourcing strategies into intemal- and external-oriented. Internal-oriented sourcing strategy attempts to increase firm performance by integrating knowledge within the boundary of the firm. On the contrary, external-oriented strategy attempts to bring knowledge in from outside sources via either acquisition or imitation, and then to transfer that knowledge across to the organization. However, the extant literature on knowledge sourcing strategies focuses primarily on large organizations. Although many studies have clearly highlighted major differences between large and small firms and the need to adopt different strategies for different firm sizes, scant attention has been given to analyzing how knowledge sourcing strategies affect firm performance in small firms and what are the differences between small and large firms in the patterns of knowledge sourcing strategies adoption. This study attempts to advance the current literature by examining the impact of knowledge sourcing strategies on small firm performance from a holistic perspective. By drawing on knowledge based theory from organization science and complementarity theory from the economics literature, this paper is motivated by the following questions: (1) what are the adoption patterns of different knowledge sourcing strategies in small firms (i,e., what sourcing strategies should be adopted and which sourcing strategies work well together in small firms)?; and (2) what are the performance implications of these adoption patterns? In order to answer the questions, this study developed three hypotheses. First hypothesis based on knowledge based theory is that internal-oriented knowledge sourcing is positively associated with small firm performance. Second hypothesis developed on the basis of knowledge based theory is that external-oriented knowledge sourcing is positively associated with small firm performance. The third one based on complementarity theory is that pursuing both internal- and external-oriented knowledge sourcing simultaneously is negatively or less positively associated with small firm performance. As a sampling frame, 700 firms were identified from the Annual Corporation Report in Korea. Survey questionnaires were mailed to owners or executives who were most erudite about the firm s knowledge sourcing strategies and performance. A total of 188 companies replied, yielding a response rate of 26.8%. Due to incomplete data, 12 responses were eliminated, leaving 176 responses for the final analysis. Since all independent variables were measured using continuous variables, supermodularity function was used to test the hypotheses based on the cross partial derivative of payoff function. The results indicated no significant impact of internal-oriented sourcing strategies while positive impact of external-oriented sourcing strategy on small firm performance. This intriguing result could be explained on the basis of various resource and capital constraints of small firms. Small firms typically have restricted financial and human resources. They do not have enough assets to always develop knowledge internally. Another possible explanation is competency traps or core rigidities. Building up a knowledge base based on internal knowledge creates core competences, but at the same time, excessive internal focused knowledge exploration leads to behaviors blind to other knowledge. Interestingly, this study found that Internal- and external-oriented knowledge sourcing strategies had a substitutive relationship, which was inconsistent with previous studies that suggested complementary relationship between them. This result might be explained using organizational identification theory. Internal organizational members may perceive external knowledge as a threat, and tend to ignore knowledge from external sources because they prefer to maintain their own knowledge, legitimacy, and homogeneous attitudes. Therefore, integrating knowledge from internal and external sources might not be effective, resulting in failure of improvements of firm performance. Another possible explanation is small firms resource and capital constraints and lack of management expertise and absorptive capacity. Although the integration of different knowledge sources is critical, high levels of knowledge sourcing in many areas are quite expensive and so are often unrealistic for small enterprises. This study provides several implications for research as well as practice. First this study extends the existing knowledge by examining the substitutability (and complementarity) of knowledge sourcing strategies. Most prior studies have tended to investigate the independent effects of these strategies on performance without considering their combined impacts. Furthermore, this study tests complementarity based on the productivity approach that has been considered as a definitive test method for complementarity. Second, this study sheds new light on knowledge management research by identifying the relationship between knowledge sourcing strategies and small firm performance. Most current literature has insisted complementary relationship between knowledge sourcing strategies on the basis of data from large firms. Contrary to the conventional wisdom, this study identifies substitutive relationship between knowledge sourcing strategies using data from small firms. Third, implications for practice highlight that managers of small firms should focus on knowledge sourcing from external-oriented strategies. Moreover, adoption of both sourcing strategies simultaneousiy impedes small firm performance.

• International Journal of Quality Innovation
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• v.6 no.2
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• pp.46-58
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• 2005

The internet is enabling a new economy based on the networking of human knowledge. While the benefits of connecting people to people, people to information and people to data within an organization are becoming more recognized and appreciated, much less is known about managing knowledge creation and dissemination across corporate boundaries. This paper addresses the challenges associated with selecting the best collaborative strategy and managing relationships which span organizational cultures and boundaries.

• Journal of Information Technology Applications and Management
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• v.17 no.3
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• pp.191-211
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• 2010

Existing models of knowledge processing do not feature a systemic meaning of knowledge management and ignore the role of leadership and social energy in the knowledge processing system (KPS). This conceptual paper introduces the Leadership Invigorating Flows of Energies, (LIFE) Model as an attempt to remedy that situation and provide a more useful description of the KPS. The LIFE Model highlights the role of emergent leadership and flows of social energies as forces encouraging knowledge creation and dynamic diffusion within an organization through the Knowledge Processing Cycle in eight activities interacting with its social knowledge base in a self-organizing system.

• Journal of the Korean Society for information Management
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• v.21 no.1
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• pp.119-144
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• 2004

Given Korea does not have a competitive edge compared to developed or other competing countries in national information and knowledge resource, it is necessary to consider ways to ensure the best out of the limited resource. It is believed that Korea has to develop a national information policy which enables effective and efficient communication, management and availability of information resource within Korea. In order to ensure the strategic integration of information and knowledge resource in Korea, this research encompasses the followings: First, the needs for establishing a strategic system that helps ensure the integration of information and knowledge resource on national level are probed, Second, current status of national information and knowledge management policy is reviewed, and some problems are brought forward, Third, to resolve the problems a strategic approach to the integration of information resource according to material types and individual institution's characteristics is proposed, fur effective allocation of government budget. Ant finally, based on the findings and models proposed, a national information strategy to integrate the dispersed information resource is suggested.

• Knowledge Management Research
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• v.12 no.3
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• pp.73-96
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• 2011

Recent market saturation makes the local retailers consider an attempt to innovate the market with the retailer's brand. This is the retailers' efforts to expand the market control through the enhancement of private brands. As the competition among manufacturers extends to the competition between manufacturers and retailers, the marketing knowledges of manufacturers need to be diversified to the ones that can be applied to the manufacturers and retailers due to their bilateral competition. This research concentrates on the customer acquisition strategy (attack strategy) and customer retention strategy (defense strategy) in the place of both sides of manufacturers and retailers. Also this research targets to develop the differential marketing strategies for target market's National Brand(NB)/Private Brand(PB) purchase by analyzing individual customer's purchase probability on repurchase and switch-purchase of NB and PB. This study is based on the data of frequently consumed product, tomato ketchup on scanner panel from the ERIM data of University of Chicago, USA. This study compares and analyzes the NB and PB repurchases and switch-purchase of 4 types. The comparisons provide the informations that which factors should be managed for the attack strategy, the defense strategy, and the differential marketing strategies both for manufacturers and retailers. This research is expected to contribute on cumulating the industrial knowledges of retailers' and manufacturers' survival strategy, expecially focusing on the effect of marketing factors and consumer-characteristic factors.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.173-183
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• 2009

Knowledge management (KM) is one of the useful management tools in today's project management (PM) practice, such as construction projects. Nobody can deny the importance of "useful knowledge" always helps organizations and project managers shaping a decision. Due to the trend of globalization, it is now very common that an organization may comprise employees from different countries of distinct national-cultures working together. It is also not uncommon that different projects, within an organization, may have their own organizational-cultures which influence its knowledge repository, transfer process and knowledge strategy. Therefore, it is extremely difficult to align all these cultures and consolidate them to benefit the KM process and PM practice. Organizations and project managers understand that different national-cultural and organizational-cultural factors will create impact on the philosophy of KM process which will subsequently affect PM practice. Those factors may affect interpersonal relations and exchange of knowledge between projects and amongst staff. Systematic KM process can utilize the goodness of different employees from distinct cultures which can eventually drive the organization and projects to success. The purpose of this paper, based upon a case study of a Hong Kong construction company, is to discuss how those cultural factors are linked to KM and what organization and project managers can do to improve the KM process and PM practice.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.3
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• pp.1815-1823
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• 2015

This research empirically analyzed the effect of introduction factors of knowledge management system on organization performance with companies and agencies introducing and operating knowledge management system. As a result of analysis: first, it showed that CEO support among the sub-variables of organization factors affected organization performance; second, quality, reliability and convenience in use of knowledge information, sub-variables of knowledge information factors, had a significant influence; and vision and goal among sub-variables of organization factors, didn't have an influence on organization performance. These research results were identical with those of precedent studies. But we found out that vision and goal assessed by core strategy and establishment of vision, clarity and concreteness of vision and strategy, necessity of knowledge management, and regularization of core knowledge were analyzed as the variables having no positive effect on organization performance and analyzed differently from the precedent studies' results.