• Asia pacific journal of information systems
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• v.20 no.1
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• pp.33-56
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• 2010

The current business environment has been characterized as less munificent, highly uncertain and constantly evolving. In this environment, the company with dynamic capability is reported to be more successful than others in building competitive advantage. Dynamic capability focuses on the link between a dynamically changing environment, strategic agility, architectural reconfiguration, and value creation. Being characterized to be flexible and adaptive to market circumstance changes, an organization with dynamic capability is described to have high resource fluidity, which represents business process, resource allocation, human resource management and incentives that make business transformation faster and easier. Successful redeployment of the resources for dynamic adaptation requires organizational forms and reward systems to be well aligned with firm's technological infrastructures and business process. The alignment is considered to be an executive level commitment. Building dynamic capability is knowledge driven; relying on new knowledge to reconfigure firm's resources. Past studies established the link between the effective execution of a knowledge-focused strategy and relevant setting of architectural elements such as human resources, structure, process and information systems. They do not, however, describe in detail the underlying processes by which architectural elements are adjusted in coordinated manners to build knowledge-driven dynamic capability. In fact, understandings of these processes are one of the top issues in IT management. This study analyzed how a Korean corporation with a knowledge-focused strategy aligned its architectural elements to develop the dynamic capability and thus create value in the dynamically changing markets. When the Korean economy was in crisis, the company implemented a knowledge-focused strategy, restructured the organization's architecture by which human and knowledge resources are identified, structured, integrated and coordinated to identify and seize market opportunity. Specifically, the following architectural elements were reconfigured: human resource, decision rights, reward and evaluation systems, process, and IT infrastructure. As indicated by sales growth, the reconfiguration helped the company create value under an extremely turbulent environment. According to Ancona et al. (2001), depending on the types of lenses the organization uses, different types of architecture will emerge. For example, if an organization uses political lenses focusing on power, influence, and conflict. the architecture that leverage power and negotiate across multiple interest groups would emerge. Similarly, if an organization uses economic lenses focusing on the rational behavior of organizational actors making choices based on the costs and benefits of action, organizational architecture should be designed to motivate and provide incentives for the actors (Smith, 2001). Compared to this view, information processing perspectives consider architecture to be designed to maximize the capacity of information processing by the actors. Using knowledge lenses, the company studied in this research established architectural elements in a manner that allows the firm to effectively structure knowledge resources to form dynamic capability. This study is revelatory single case with a historic perspective. As a result of this study, a set of propositions and a framework are derived, which can be used for architectural alignment.

• Journal of Korea Society of Digital Industry and Information Management
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• v.14 no.1
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• pp.87-101
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• 2018

The purpose of this study is to develop the measuring instruments for evaluation criteria for Malcolm Baldrige National Quality Award(MBNQA), suitable for ICT Industries, and to analyze the cause-effect relationship between those criteria through aforementioned instruments. MBNQA is formed with seven categories: Leadership, Strategic planning, Focus on patients, other customers and markets, Measurement, analysis and knowledge management, Human resource focus, Process management and Results. As excluding the Human Resource Focus category, this study empirically examined the cause-effect relationship among six categories. In order to empirically examine the research model, this study calculated Cronbach's alpha and reliability index, thus examined the reliability and executed Exploratory Factor Analysis. Furthermore, Average Variance Extracted(AVE) is used to verify the discriminant validity. Lastly, the hypothesis testing was made complete through significance test on the paths between variables. The result of this study shows that both leadership and social responsibility have direct cause-effect relationship with Measurement, analysis and knowledge management, Human resource focus, Process management and also that this relationship has direct impact on Human resource focus, Measurement, analysis and knowledge management as well, consequently exerting influence on the result through Process management, Finance and Market data.

• Journal of Korean Society for Quality Management
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• v.40 no.4
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• pp.631-640
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• 2012

Purpose: This empirical study is focused on the relationship between innovation capability (R&D and Human Resource innovation) and performance in knowledge-based service firms. Methods: We build research model to test how each of innovation capability on technology and human resource is influenced on their financial and non-financial performance in the knowledge-based service industries. Based on the previous research, we hypothesized the factors are regarded innovation capabilities of the firms as the scale of R&D and human resources. Because this study is especially targeted to the performance of knowledge-based service firms. With the survey on 424 main knowledge-based service firms, the multi-regression analysis was performed. Results: The result showed that the scale of R&D and human resources capabilities are main factors for knowledge-based service firms' performance, which reflects the current industrial structure. Conclusion: This study empirically demonstrated that human resources are most important to the growth of knowledge-based service firms.

• The Korean Journal of Community Living Science
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• v.17 no.4
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• pp.15-27
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• 2006

Most countries recognize traditional knowledge as an economical resource in recent years, and so are actively participating in WIPO discussions for making sure of their intellectual property rights. In this study, the definition of traditional knowledge was discussed for making clear its categories and relative subjects. A tool for Korean Traditional Knowledge Resource Classification(KTKRC) was developed for putting the data of the resources in order, and was indispensable for searching for and examining cultural artifacts within the system of international intellectual property rights. KTKRC covers comprehensively our various traditional knowledge resources and has a similar structure to IPC for international searching, examining, and information exchange. KTKRC consists of a section of traditional knowledge(A), and three subsections: production technology(A0), living technology(A2) and creative technology(A4). The subsections include 8 classes, 28 subclasses, 105 groups, and a great number of subgroups.

• Knowledge Management Research
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• v.3 no.1
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• pp.93-106
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• 2002

Knowledge management is a recent area in business administration that deals with how to leverage knowledge as a key asset and resource in modern organizations. Also, Knowledge systems are the single most important industrial and commercial offspring of the discipline called artificial intelligence. A Case Based Reasoning(CBR) system solves new problems by recalling adapting previous solutions. This paper presents the results of a recent empirical study. Furthermore this study proposes a CBR Methodology designed to manage knowledge of Hana company under e-business.

• Progress in Superconductivity and Cryogenics
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• v.18 no.1
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• pp.6-9
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• 2016

The history of IFMFC (International Forum on Magnetic Force Control) shows the usefulness of the magnetic force control in the fields of the environment and material resource in Japan, Korea and China. The IFMFC started in 2010 and has been organized in every year. This paper shows the application of the magnetic force control in each countries with the accumulated knowledge and experience of the magnetic force control with IFMFC.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.6
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• pp.327-338
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• 2020

This study wants to test the nexus among resource orientation, market orientation, social network, and knowledge sharing toward organizational innovation, and the nexus between organizational innovation and MSMEs performance. Questionnaires and interviews are conducted with some MSMEs actors in Central Java Province, Indonesia, in Klaten Regency and Pekalongan City. These two areas have creative MSMEs, especially Batik MSMEs that have been very large and known worldwide. The sampling technique is done purposively with certain criteria for the respondents. The data analysis technique is done using Partial Least Square. This study provides recommendations about strategic practice and policy (resource and market), social network, and knowledge sharing in increasing organizational innovation, and the impact of organizational innovation toward MSMEs performance. It also offers a comprehensive model of the determinant factor of organizational innovation by considering the aspect of strategic orientation, social network, and knowledge sharing. Other unique aspects that are also important to consider are social network and the importance of knowledge sharing in improving MSMEs Performance. The respondents are still limited in two areas, namely, Pekalongan and Klaten, so it still cannot represent the whole population. These areas also have different orientation of production process approach, namely, synthetic and natural dyes.

• Journal of Family Resource Management and Policy Review
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• v.12 no.1
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• pp.141-157
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• 2008

The purpose of this paper is to examine levels of financial knowledge, to identify the financial education needs of college students, and to show how financial knowledge and education needs correlate. The results of this study indicated that the level of understanding of economy was the highest among the seven categories, whereas the overall level of financial knowledge was less than 50%. The need for financial education was relatively high in various topics of financial management, especially financial planning and savings. There was no significant relationship between knowledge level and educational needs except between financial planning and investment. Students who understand financial planning better want more financial education. College students in this study were not financially independent from their parents, receiving allowance and assistance in tuition payment, so their financial experiences were limited. Students who understood financial management showed greater need of financial education and had more financial experience. The findings in this study suggested that college should provide formal financial education as an elective course, which should include content related to financial planning and various financial products.

• Journal of the Korean Society for information Management
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• v.25 no.1
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• pp.99-127
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• 2008

National competence is based on the quality of university education, which is determined by the competitiveness of academia, research and information, IMD reported that Singapore, #2 country in national competence index, topped in quality of university education. Meanwhile Korea's current national knowledge infrastructure project lacks comprehensive coordination at a governmental level and has been conducted in a rather sporadic manner, without any consideration on the overall analysis of knowledge information resources. Consequently, a disproportionate amount of attention was devoted to collecting general information resources, while neglecting rare, hard-to-collect sources with historic, academic, and/or cultural values. This study proposes to build an academic resource management system to fully supervise academic resources at least, among national knowledge information resources which is a national asset, and also to allocate budget and cultivate new information building projects based on overall analysis on academic resources. In other words, there is a need for a management system to implement efficient linkage, distribution and utilization of academic resources and, to that end, we need to build an academic resource management system at a national level, maximizing the benefits from the knowledge society that we live in.

• World Technopolis Review
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• v.4 no.3
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• pp.132-143
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• 2015

In the 21st Century, scientific discovery and technological development are fueled by unprecedented changes in knowledge, societal needs and wants, engineering designs, materials, and instrumentation. Such rapid global changes pose major opportunities and challenges for the innovation ecosystem-especially in developing countries. In particular, our models for human resource development and engagement must evolve so as to better prepare leaders in higher education institutions, research institutes, science cities and science parks, businesses and industries, and governments. Universities throughout the world must play a greater role in both the research and practice of human resource development and engagement for the knowledge-based and creative economies. This paper explores the current and potential talent development and talent engagement dimensions of universities in economic development, and research and practice in education and policy-with implications of such dimensions for science cities/science parks. The paper highlights the importance of a greater role for universities, in collaborating with business/industry and governments, in examining new economics-sensitive and values-sensitive models for education and human resource development so as to better understand and support innovation in global contexts.