• Knowledge Management Research
• /
• v.1 no.1
• /
• pp.91-107
• /
• 2000

This paper proposes the Organizational Knowledge Discovery Process Model (OK-DPM) as an initiative for developing a knowledge management methodology. OK-DPM is a model designed to effectively discover knowledge useful to the organization. It explains the knowledge discovery process from the conceptual level to the application level. It decomposes the organizational knowledge discovery process into 3 sub-processes; Creation, Suggestion and Validation. For each sub-process, design components are identified and possible methods for supporting each one are suggested. Also, the relationship patterns between the knowledge discovery process and knowledge type are explored. By applying OK-DPM to two real cases where the knowledge management projects are ongoing, the model was validated and revised. Even though we need to investigate with more cases to refine the OK-DPM, we found that it could provide some insights in developing the effective knowledge discovery process.

• Knowledge Management Research
• /
• v.11 no.2
• /
• pp.1-16
• /
• 2010

Despite the well accepted necessity and importance of knowledge management, cases of successful knowledge management are not easy to find. With a case study of a Korean organization, this research introduces an integrated knowledge management model, in which knowledge and work processes are combined to improved knowledge performance. Knowledge-work process integration facilitates knowledge asset creation, transfer, and utilization, through which inefficiencies in knowledge utilization may be removed and knowledge contribution to business performance may be enhanced. Knowledge-work process integration may further be aligned with innovation processes, enabling systematic and continuous knowledge based process innovation.

• Knowledge Management Research
• /
• v.2 no.1
• /
• pp.25-44
• /
• 2001

There are two types of organizational knowledge in terms of its creation process: experiential and analytical knowledge. The experiential knowledge is created by repetitive experiences of an individual or team through task execution, while the analytical knowledge is acquired by analyzing accumulated data or information in the organization. The experiential knowledge often remains tacit or implicit in the organization because it is primarily acquired at an individual or team level. Therefore, the issue on the experiential knowledge is to share it actively within the organization. On the other hand, the analytical knowledge is explicit in its nature since it is extracted from data or information. Thus, it is important to guide a systematic creation of the analytical knowledge rather than encourage to share it. The current trend of "knowledge management" mainly focuses on the experiential knowledge - know-how, idea, case, etc - and neglects another important knowledge in the organization. i. e., analytical knowledge. This paper tries to shed a new light on the "knowledge management" arena by introducing rather new perspective in the concept of knowledge. The purpose of this study is to identify the factors affecting the analytical knowledge creation in the organization. We conducted an exploratory case study of three companies with a previously defined research framework and found some critical factors for the analytical knowledge creation. They are "organizational resource", "effectiveness of feedback process", "data source management", and "experimental mind set". Finally, we proposed research model and propositions regarding the analytical knowledge creation in the organization.

• Knowledge Management Research
• /
• v.20 no.4
• /
• pp.75-97
• /
• 2019

In the rapidly changing business environment, knowledge has been recognized as a core asset for sustaining an organization's competitive advantage. In addition, knowledge sharing is one of the key elements of knowledge management, emphasizing external knowledge sharing beyond initial internal knowledge sharing. However, while knowledge management research emphasizes knowledge sharing, which is a positive aspect, research on preventing knowledge leakage that can have negative consequences is relatively lacking. Companies have tried to minimize the negative effects of knowledge management but many knowledge leakage accidents are still occurring. Therefore, this study aims to examine the effects of external factors based on deterrence theory and internal factors based on self-determination theory on knowledge leakage intention focusing on tacit knowledge. The results of the empirical analysis of 100 data sets collected through a scenario-based survey show that certainty of sanctions, social disapproval, and competence are found to have a significant effect on reducing tacit knowledge leakage intention. Furthermore, informal sanctions have a greater impact on tacit knowledge leakage intention than formal sanctions and external factors have a greater effect on tacit knowledge leakage intention than internal factors.

• Journal of the Korean Society for information Management
• /
• v.15 no.3
• /
• pp.133-150
• /
• 1998

For the purpose of new‘organizational knowledge centric knowledge management’, this paper proposes the knowledge creating organizational memory which shows the knowledge creation in organization according to the dialectical circulation between the domain knowledge and the task knowledge, based on the Yin Yang theory. This paper defines two kinds of organizational knowledge such as the domain knowledge and task knowledge and designs them in the pursuit of its lifecycle. Knowledge creating organizational memory is designed to three knowledge components that circulate through the domain knowledge and the task knowledge according to the object-oriented methodology. Organizational knowledge is designed into the graphical structure of ( i ) knowledge ( ⅱ ) relation between knowledge objects and ( ⅲ ) degree of relation, which receive the legacy of organizational knowledge such as data schema, process model and knowledge base. This design of organizational knowledge can be applied to CBR(Case Based Reasoning), one of knowledge mining tools to create new organizational knowledge.

• Knowledge Management Research
• /
• v.12 no.2
• /
• pp.1-16
• /
• 2011

This study examined the influence of the antecedents of knowledge transfer from both the knowledge source's and recipient's perspectives using a social network survey. Prior research usually focused on either perspective of the knowledge source or recipient, thus could not include both. Analyzing the responses from 335 R&D employees of the five firms, the study showed that all antecedents of knowledge transfer - reward, reciprocity, subjective norm, and perceived behavioral control - are influential on knowledge transfer from the knowledge source's perspective. However, from the knowledge recipient's perspective, perceived behavioral control was influential on the quality of knowledge transfer and subjective norm was on the number of knowledge recipients. Expected reward and reciprocity did not show significant influence. This study proved that the necessity of considering both the knowledge source's and the recipient's perspectives when measuring knowledge transfer and the importance of intrinsic motivations, such as subjective norm and perceived behavioral control.

• Knowledge Management Research
• /
• v.9 no.2
• /
• pp.147-167
• /
• 2008

This paper aims to explore the success factors of knowledge management in the perspectives of knowledge management integration into operations and to examine the effect of those factors on the knowledge management performance of individual users and organizations in order to link knowledge management performances to operational performances. I found two factors such as "knowledge management integration into operation processes" and "knowledge management integration into application systems" and their measures by means of literature review and modified Delphi research. Exploratory and confirmatory factor analysis confirmed that those two factors and their measures are statistically valid. Besides, the structural equation modeling analysis showed that the relationship between "knowledge management integration into operation processes" and "individual user's performance on knowledge management" and the relationship between "individual user's performance of knowledge managemen" and "organizational performance of knowledge management" are significant.

• Asia pacific journal of information systems
• /
• v.11 no.4
• /
• pp.113-133
• /
• 2001

We propose utilizing a fuzzy cognitive map(FCM) to integrate tacit knowledge and explicit knowledge both of which are crucial to the success of knowledge management. Recently, explicit knowledge is getting more available as CRM and data mining approaches become popular as the advent of using database and the Internet technology. However, for the knowledge management to be successful, tacit knowledge should be seamlessly integrated with explicit knowledge seamlessly. The problem hindering such effort is how to find a vehicle facilitating transformation of explicit knowledge into tacit knowledge, and vice versa. FCM has been important method for representing tacit knowledge as a form of explict knowledge. In this respect, we suggest the detailed process about how to integrate explicit knowledge and tacit knowledge by using FCM. We gathered extensive set of data from the credit card company, and applied our proposed method. Results showed that our approach is robust and promising for the field of integrating two different kinds of knowledge.

• Journal of Information Technology Services
• /
• v.6 no.1
• /
• pp.1-15
• /
• 2007

An objective and valid knowledge activity indicator (KAI) is essential for encouraging knowledge activity in public institution. However, knowledge activity of public institution is inherently different from one of private corporation and, therefore, new method to find aggregated knowledge mileage considering public organizational culture and structure is to be developed. Therefore, this paper shows how to develop KAI of public institution based on three steps. First, knowledge activities were categorized as knowledge creation, knowledge sharing, and knowledge value increasing. Several knowledge indicators and hierarchical knowledge structure were developed for each knowledge categories. Second, personal knowledge mileage was calculated using AHP method considering whole organization's opinion. Finally, these approaches to find KAI were applied to "P" public institution as case studies. The results shows that KAI developed in this paper was very effective in grouping knowledge workers based on knowledge activities.

• Journal of Home Health Care Nursing
• /
• v.22 no.2
• /
• pp.291-299
• /
• 2015

Purpose: The purpose of this study was to examine the influences of sex-relatedl knowledge, sex-related attitude and knowledge of cervical cancer on knowledge of human papilloma virus (HPV) among female high school students. Methods: A cross-sectional descriptive study was conducted with a convenience sample of 545 second-grade female high school students of three different schools. Results: Knowledge of HPV was positively correlated with sex-related knowledge (r=.36, p<.001), sex-related attitude (r=.14 p=.001) and knowledge of cervical cancer (r=.62, p<.001). Significant predictors affecting knowledge of HPV among female high school students were knowledge of cervical cancer (${\beta}$=.57) and sex-related knowledge (${\beta}$=.11), explaining 39.6% of the variance in knowledge of cervical cancer among female high school students (F=178.34, p<.001). Conclusion: Based on the outcomes of this study, in order to improve knowledge of HPV among female high school students, school based sexual education linked to HPV and cervical cancer must be included in the curriculum.