• Proceedings of the Korean Society of Computer Information Conference
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• 2008.06a
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• pp.243-249
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• 2008

Based on a comprehensive framework that reflects lifecycle requirements of KMs and BPMs, we propose an PKMS(Process based KMS) for integrating KMs and BPMs in order to combine the advantages of the two paradigms. This paper first defines the priority order of knowledge according to knowledge type and classifies it into three groups which consist of Basic KM, Practical KM and Reference KM. Then, it suggests PKMS knowledge map composed of much core-knowledge each of which has information about a unit of the related business process. Using the PKMS Knowledge map, we can directly provide related core-knowledge related for the business process while a person is working a unit of business process. This paper designed the PKMS applied to employment insurance business part. Long term goal of the concepts is to concern a change management organization of knowledge on PKMS.

• Knowledge Management Research
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• v.9 no.3
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• pp.43-57
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• 2008

This study examines the impact of knowledge processes (KP) on the performance of knowledge management systems (KMS). It posits that task needs and available functionality of technology existing in an organization could influence the usability of KP and the KMS performance. A firm-level structural model was developed based on data collected from corporate KM users. Survey-based research was carried out to test this model. Following questionnaire development, validation, and pretest with a pilot study, data were collected from 886 knowledge management (KM) users including directors, managers, and workers in a South Korea-based company, Korea Asset Management Corporation (KAMCO), to measure the task needs and available functionality of technology to improve the KMS performance. Results show that the matching between the two factors-technology and task-had a significant influence on the usability of KP and the KMS performance, and a better usability of KP has positive impact on the KMS performance. Implications on KM practices and KMS designs are also discussed.

• Asia pacific journal of information systems
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• v.15 no.1
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• pp.135-152
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• 2005

In order to explore a relationship among KM context, KM effects, and sustainability of competitive advantage of organizations, a contingency model of KM, which is based on resource-based as well as knowledge-based theory, is developed from the information systems and strategic management literature. To put it concretely, our motivation for this paper was to answer the following questions: (1) What factors affect the degree to which an organization achieves KM effects? (2) Is there a positive relationship between KM effects and organizational performance achieved by linking KM to competitive advantage? A detailed exploratory analysis of survey responses from 79 Korean companies provides the following significant findings: (1) This study found support for the proposed research model. (2) The organization's degree of process and organizational outcomes of KM effects is determined by technical and social resources and its capabilities. Furthermore, the influence of technical and social resources of KM context on process and organizational outcomes of KM effects is controlled by different types of organizational perspectives on KM. (3) There is a relationship between process and organizational outcomes of KM effects and organizational performance enhanced by linking KM to competitive advantage.

• Proceedings of the Korea Society of Information Technology Applications Conference
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• 2005.11a
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• pp.139-142
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• 2005

Recently research interest in Knowledge Management (KM) has grown rapidly. Companies regard intellectual capital as important asset and strive to deploy KM in an organization to gain a competitive edge. Many organizations currently engage in knowledge management in order to leverage knowledge both within their organization and externally to their shareholders and customers. Most of the previous research related to KM are dedicated to investigate the role of information technology in extracting, capturing, sharing, coverting organizational knowledge. Knowledge workers, however, are paid less attention though they are the key players in KM activities such as knowledge creation, dissemination, capture and conversion. We regard knowledge workers as a major component of KM and starting point of understanding organizational knowledge activities. Therefore we adopt a method to understand and analyze knowldge workers' social relationships. In this paper we investigate Social Network Analysis (SNA) as a tool for analyzing knowledge network. We introduce the basic concept of SNA and suggest a framework for implementing knowledge network by explaining how SNA can be used for analyzing knowledge network. We also propose a numerical method for identifying knowledge workers using SNA after classifying knowledge workers. The suggested method is expected to help understanding key knowledge players within an organization.

• Asia pacific journal of information systems
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• v.32 no.1
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• pp.151-167
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• 2022

This paper is motivated by social influence theory implying the multilevel nature of knowledge management (KM) in an organization. Organizational knowledge is generated and distributed by individuals from different groups across organizational boundaries. Its transfers are supported by IS/IT practice, i.e., the individual and collective use of the technology available in the organization. I propose a multilevel perspective to explain how IS/IT practice supports multilevel KM capabilities to manage organizational knowledge successfully and how the effectiveness of multilevel KM capabilities expands into the improvement of multilevel task-related organizational performance. The multilevel KM theory extends the knowledge-based view of the firm by describing the dynamic process through which strategic values of knowledge are generated by IS/IT practice across the organizational levels. This paper also discusses multilevel insights on the strategic value of organizational learning based on the social context of organizations.

• IE interfaces
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• v.13 no.1
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• pp.17-28
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• 2000

As knowledge has been recognized as a new resource in gaining organizational competitiveness, Knowledge Management (KM) is suggested as a method to manage and apply knowledge for business management. KM research, however, has focused on identifying, storing, and distributing the transaction-related knowledge in an organization. There has been little research on applying the knowledge to decision-making or strategy development that is the main task of business management. The application of knowledge to decision making has higher impact on organizational performance rather than just the knowledge management for process transaction. In this research, we suggest System Dynamics (SD) for the knowledge-based decision-making. Based on the modeling method of SD, we can translate partial and implicit knowledge resident in individual's mental model into organized explicit knowledge. The simulation test of the organized knowledge model enables decision-makers to understand the structure of the target problem and its behavior mechanism, which facilitates effective decision-making. We will compare the proposed method and other KM methods and discuss this research based on the application case to a real telecommunication company.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.1017-1030
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• 2021

Constructed upon Knowledge Management (KM) processes, the current study aims to investigate the interrelationship between Knowledge Sharing (KS) attitude among the faculty members and KM processes in higher education institutes (HEIs) in Pakistan along with the intervening role of subjective norms between KM processes and KS attitude. This research incorporated the theory of Planned Behavior (TPB) and the theory of Reasoned Action (TRA) to conceptualize the KS behavior by using a sample frame of 302 academic and administrative staff from research-based HEIs in Quetta, Pakistan. A questionnaire-based survey was conducted on permanent faculty members from different universities of Quetta, Pakistan. The finding of the study shows a positive attitude among the researchers. The study empirically examined the interface between KM processes and KS attitude and higher education performance while providing valuable insights into the prevailing literature by investigating the mediating role of subject norms. The impact of subjective norms on KS attitude and KM process indicates the importance and basic determinant in organizational premises and improvement of skills of faculty management in HEIs. The partial mediation also reveals the importance of subjective norms in the development of faculty members' KM and KS attitude process.

• The Journal of Society for e-Business Studies
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• v.9 no.1
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• pp.221-235
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• 2004

Many organizations are implementing Knowledge Management(KM) technologies to promote knowledge sharing. An extensive review of recent articles and journals about such implementations reveals that one of the main barriers to implementation of KM technology is the absence of an organizational culture that supports knowledge sharing. The purpose of this research is to explore the possible relationship between the successful implementation of knowledge management technology and specific organizational culture attributes. The Organizational Culture Profile(OCP) and the Knowledge Management Technology Profile(KMTP) instruments were used to identify and rank the most critical organizational culture attributes and KM technology implementation successes. Data were collected from twenty six US organizations involved in a KM efforts.

• Journal of Korean Library and Information Science Society
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• v.33 no.1
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• pp.169-192
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• 2002

Knowledge management(KM) is a concept that has emerged explosively in the business community as a major issue of the 1990s. In this paper, the background and definition of KM and some major issues such as central groups and themes dominating the field of KM are outlined In brief. In particular, a descriptive model is proposed integrating explicit knowledge, tacit knowlegde and the infrastructure, and its key characteristics are examined in detail. Also a few methods to build efficient KM systems(KMS) as well as some conventional practices in KMS, and the librarian's role in KMS realization are briefly introduced.

• Journal of the Korean Operations Research and Management Science Society
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• v.36 no.2
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• pp.67-88
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• 2011

This study empirically investigated the effects of knowledge management(KM) strategic alignment on the KM activities as well as the product and process innovation of manufacturing firms. Based on the framework, which employs the usage levels of target costing systems(TCS) and information technology(IT) infrastructure, four types of KM strategies were identified and proposed：mixed, explorative, exploitative and negative strategies. In this research, these four types of KM strategies were empirically validated. According to the results of this study, it was found that when a explorative KM strategy is aligned with a low-cost strategy, KM activities are activated and the degree of a process innovation is increased. It was observed that in the case of the alignment between a differentiation strategy and a exploitative KM strategy, both KM activities and the level of a product innovation are enhanced. The results also demonstrated that for the enhancement of both a process and a product innovation through the activation of KM activities, a mixed KM strategy must be aligned with a composite business strategy, which focuses on a low-cost as well as a differentiation strategies. Accordingly, it is concluded that the KM activities and the levels of the product and process innovation can be activated or improved with the alignment of the KM strategies and business strategies.