• Title/Summary/Keyword: Knowledge management

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Optimal Level and Follow-up Management as Success Factors from BACHE Company's Knowledge Management Experiences (눈높이와 후속관리로 성공한 지식경영: BACHE 사례)

  • Yang, Choonhee
    • Knowledge Management Research
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    • v.7 no.1
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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.

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An Exploratory Case Study on the Factors Affecting the Knowledge Management System Performance (지식관리시스템 성과에 영향을 미치는 요인에 관한 탐색적 사례 연구)

  • 김주희;유성호;김영걸
    • Korean Management Science Review
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    • v.20 no.1
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    • pp.1-23
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    • 2003
  • Knowledge Management System is defined as an Information system to support the integrated knowledge management process for maximizing value of the knowledge assets in organizations. From that point of view, the system performance - the usage level of the system and user satisfaction - can be an available measure of the knowledge management system success. Many previous research were focused on the application of a new technological component for knowledge management processes or the construction of the overall system architecture in spite of the importance of the system performance. The purpose of this study is to Identify the factors affecting the knowledge management system performance. To do this, we conducted an exploratory case studies of eight companies. We applied theories of information system success to knowledge management system and investigated some specific strategic components as additional affecting factors. Finally, we proposed research model and ex propositions regarding the factors affecting the knowledge management system performance. The implication of the findings and future research directions were discussed.

Growth Stage Model for Knowledge Management Success and Its Use (지식경영의 성공을 위한 성장단계 모형과 활용)

  • Kwon, Tae Hyung
    • Knowledge Management Research
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    • v.5 no.1
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    • pp.1-17
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    • 2004
  • Based on the diffusion of innovation paradigm, this study conceptualizes the constituent components (3P) and the growth stages (6C) for knowledge management. It is critical for knowledge management efforts to identify 'where we are' and decide 'where to go' and then to manage 'how to go'. As a framework for the success of knowledge management, the 3P6C model is intended to systematically guide these efforts toward knowledge asset management and implementation, for knowledge productivity. This model is illustratively applied to such success stories as in Skandia, Buchman Lab and Hall Mark Cards. Such applications of this model show that they have been through such prior activities required in the earlier stages, and thattechnological platform is just one of the 3 key components working as an enabler, implying together the existence of growth path in KM success. Provided in the appendix are a set of exemplary scenarios in knowledge management practice for growth stage assessment.

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A study on the direction of knowledge management implementation for retail firms (유통업의 지식경영의 도입 방향에 관한 연구)

  • 김상수
    • Journal of Distribution Research
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    • v.4 no.2
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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.

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KNOWLEDGE MANAGEMENT: DISCIPLINARY LINKS AND RESEARCH DIRECTIONS (지식경영: 학문적 연계성과 연구방향)

  • Kim, Lin-Su
    • Knowledge Management Research
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    • v.1 no.1
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    • pp.1-18
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    • 2000
  • Knowledge management has recently emerged as an appealing subject in management literature. Although its history is short, it can benefit greatly from the long history of other related disciplines in building its theories. Innovation, organizational learning, knowledge creation, organizational capability building, technology transfer and network, information technology, organizational behavior, and intellectual capital are the disciplines that have accumulated theories related to knowledge management. This paper first presents a conceptual framework that integrates three dimensions: the characteristics of knowledge (tacit and explicit), knowledge process (acquisition, creation, diffusion, storing, measurement, and application of knowledge), and the unit of analysis (individual, organization, sector, and nation). The conceptual framework produces a number of cells that need to be filled by new theories in order to understand knowledge management better. It then reviews existing theories available in the related disciplines that may be used as building blocks in constructing new theories for these cells. Finally, based on the theories available in other disciplines, the paper suggests a set of future research directions for knowledge management at the level of individual, organization, sector, and nation.

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An Empirical Study on Success Factors of Knowledge Management in Korean Firms : Focus on Comparison by Company Size and Industry Type (지식경영의 성공요인에 관한 실증적 연구: 기업규모 및 업종별 비교를 중심으로)

  • SUH, DOWON;Lee, Deog-Ro;Kim, Chan-Jung
    • Knowledge Management Research
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    • v.7 no.2
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    • pp.69-96
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    • 2006
  • The purpose of this study is to find success factors of knowledge management in Korean firms, confirm them empirically, and verify their relative importance in terms of company size and industry type. The major studies on the knowledge management were deliberately selected and interpretively analyzed to find the success factors of Korean firms. As a result of the analysis, five success factors(top management's will, evaluation reward, organizational culture, knowledge management system, organizational structure) have been found. The empirical researches to make certain whether the above five factors derived are actually true or not have been separately performed by using questionnaire method. Based on the data collected, it is found that all five factors are significant. The degree of relative importance among the success factors of knowledge management in Korean firms has been found as: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v)organizational structure. In company size, large firm's degree of relative importance among the success factors are: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v) organizational structure. And medium-small firm's degree of relative importance among the success factors of knowledge management in Korean firms has been found as: (i)top management's will, (ii)organizational culture, (iii) evaluation-reward, (iv)knowledge management system, (v)organizational structure. Finally, in type of industry, manufactural firm's degree of relative importance among the success factors of knowledge management in Korean firms has been found as: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v)organizational structure. And non-manufactural firm's degree of relative importance among the success factors of knowledge management in Korean firms are: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v)organizational structure.

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The Impact of Knowledge Management on Organizational Performance by Considering Structure and Culture in Vietnam

  • HUYNH, Quang Linh
    • The Journal of Asian Finance, Economics and Business
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    • v.9 no.10
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    • pp.97-104
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    • 2022
  • The purpose of the existing work is to inspect the impact of knowledge management on organizational performance. Business experts now appreciate how important knowledge management is for organizational performance. Earlier studies have investigated the research model with causal linkages, however, only a few of them have considered sample-selecting bias problems when analyzing the model of knowledge management on organizational performance. The number of 312 executives related to knowledge management from 312 enterprises that have been approved with quality management systems offered suitable responses for analyses. The data was employed to investigate the effect of knowledge management on organizational performance, considering sample-selecting bias. The empirical outcomes indicate that sample-selecting bias exists in the causal impact of knowledge management on organizational performance. The empirical findings are helpful to scholars of knowledge management as well as business executives by giving an insight into the casual effect of knowledge management on organizational performance with the intervention of sample-selecting bias. The acceptance of knowledge management should be tailored to improve competitive advantages that will lead to better organizational performance.

Applications of Information Technology for Knowledge Management Implementations

  • 홍순구;홍석기;이상식;김종원
    • Proceedings of the Korea Association of Information Systems Conference
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    • 2001.12a
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    • pp.285-290
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    • 2001
  • The borderless global economy has accentuated the importance of knowledge as the most critical source of competitive advantage. Thus, knowledge management has become a strategic mandate for most world-class organizations. A key enabler for implementing an effective knowledge management system is advanced information technology. Strategies for developing an enterprise-wide knowledge management system Infrastructure with embedded information technology are discussed. In particular, this paper discusses the concept of a knowledge management life cycle- -knowledge capture, knowledge development, knowledge sharing, and knowledge utilization, and how applications of new information technology support each step of the knowledge management practices within and between organizations is suggested.

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Knowledge-based Decision Making on Strategic Problems (전략적 과제에 대한 지식기반의 의사결정)

  • Yim, Nam-Hong
    • Proceedings of the Korean Operations and Management Science Society Conference
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    • 2004.05a
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    • pp.595-598
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    • 2004
  • In recognizing knowledge as a new resource in gaining organizational competitiveness, knowledge management suggests a method in managing and applying knowledge for improving organizational performance. Much knowledge management research has focused on identifying, storing, and disseminating process related knowledge in an organized manner. Applying knowledge to decision making has a significant impact on organizational performance than solely processing transactions for knowledge management. In this research, we suggest a method of knowledge-based decision-making using system dynamics, with an emphasis to strategic problems. The proposed method transforms individual mental models into explicit knowledge by translating partial and implicit knowledge into an integrated knowledge model. The scenario-based test of the organized knowledge model enables decision-makers to understand the structure of the target problem and identify its basic cause, which facilitates effective decision-making. This method facilitates the linkage between knowledge management initiatives and achieving strategic goals and objectives of an organization.

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An Empirical Study of the Impact of Knowledge Management Capabilities on Organizational Performance (지식경영능력이 조직성과에 미치는 영향에 관한 실증적 연구)

  • 천면중;허명숙
    • The Journal of Information Systems
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    • v.10 no.2
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    • pp.165-192
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    • 2001
  • Knowledge Management (KM) is the systematic, explicit, and deliberate building, renewal, and application of knowledge to maximize an enterprise's knowledge-related effectiveness and performance from its knowledge assets. KM applies systematic approaches to find, understand, and use knowledge to create new capabilities, solve problems, enable superior performance, and encourage innovation. The purpose of this research is to identify the relationship of KM capabilities (KM infrastructures and KM processes) and organizational effectiveness and performance. An empirical research of the relationship of knowledge management capabilities and organizational effectiveness and performance is conducted from the information systems and knowledge management literature in order to access the following questions: (1) Does the knowledge management infrastructure contribute to the organizational effectiveness and peformance? (2) Does the knowledge management process contribute to the organizational effectiveness and peformance? The research design employs a mail survey questionnaire for gathering data from 500 firms in a number of industries. From a mail survey of 61 top managers of knowledge management, the results of empirical analyses provide the following major findings: (1) While the external effectiveness of organization is influenced by the cultural infrastructure of knowledge management, the overall performance of organization is influenced by the structural infrastructure of knowledge management. (2) While the external effectiveness of organization is influenced by the application and protection processes of knowledge management, the overall performance of organization is influenced by the knowledge acquisition process of knowledge management.

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