• 지식경영연구
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• 제4권2호
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• pp.95-105
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• 2003

The purpose of the current study is to explore what are critical success factors(CSFs) from Posco Engineering and Construction Company's knowledge management practice. From a deep case study of the company, five CSFs are delineated. The first factor is to clarify knowledge management vision and strategy so that people in the company clearly understand directions of where the company goes to implement knowledge management. The second one is to grip the whole picture of knowledge management realms. Narrow eyes for the knowledge management leads to failure. The third factor depends on how to acquire people's cooperation. The fourth one has something to do with a way of approach. Unilateral or delegated approach is fragile for the successful implementation of knowledge management. Shared approach raises the probability of success. The fifth one is to monitor implementation acts and processes.

• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2008년도 정기학술발표대회 논문집
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• pp.44-51
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• 2008

근래에 지식경영이라는 용어는 일종의 캠페인과 같이 다양한 분야에서 다양한 범위와 방법으로 사용되고 있다. 지식경영은 좁게는 지식을 갖춘 개인으로부터 넓게는 조직 내외부를 잇는 네트워크의 개념까지 다루기도 하며, 현재의 특정문제 해결을 위한 특정지식부터 기업이나 조직의 과거성과를 재는 잣대와 미래전략 수립을 위한 키로 활용하기도 한다. 본 연구는 지식, 지식경영, 지식경영 기업에 관한 포괄적인 연구조사를 바탕으로 건설관리 기업을 위한 지식경영모델을 제시하고, 그 중 일부에 해당하는 VE 전문가시스템을 소개하였다. 본 연구의 결과는 현재 지식경영 체제를 위해 노력을 경주중인 건설기업에게는 현재의 지식경영 정책과 방향을 되돌아보며 부족하거나 놓친 부분을 검토할 수 있도록 할 것이며, 지식경영을 도입하려고 준비중인 기업에게는 지식경영 전략을 수립하는데 있어 참고할 수 있는 하나의 대안이 될 것이다.

• 동아시아경상학회지
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• 제5권2호
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• pp.1-11
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• 2017

This study attempts to verify effects of CEO' supports, compensation and educational training and those of individual annual salaries and company's sales on promotion of knowledge management expected to contribute to enhancing construction industry's competitiveness, from the perspective of person-organization fit. For the analysis, a total of 368 effective questionnaires were used to conduct independent sample t-test, regression analysis and hierarchical moderated regression analysis. The findings show that individual annual salaries have a positive relationship with company's performance and company's sales also have positive relationships with both knowledge management activities and company performance, and CEO's supports, compensation and educational training are important factors that can improve knowledge management activities. In addition, the principle that the rich get richer and the poor get poorer is also operated in construction industry, as in other industries. Therefore, members in a company should conduct optimal strategies to enhance the knowledge management activities through selection and concentration, while governmental agencies require the establishment of IT system for it and supports for related cost and consulting of it.

• 지식경영연구
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• 제7권1호
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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.

• 지식경영연구
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• 제11권5호
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• pp.37-57
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• 2010

This study has focused on the introduction each stages of ERP(Enterprise Resource Planning) implementation for an agricultural company's knowledge management & innovation. We have analyzed the company's background and found some conflicts and problems caused by the stockholders while implementing ERP systems. This case study has noted well how an agricultural company including between a provider and a stakeholder could be able to settle the ERP system with an necessary customizing work into the organization. Finally, ROSEPIA's implemented ERP systems have increased not only productivity but also archived the factuality and data reliability. This study give us an implication of how an export oriented and agricultural company, ROSEPIA made its company innovated and run its organizations through knowledge management using its ERP.

• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2003년도 학술대회지
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• pp.159-163
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• 2003

지식경영이란 무엇인가? 흩어진 지식을 모으고, 낡은 지식을 새롭게 하고, 모아진 지식을 공유하여 새로운 지식을 창조하는 것이다. 지식경영의 성공적인 추진을 위해 가장 중요한 3요소는 최고경영자의 추진의지, 조직 구성원의 참여를 통한 공감대의 형성, 지식경영추진담당 조직의 지속적인 추진의지와 열정이 조화롭게 상호 보완적으로 작용하여 추진되어야 한다는 것이다. 지식경영 추진에 있어 가장 중요한 것은 기업(기관)의 조직 구성원이 지식경영 참여문화(공감대)를 반드시 형성하지 않으면 지식경영이 성공하기에는 다소 무리라는 것이다. 지식경영을 추진함에 가장 중점적으로 해야 할 일은, 우리 민족의 특성인 구술이나 구전 문화를 기록의 문화로 변화 시킨다는 것이다. 지식경영을 추진하는 가장 큰 목적은 과연 무엇일까? 지식 경영을 통해 조직구성원 및 각개의 조직이 보유한 직접경험지식과 간접경험지식의 공유, 활용, 창조를 통해 지식을 자산화하고, 그 지식자산 가치를 증대 시켜서 21세기 건설 산업의 강자로서 다시 태어날 수 있도록 우리 스스로를 준비하는 것으로 정의하고자 한다.

• 지식경영연구
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• 제7권2호
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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.

• 한국의류산업학회지
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• 제12권2호
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• pp.172-178
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• 2010

The purpose of this study was to explore relationships among technology development strategy, marketing competence, knowledge management competence, and company performance of textile and clothing companies. Survey data collected from 187 employees in the textile and clothing companies were analyzed by descriptive statistics, factor analysis, reliability analysis, correlation analysis, and multiple regression analysis. In results, certain levels of correlations were found among technological development strategy, marketing competence, knowledge management competence, and company performance. Specifically, technological gap which was one of the technology development strategy factors was a variable significantly affecting innovation performance and financial performance of textile and clothing companies. Knowledge management competence affected innovation performance whereas marketing competence affected financial competence of textile and clothing companies.

• 산업경영시스템학회지
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• 제47권1호
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• pp.28-40
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• 2024

Maintaining the permanence of a company in the current rapidly changing business environment is not an easy task. Rather, the lifespan of a company can be said to be gradually decreasing. As such, the author of this paper, which describes the current market environment, is the sales organization of a large company. While leading the company, I thought about how to overcome the rapidly changing market and create an organization that continues to grow. As a result, I succeeded in creating an organization that continued to grow over the past two years, and the main activity of this result was the use of sales computer. It was clear that it was an information sharing activity. This can be said to be a result of proving that a series of activities to create and share information is important for the sales organization of ICT companies to actively respond to the rapidly changing market environment. Therefore, this study attempted to examine the relationship between knowledge management and business performance in the sales field of ICT companies, which has not been covered so far. Knowledge management is a four-stage activity from a process perspective, divided into knowledge creation, knowledge storage, knowledge transfer, and knowledge utilization. did. As a result of the study, first, knowledge management activities, such as knowledge creation and knowledge storage, were found to have a significant impact on financial performance. Second, knowledge management activities such as knowledge creation, knowledge storage, knowledge transfer, and knowledge utilization were all found to have an impact on non-financial performance. In the end, this study confirmed that efforts to turn tacit knowledge into knowledge in order to respond to the ever-changing ICT market are ultimately an important factor in growing a company.

• 한국정보시스템학회지:정보시스템연구
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• 제11권1호
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• pp.29-49
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• 2002

Recently the paradigm of business management has changed. The businesses have restored to ERP or BPR to integrate their information system. But now they are trying to find out a new competitiveness in tacit knowledge of individuals. The creative company has come to put much weigh on the value of their employee′s "non-patternized" knowledge. And this trend has seen a development into a theory of knowledge management in which "non-patternized" knowledge, along with explicit knowledge, is also considered as a source of competitiveness. With the hypothesis that the recognition of the knowledge management and the utilization of the information technology will have influence on the integration of the integrating the information system information system into a new phase, this study carries out a research on the effects of knowledge management and information technology on management achievement. According to this study the distribution of knowledge has an effect on the integration of information system and management achievement. The asset of knowledge, however, has little effect on them. This means that the recognition of the asset of knowledge alone can't affect the management achievement, but when combined with the recognition of the distribution of knowledge, it can have influence on the management achievement. Thus, a company has to enhance the recognition of the distribution of knowledge. And with this, a company can have a business management based on management achievement and the integration of information system utilizing information technology and the recognition of knowledge management. A company has to promote it business achievement by integrating the information system utilizing information technology and recognizing knowledge management.