• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.6
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• pp.2528-2539
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• 2012

In the 21st century, knowledge is an important asset to improve productivity in the business world. In today's rapidly changing business environment, companies have rigorously brought in knowledge management system in order to secure the sustainable competitiveness and effective knowledge management. Knowledge management has now become mandatory, not optional. Today many companies which have built knowledge management on top of information technology and hardware-based infrastructure are having a difficulty in creating organizational culture in knowledge management. Even though companies have invested substantial time and money in knowledge management, the performances have not met their expectations. To solve this problem, software oriented strategy for knowledge management such as education and networking is more needed rather than hardware oriented strategy such as information technology systems. Though the knowledge management framework suggested in this study is exploratory, this study contributes to the clarification of the critical elements that companies which are about to build knowledge management should take in account.

• Proceedings of the Korea Society of Design Studies Conference
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• 2001.10a
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• pp.24.1-24
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• 2001

• The Journal of Information Technology
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• v.4 no.1
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• pp.39-54
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• 2001

Knowledge can be characterized in many ways. We have categorized internal and external knowledge by its position, tacit and explicit knowledge by the degree of formalization, and general and innovative knowledge by the power of competitive advantage. They is, often, mixed in real world. Under New Economy, firms must conduct the analysis of various knowledge embodied employee's skill, its products and business process, and create a new added value. Knowledge is the important strategic resource and the ability to capture, organize, store and apply is the critical capability for substantial competitive advantage. For establishing the steps of knowledge management strategy, we described below - the identification of intellectual capital, value analysis, the building of knowledge infrastructure, the knowledge organization, value creation, and the knowledge evaluation and dynamic knowledge management.

• Knowledge Management Research
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• v.17 no.2
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• pp.75-101
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• 2016

Since 2009, China has become biggest automobile supplier and consumer all over the world. Chinese government and automobile firms have been executed strategic and aggressive industry policy and business strategy for nurturing automobile industry as a core manufacturing industry. However, can we assure that all of these policy and strategy have positive effect on Chinese automobile industry? For fulfilling this gab, our research examined the government policy and firm's strategy in different development stage of Chinese automobile industry. According to research result, at initial stage(1983-1996), Chinese automobile industry has grown by technological learning and reverse engineering from Soviet Union, Japan and Germany. In rapid growing stage(1996-2009), Chinese automobile firms have succeed to develop and produce own brand product with 100% own technology. And this kind of quantum jump in technology development was conducted by joint venture policy and M&A strategy. However, at the fourth stage(2010-), Chinese government and firms have over invested and focused on Electric Vehicle manufacturing without developing core technology or SW. Overall, the old-fashioned policy and strategy module in manufacturing industry of China could have negative effect on its industry development.

• 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.

• 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.

• The Journal of Industrial Distribution & Business
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• v.6 no.4
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• pp.5-16
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• 2015

Purpose - Currently, organizations must have a plan to achieve their future objectives. In this case, an information strategy facilitates greater success when planning for the future in any organization. Research design, data, and methodology - The core objective of the project was to explore the information infrastructure of Walkbase in a discursive manner. We started the project by providing a description of the firm, which facilitates retail outlets using in-store analytical devices. Results - We conclude that the management of Walkbase revised its current information structure to implement a more structured one that might be included in a long-term investment. On such an occasion, management can prioritize the component to develop first. Conclusions - Along with our results, we also described the business, its products, its facilities, and how it can serve different industries. Finally, we left the prioritization decision within the framework's components to top management.

• Journal of Digital Convergence
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• v.8 no.1
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• pp.27-40
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• 2010

This case study covers the Knowledge Management research paper that explores the clear idea about the knowledge practicesthat are used in the corporate sector to achieve the strategic advantage over the competitors. The quoted example of the three manufacturing firms TATA MOTORS, BHEL, and M&M have tried to compare the Knowledge practices in these firms, which explores the concept clearer that the competitors can use the same or the different type of knowledge practices to achieve the competitor advantages. In order to help knowledge management goals, an integrated knowledge management system consisting of the knowledge management techniques and technologies are used. The knowledge Management is supported by different techniques and practices whichare knowledge content, people skills, technology and strategy based. The technology and techniques supports these factors of knowledge management. The paper discuss different techniques and processes adapted by three Indian organizations and a comparison is made to suggest the guidelines of KM practices to manufacturing Industries.

• Journal of the Korean Operations Research and Management Science Society
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• v.32 no.4
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• pp.37-50
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• 2007

Dramatic development of information technology requires new type of sales strategy to enterprise S/W dealers. That is, one should thoroughly consider diversified types of enterprise S/W and more elaborated consumer needs to establish successful sales strategy. However, various factors that should be considered in establishing enterprise S/W sales strategy are different according to types of enterprise S/W and hard to be managed systematically which led to the current situation where they have not been discussed enough. Therefore, this study introduced the relationship between the factors that affect selection of enterprise S/W using the concept of cognitive map on various enterprise S/W sales cases. Through this process, this study grouped the cognitive maps of similar cases to introduce their characteristics and made this result to be practically useful to enterprise S/W sales strategy.

• Knowledge Management Research
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• v.4 no.2
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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.