• Knowledge Management Research
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• v.7 no.1
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• pp.13-30
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• 2006

This study aims at exploring the relationships between knowledge activity, knowledge activity performance, and organizational performance. By adopting the balanced scorecard perspective, organizational performance was measured by product/service, customer and internal performances. Using data collected from the 36 Korean firms, this study found that knowledge creation activity was positively and significantly related to the organizational performance such as product/service performance, customer performance and internal performance. We also found that knowledge activity performance such as knowledge quality and user knowledge satisfaction mediated the positive relationship between knowledge sharing activity and internal performance.

• Knowledge Management Research
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• v.2 no.1
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• pp.109-132
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• 2001

The purpose of this article is to develop a dynamic model of organizational capabilities and knowledge creation, and at the same time identify the organizational capability factors for effective knowledge creation, by empirically analyzing the history of new Quinolone antibacterial drug compound (LB20304a) discovery process at LG, as a case in point. Major findings of this study are as follows. First, in a science-based area such as drug development, the core of successful knowledge creation lies in creative combination of different bodies of scientific explicit knowledge. Second, the greater the difficulty of learning external knowledge, the more tacit knowledge is needed for the recipient firm to effectively exploit that knowledge. Third, in science-based sector such as pharmaceutical industry, the key for successful knowledge creation lies in the capability of recruiting and retaining star scientists. Finally, for effective knowledge creation, a firm must keep its balance among three dimensions of organizational capabilities: local, process, architectural capabilities.

• Journal of Korean Academy of Nursing Administration
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• v.11 no.2
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• pp.173-183
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• 2005

Purpose: The purpose of this study was to investigate the effect of Knowledge Sharing on Innovative Behavior and Organizational Commitment in Clinical Nurses. Method: Data were collected from 305 nurses who had worked for over 2 years in 1 national university hospital using questionnaire and collected data was analyzed by the SPSS for Windows 12.0 program. Result: 1) The relationship of between Knowledge Sharing, Innovative Behavior and Organizational Commitment showed statistically significant positive correlation(r=.584, p=.000, r=.494, p=.000). 2) Knowledge Sharing appeared into a most important predictor in Innovative Behavior of Nurses, and then was working field, position in order(p=.000). All of these variables explained 39.3% of Innovative Behavior. 3) Knowledge Sharing appeared into a most important predictor in Organizational Commitment of Nurses, and then was duration of working, working field in order(p=.000). All of these variables explained 35.1% of Organizational Commitment. Conclusion: To increase Innovative Behavior and Organizational Commitment of Nurses, we will have to activate Knowledge Sharing.

• 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.

• Management & Information Systems Review
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• v.15
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• pp.19-35
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• 2004

Top management's will was considered most positive by all of the surveyed local businesses, followed by organizational culture, information technology, evaluation and reward, and organizational structure in order. When influences of educational background on factors of success in knowledge management were analyzed, it was found that such background was affecting organizational structure at the significance level of 0.01 and information technology and top management's will at that of 0.05. Those who were more educated responded that success in knowledge management were dependent more on top management's will. but less on organizational structure. Concerning effects of organizational position on factors of success in knowledge management, it was found that such position was influencing top management's will at the significance level of 0.01 and organizational structure at that of 0.05. Those who were higher in organizational position responded that success in knowledge management were dependent less on top management's will, but more on organizational culture, and evaluation and reward. It as generally agreed among the surveyed businesses that knowledge management is a key strategy for business survival in the 21st century. To utilize knowledge management as their strategy, Korea's businesses should change their recognition of such management, reform their organizational culture, have CEOs of strong conviction and will and firmly establish their own information technology. It is necessary to make recognized the importance of knowledge management and culture knowledge management culture. If a person has a strong conviction or will of achieving goals by using intellectual efforts, creative imagination and necessary information, such information can be regarded as a proper knowledge. In conclusion, knowledge enterprises should strengthen their ability of knowledge use by associating their competition strategies with knowledge management. They also need to positively invest in the capture and new development of knowledge and build up infrastructures for knowledge management.

• The Journal of the Korea Contents Association
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• v.16 no.7
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• pp.1-18
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• 2016

Although previous studies show that organizational culture and organizational communication could be influential factors in knowledge management and organizational performance, the more integrated research to indicate relationships among all of the factors is still needed. By indicating the inter-relationships among the factors and the direction of the influence, this paper suggests various ways to develop an integrated approach to the improvement of organizational performance through knowledge management and other related factors. Thus, the purpose of this study is to investigate the relationships among national culture, organizational culture, organizational communication, knowledge management, and organizational performance. Based on a comprehensive review of extant literature on the relationships among these factors, the relationships are summarized in the conceptual model. According to the model, organizational performance is influenced by knowledge management, organizational communication, and organizational culture, and knowledge management is influenced by organizational communication and organizational culture. Based on the conceptual model, implications for human resource (HR) researchers and practitioners seeking to optimally improve organizational performance are presented.

• Knowledge Management Research
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• v.5 no.1
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• pp.83-99
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• 2004

This research aims to verify individual and organizational factors that will affect knowledge sharing, especially in research & development organizations with a premise that knowledge sharing is one of the most important factors of successful knowledge management. Many factors which are supposed to affect knowledge sharing arc empirically investigated in this research : individual factors ((1)self esteem (2)expected contribution), organizational factors ((3)top management's will, (4)accessibility of knowledge management system (5)validity of evaluation & reward knowledge sharing, (6)trust, (7)open communication). As a result, it is found that 'expected contribution' among individual factors and 'open communication' and 'validity of evaluation & reward' among organizational factors are highly correlated with knowledge sharing. These findings suggest that enhancement of perceived expected contribution among employees and building cultures of open communication and effective evaluation & reward system for knowledge sharing will contribute to activation of knowledge sharing in the research and development organizations.

• Asia pacific journal of information systems
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• v.30 no.2
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• pp.228-251
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• 2020

This study attempts to examine the importance of social capital in customer service organizations and clarifies how translates into organizational performance through knowledge management activities. A survey was conducted with the customer service employees, and 256 questionnaires were used for an empirical analysis with smart partial least squares (PLS). The analysis found that relational capital had a positive effect on both the knowledge management components of knowledge sharing and knowledge conversion, while structural capital significantly influenced knowledge sharing. In addition, human capital positively affected knowledge conversion. Both knowledge sharing and knowledge conversion significantly influenced organizational performance. This study proposed a conceptual framework of social capital that influences organizational performance mediated by an organization's knowledge management activities. Based on the results, we suggest practical guidelines for managing social capital and recommend areas of improvement for customer organization's managers and employees.

• Knowledge Management Research
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• v.12 no.4
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• pp.77-90
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• 2011

This study examined the effects of knowledge management strategy and structural capital on organizational performance. Structured capital was classified into three dimensions: organizational culture, knowledge process, and information technology. Data were collected from 251 employees in a public institution. Results indicated that organizational knowledge-based strategy was positively related to employees' job satisfaction, and that information technology-based strategy was positively related to customers' satisfaction and institutional image. Results also indicated that organizational culture and knowledge process were positively related to customers' satisfaction, employees' job satisfaction, and institutional image, whereas informational technology was negatively related to customers' satisfaction and institutional image. Finally, the theoretical and practical implications of the results were discussed.

• Knowledge Management Research
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• v.10 no.4
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• pp.75-91
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• 2009

Many prior researchers have repeatedly emphasized the importance of utilizing external knowledge as a critical factor for the success of organizational innovation. But they seem to have ignored the importance of the practical methods to advance the ability of finding new way of applying external knowledge to innovation activities. This paper suggests the exploitation of firm's knowledge base in innovative way as a practical method to utilize external knowledge for organizational innovation, because it could be possible to find out a common factor in external knowledge with organizational knowledge base by exploiting it. According to the empirical test with data of 1,143 manufacturing firms, all of the hypothesis were strongly supported.