• Knowledge Management Research
• /
• v.12 no.1
• /
• pp.17-37
• /
• 2011

This paper is aimed at investigating the influence of the learning organization's structural characteristics, learner's characteristics, and perceived organizational support (POS) on organizational knowledge creation. also the POS is tested as a moderator on the relationship between learner's characteristics including learning goal orientation and learning self-efficacy and organizational knowledge creation. the results are as follows. for main effect hypotheses, both connecting the organization to its environment and establishing systems to capture and share learning system representing learning organization's structural characteristics have significant positive impact on organizational knowledge creation. the POS also has a significant impact on organizational knowledge creation. However, learning goal orientation and learning self-efficacy have not significant impact on organizational knowledge creation. for moderating effect hypothesis, POS moderates the relationship between learning goal orientation and organizational knowledge creation, which means if the POS is high then learning goal orientation has more significant positive impact on it. Based on our findings, we conclude that structural characteristics of learning organization provide organizations with an opportunity of knowledge creation. in particular, interconnectedness of organization with environment and organizational knowledge sharing systems determine the ways of behaving that are related to learning within organizations. however, learner's characteristics did not have a significant effect on organizational knowledge creation, which could be interpreted due to the fact that employees are not motivated to create new knowledge if they are rarely required to involve challenging works, generate new knowledge, or share preexisted knowledge with others.

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

• Knowledge Management Research
• /
• v.7 no.1
• /
• pp.13-30
• /
• 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
• /
• v.2 no.1
• /
• pp.25-44
• /
• 2001

There are two types of organizational knowledge in terms of its creation process: experiential and analytical knowledge. The experiential knowledge is created by repetitive experiences of an individual or team through task execution, while the analytical knowledge is acquired by analyzing accumulated data or information in the organization. The experiential knowledge often remains tacit or implicit in the organization because it is primarily acquired at an individual or team level. Therefore, the issue on the experiential knowledge is to share it actively within the organization. On the other hand, the analytical knowledge is explicit in its nature since it is extracted from data or information. Thus, it is important to guide a systematic creation of the analytical knowledge rather than encourage to share it. The current trend of "knowledge management" mainly focuses on the experiential knowledge - know-how, idea, case, etc - and neglects another important knowledge in the organization. i. e., analytical knowledge. This paper tries to shed a new light on the "knowledge management" arena by introducing rather new perspective in the concept of knowledge. The purpose of this study is to identify the factors affecting the analytical knowledge creation in the organization. We conducted an exploratory case study of three companies with a previously defined research framework and found some critical factors for the analytical knowledge creation. They are "organizational resource", "effectiveness of feedback process", "data source management", and "experimental mind set". Finally, we proposed research model and propositions regarding the analytical knowledge creation in the organization.

• International Journal of Contents
• /
• v.12 no.4
• /
• pp.31-44
• /
• 2016

Knowledge creation and management are regarded as critical success factors for an organization's survival in the knowledge era. As a process of knowledge acquisition and sharing, organizational learning mechanisms (OLMs) guide the learning function of organizations represented by its different learning activities. We examined a variety of learning processes that constitute OLMs. In this study, we aimed to capture the process and framework of OLMs and knowledge sharing and acquisition. Factors facilitating OLMs were investigated at three levels: individual, group, and organizational. The concept of an OLM has received some attention in the field of organizational learning, however, the relationship among the factors generating OLMs has not been empirically tested. As part of the ongoing discussion, we attempted a systemic approach for OLMs. OLMs can be represented by factors that are inherent to the organization's system; therefore, prior to empirically testing the OLM generating factor(s), evaluation of its organizational integration is required to determine effective treatment of each factor. Thus, we developed a framework to manage knowledge and proposed a method to numerically evaluate factors influencing the OLMs. Specifically, composite importance (CI) of the Decision-Making Trial and Evaluation Laboratory (DEMATEL) method was applied to explore the interaction effect of these factors based on systemic approach. The augmented matrix thus generated is expected to serve as a stochastic matrix of an absorbing Markov chain.

• Knowledge Management Research
• /
• v.1 no.1
• /
• pp.91-107
• /
• 2000

This paper proposes the Organizational Knowledge Discovery Process Model (OK-DPM) as an initiative for developing a knowledge management methodology. OK-DPM is a model designed to effectively discover knowledge useful to the organization. It explains the knowledge discovery process from the conceptual level to the application level. It decomposes the organizational knowledge discovery process into 3 sub-processes; Creation, Suggestion and Validation. For each sub-process, design components are identified and possible methods for supporting each one are suggested. Also, the relationship patterns between the knowledge discovery process and knowledge type are explored. By applying OK-DPM to two real cases where the knowledge management projects are ongoing, the model was validated and revised. Even though we need to investigate with more cases to refine the OK-DPM, we found that it could provide some insights in developing the effective knowledge discovery process.

• Knowledge Management Research
• /
• v.1 no.1
• /
• pp.1-18
• /
• 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.

• Journal of Korean Academy of Nursing Administration
• /
• v.9 no.3
• /
• pp.415-427
• /
• 2003

Purpose: The purpose of this study was to investigate the degree and pattern of knowledge management process, and to identify the relationship between knowledge management process and organizational effectiveness in clinical nurses. Method: Participants were 665 regular clinical nurses who had worked for over 1 year in general units of 9 tertiary medical hospitals including 2 national university hospitals, 5 university hospitals, and 2 hospitals founded by business enterprises. Data were collected from March to May 2003 through questionnaires. Four structured instruments were used to collect the data: Knowledge Management Process Scale(Jeong, Lee, Lee, & Kim, 2003), cCommitment Questionnaire(Mowday, Steers, & Porter, 1979), General Satisfaction Scale(CooK, Hepworth, Wall, & Warr, 1981), and one for general characteristics. The data were analyzed using factor analysis, reliability analysis, descriptive analysis, cluster analysis, one-way ANOVA, Scheffe test, correlation analysis with the SPSS for Windows 10.0 program. Result: 1) The average score for knowledge management process in nurses was $3.08{\pm}.54$ on a 5-point Likert scale. In order from highest mean score, the elements of knowledge management process, were Knowledge $Utilization(3.35{\pm}.57)$, Knowledge $Sharing(3.07{\pm}.58)$, Knowledge $Creation(2.99{\pm}.63)$, and Knowledge $Storage(2.91{\pm}.82)$. 2) Four knowledge management patterns for nurses, which were derived from cluster analysis, were inactivate pattern, delayed pattern, activate pattern, and high-activate pattern of knowledge management. 3) The degree of knowledge management process activation and 4 elements of knowledge management process, Knowledge Creation, Knowledge Storage, Knowledge Sharing, and Knowledge Utilization, were significantly correlated with nurses' organizational commitment and job satisfaction(p=.000). 4) The nurses' organizational commitment and job satisfaction showed significant differences according to the knowledge management patterns derived from cluster analysis of high-activate pattern, activate pattern, delayed pattern, inactivate pattern(p=.000). Conclusion: These results suggest that there are four knowledge management patterns for nurses, and knowledge management process positively affects the nurses' organizational commitment and job satisfaction. From the above findings, knowledge management process is empirically verified as a useful and effective method to increase organizational effectiveness, and develop the organization.

• Management & Information Systems Review
• /
• v.35 no.2
• /
• pp.119-136
• /
• 2016

The purpose of this study are as follows : First, This study conceptually provide an insight of reasons that organizations seek to create, acquire, store and distribute knowledge at the level of an organization and of process how they can transform or evolve to knowledge based organizations. Second, this study confirms examine what theories can be used to knowledge management, how such theories can be useful to analyse knowledge management and provide a theoretical foundation for knowledge management research. Applied to the theories of knowledge based and resource based view and institutional theory, the essence of knowledge management confirms that the organization finds job-related knowledge and know-how retained by individual of organizational members systematically and shares common knowledge within the organization and explains knowledge creation, multi-dimensional knowledge transition and share in all dimension of individual, group, and organization. As a result of comparative analysis of theory of organizational knowledge creation theory, In knowledge management, building of knowledge-creative culture, transitional process of explicit knowledge and tacit knowledge, knowledge creation and knowledge operation are important. In the basis on these study results, we discussed how the organizational knowledge creation theory can be used to manage knowledge in the organization, and also proposed hypotheses based on some arguments against the universal acceptance of the theory.

• Asia pacific journal of information systems
• /
• v.11 no.2
• /
• pp.99-119
• /
• 2001

The creation of knowledge is a major concern for knowledge management practice. In particular, effective knowledge creation is one of the critical success factor in SI(System Integration) industry. This paper designs a framework of effective knowledge creation methods for organizations in SI industry. First, we give a comprehensive survey on knowledge creation and discovery methods. And the structure of SI knowledge has been analysed. Also, characteristics of knowledge management processes of SI industry have been surveyed and analysed. A framework for effective knowledge creation of SI organization has been discussed based on the characteristics of SI knowledge and knowledge management processes. Organizational issues and theoretical issues of the methods have been discussed. Future research will be needed to expand the current framework and to examine the effectiveness of the proposed framework.