• 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.

• Journal of Information Technology Applications and Management
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• v.15 no.3
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• pp.261-273
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• 2008

The starting point of knowledge generation and management is the enhancement of learning capability and capacity of organizational members. Organizational change for learning environment should be aligned with the change of organizational strategy, structure and processes. The study employed action learning methodology to constitute learning organization processes. The treatment effect to institute learning organization has been successful thanks to the members' zeal and consensus to change the processes. However, not every learning team has been so successful. Some cases complained time consuming where others expect to be helpful for their incentives. The researchers concluded that the most important point for success of the learning organization project should be the support of top management.

• Asia pacific journal of information systems
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• v.16 no.4
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• pp.27-47
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• 2006

Software companies try to upgrade the level of technology and quality of their products by adopting Software Process Improvement (SPI). First of all, the companies must understand affecting factors based on various environmental view points in order to acquire competitive advantage. In this study, a research model gets started on the basis of literature reviews, and identifies SPI factors that affect the maturity levels of organizations. Organizational members and assessment types are chosen as moderating factors. An empirical research has been made for analyzing the causal relationships among affecting factors and CMM levels. The results of this study will suggest several implications to decision makers who handle SPI issues.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.2
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• pp.272-281
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• 2016

The effective exploitation of resources is critical for startup firms with insufficient resources to compete with well-resourced large firms. The direction and consistency of the resource input should be retained to utilize resources effectively, which will lead to a necessity for a fit between the strength in resources and the strategy of a firm. This study suggests hypotheses and verifies them empirically based on the logic that the attribute of resources in which a firm with a core competence decides the type of strategy and the formulated strategy presents the direction of the resource input, which enables the effective utilization of resources and facilitates high performance. According to the statistical results, the R&D capability affects the innovative differentiation strategy, marketing capability affects marketing differentiation strategy, and financial and production capability affects low cost strategy, in which the efficacy of the strategy depends on the attribute of resources. In addition, the R&D capability and marketing capability adversely affect the low cost strategy and the production capability negatively affects the innovative differentiation strategy, which implies that the exclusive choice of a strategy by the strength in resources results in improved performance. These results show that the fit between the resource and strategy is an essential cause of high performance in venture businesses.

• International Commerce and Information Review
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• v.17 no.3
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• pp.251-278
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• 2015

Previous researches have been conducted on the drivers of alliance performance up to date. Unlike existing literatures, we examine the influence of alliance management capability as direct drivers on venture's alliance performance. Based upon organizational capability theory, we proposed that coordination capability, relationship capability, learning capability are main components of alliance management capabilities. In addition, we proposed capability of CEO as forth alliance management capability in global ventures. Using 78 global ventures as research sample, this study shows that these four alliance capabilities have considerable influence on financial performance of ventures with global alliances.

• Asia pacific journal of information systems
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• v.23 no.3
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• pp.25-53
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• 2013

This study analyzes the effect of Computer Aided Innovation (CAI) to improve R&D Capabilities empirically. Survey was distributed by e-mail and Google Docs, targeting CTO of 235 SMEs. 142 surveys were returned back (rate of return 60.4%) from companies. Survey results from 119 companies (83.8%) which are effective samples except no-response, insincere response, estimated value, etc. were used for statistics analysis. Companies with less than 50billion KRW sales of entire researched companies occupy 76.5% in terms of sample traits. Companies with less than 300 employees occupy 83.2%. In terms of the type of company business Partners (called 'partners with big companies' hereunder) who work with big companies for business occupy 68.1%. SMEs based on their own business (called 'independent small companies') appear to occupy 31.9%. The present status of holding IT system according to traits of company business was classified into partners with big companies versus independent SMEs. The present status of ERP is 18.5% to 34.5%. QMS is 11.8% to 9.2%. And PLM (Product Life-cycle Management) is 6.7% to 2.5%. The holding of 3D CAD is 47.1% to 21%. IT system-holding and its application of independent SMEs seemed very vulnerable, compared with partner companies of big companies. This study is comprised of IT infra and IT Utilization as CAI capacity factors which are independent variables. factors of R&D capabilities which are independent variables are organization capability, process capability, HR capability, technology-accumulating capability, and internal/external collaboration capability. The highest average value of variables was 4.24 in organization capability 2. The lowest average value was 3.01 in IT infra which makes users access to data and information in other areas and use them with ease when required during new product development. It seems that the inferior environment of IT infra of general SMEs is reflected in CAI itself. In order to review the validity used to measure variables, Factors have been analyzed. 7 factors which have over 1.0 pure value of their dependent and independent variables were extracted. These factors appear to explain 71.167% in total of total variances. From the result of factor analysis about measurable variables in this study, reliability of each item was checked by Cronbach's Alpha coefficient. All measurable factors at least over 0.611 seemed to acquire reliability. Next, correlation has been done to explain certain phenomenon by correlation analysis between variables. As R&D capabilities factors which are arranged as dependent variables, organization capability, process capability, HR capability, technology-accumulating capability, and internal/external collaboration capability turned out that they acquire significant correlation at 99% reliability level in all variables of IT infra and IT Utilization which are independent variables. In addition, correlation coefficient between each factor is less than 0.8, which proves that the validity of this study judgement has been acquired. The pair with the highest coefficient had 0.628 for IT utilization and technology-accumulating capability. Regression model which can estimate independent variables was used in this study under the hypothesis that there is linear relation between independent variables and dependent variables so as to identify CAI capability's impact factors on R&D. The total explanations of IT infra among CAI capability for independent variables such as organization capability, process capability, human resources capability, technology-accumulating capability, and collaboration capability are 10.3%, 7%, 11.9%, 30.9%, and 10.5% respectively. IT Utilization exposes comprehensively low explanatory capability with 12.4%, 5.9%, 11.1%, 38.9%, and 13.4% for organization capability, process capability, human resources capability, technology-accumulating capability, and collaboration capability respectively. However, both factors of independent variables expose very high explanatory capability relatively for technology-accumulating capability among independent variable. Regression formula which is comprised of independent variables and dependent variables are all significant (P<0.005). The suitability of regression model seems high. When the results of test for dependent variables and independent variables are estimated, the hypothesis of 10 different factors appeared all significant in regression analysis model coefficient (P<0.01) which is estimated to affect in the hypothesis. As a result of liner regression analysis between two independent variables drawn by influence factor analysis for R&D capability and R&D capability. IT infra and IT Utilization which are CAI capability factors has positive correlation to organization capability, process capability, human resources capability, technology-accumulating capability, and collaboration capability with inside and outside which are dependent variables, R&D capability factors. It was identified as a significant factor which affects R&D capability. However, considering adjustable variables, a big gap is found, compared to entire company. First of all, in case of partner companies with big companies, in IT infra as CAI capability, organization capability, process capability, human resources capability, and technology capability out of R&D capacities seems to have positive correlation. However, collaboration capability appeared insignificance. IT utilization which is a CAI capability factor seemed to have positive relation to organization capability, process capability, human resources capability, and internal/external collaboration capability just as those of entire companies. Next, by analyzing independent types of SMEs as an adjustable variable, very different results were found from those of entire companies or partner companies with big companies. First of all, all factors in IT infra except technology-accumulating capability were rejected. IT utilization was rejected except technology-accumulating capability and collaboration capability. Comprehending the above adjustable variables, the following results were drawn in this study. First, in case of big companies or partner companies with big companies, IT infra and IT utilization affect improving R&D Capabilities positively. It was because most of big companies encourage innovation by using IT utilization and IT infra building over certain level to their partner companies. Second, in all companies, IT infra and IT utilization as CAI capability affect improving technology-accumulating capability positively at least as R&D capability factor. The most of factor explanation is low at around 10%. However, technology-accumulating capability is rather high around 25.6% to 38.4%. It was found that CAI capability contributes to technology-accumulating capability highly. Companies shouldn't consider IT infra and IT utilization as a simple product developing tool in R&D section. However, they have to consider to use them as a management innovating strategy tool which proceeds entire-company management innovation centered in new product development. Not only the improvement of technology-accumulating capability in department of R&D. Centered in new product development, it has to be used as original management innovative strategy which proceeds entire company management innovation. It suggests that it can be a method to improve technology-accumulating capability in R&D section and Dynamic capability to acquire sustainable competitive advantage.

• Proceedings of KOSOMES biannual meeting
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• 2017.04a
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• pp.275-275
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• 2017

• Journal of Agricultural Extension & Community Development
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• v.7 no.2
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• pp.279-288
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• 2000

Agricultural extension services in Korea are faced with increasing demands for more efficient production and managerial technology according to globalization and free trade system. At the same time, three steps of organizational restructuring in 1998 and 1999 resulted in decreased number of organization and manpower, thus, resulting confusion in implementing extension services. To cope with the international and national challenges, Korean agricultural extension services should try paradigm shift including the followings; 1. To establish identity of agricultural extension services in Korea through making laws and regulations in terms of concept, roles, principles. implementation and methods. 2. To implement vitalizations plan through enhancement of national extension service such as food production. raising local specialty products for domestic consumption and producing strategic agricultural products for export. expanding capability of rural women, increasing opportunity for management consultation, supporting digital technology information, and promoting morale and capability of extension educators. 3. To reform agricultural extension system through adjusting the functions of extension service of the Rural Development Administration, regionalizing city and county extension center to provincial level, and changing the status of directors of extension centers from city /county to national government.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.45 no.3
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• pp.150-162
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• 2022

This study investigated the impact of the latest developments in big data analytics capabilities (BDAC) on firm performance. The BDAC have the power to innovate existing management practices. Nevertheless, their impact on firm performance has not been fully is not yet fully elucidated. The BDAC relates to the flexibility of infrastructure as well as the skills of management and firm's personnel. Most studies have explored the phenomena from a theoretical perspective or based on factors such as organizational characteristics. However, this study extends the flow of previous research by proposing and testing a model which examines whether organizational exploration, exploitation and market agility mediate the relationship between the BDAC and firm performance. The proposed model was tested using survey data collected from the long-term employees over 10 years in 250 companies. The results analyzed through structural equation modeling show that a strong BDAC can help improve firm performance. An organization's ability to analyze big data affects its exploration and exploitation thereby affecting market agility, and, consequently, firm performance. These results also confirm the powerful mediating role of exploration, exploitation, and market agility in improving insights into big data utilization and improving firm performance.

• Journal of the Korean Society of Safety
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• v.32 no.1
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• pp.82-89
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• 2017

The aim of this study is to develop elements for assessing safety management capability of construction clients. To this end, it is investigated theoretical concepts of the organizational safety management and successful construction management factors of construction clients. From which, the elements appropriate to assess the safety management capability of the construction clients are proposed. Questionnaire survey targeting construction safety management experts have been carried out to adjust the proposed model more eligible for field application. Finally, relative importance of each element is analyzed using analytic hierarchy process method. The developed model elements are expected to use effectively for assessment of the safety management capability of the clients.