• 한국전자거래학회지
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• 제6권1호
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• pp.101-121
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• 2001

MOCT(Ministry of Construction St Transportation) suggested "A Plan for Implementation of Knowledge-based Economy for the Construction Industry" to add high value to a construction industry. by means of knowledge-based management. However, there is no knowledge management system which considers characteristics of a domestic construction industry. So a useful knowledge vanished the moment a company terminated a construction Uoject. Therefore, it is necessary to develop "An application method of a knowledge management system for the construction industry" which takes a real environment into consideration. This study aims to present the road map of a knowledge management system which helps the bodies of the construction industry(government, research center/university, enterprise, etc) to do a knowledge activity efficiently. To accomplish this objective, we analyzed overall knowledge management activities. In addition we suggested an implementation direction and strategy of a knowledge management system for the construction industry. As results of this study, we presented the road map of a knowledge management system for the construction industry, which is composed of policy forum, study forum, professional forum, research forum and knowledge 8t information DB. We expect that results of this study will be used as a basis for implementing the knowledge portal that brings a construction industry to a high value added industry.

• Asia pacific journal of information systems
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• 제15권1호
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• pp.1-24
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• 2005

The purpose of this study is to identify the factors affecting the performance of knowledge management systems. To extend DeLone & MeLean's model, we included the user specialization in the information systems success model. The questionnaires are collected from 109 knowledge management system users. The major findings are summarized as followed. First, system characteristics such as ease of use, response time, and knowledge management process support affect the knowledge management systems usage. Second, knowledge characteristics such as relevancy, completeness, reliability, importance, and currency also affect the knowledge management systems usage. Third, the end-users are satisfied with the knowledge management systems because it is easy to use and relevant.

• 지식경영연구
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• 제9권1호
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• pp.129-146
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• 2008

The purpose of this study is to examine the effect of knowledge management on the organizational performance by using structural equation model and to suggest new integrated framework about knowledge management by understanding the determinants of organizational capability to knowledge management in social capital point of view. To serve the purpose of this study, we conducted the extensive survey on 256 Korean companies in diverse industries including the manufacturing. Specifically, from the empirical result of this study, we identified that knowledge management performs more actively as the level of social capital increases, and the company that achieve knowledge management actively shows relatively higher performance than one that do not. On the other hand, among the sub-factors composing the social capital, Vision/Purpose/Value and Norms of Reciprocity directly affect to the organizational performance without knowledge management.

• 국제학술발표논문집
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• The 1th International Conference on Construction Engineering and Project Management
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• pp.1199-1202
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• 2005

Knowledge has been considered one of the important elements that determine our future. Competitive power of an enterprise has also been transformed from labor, capital, and technology-oriented to knowledge-oriented. Current construction environment is experiencing overall decrease of number of construction contracts due to opening of domestic construction market and economic slump, problems on methods of receiving orders/bidding, and change of costumers' attitude, which intensify competition, therefore many companies consider adopting knowledge management to secure their competitive power. However, there are difficulties in adopting knowledge management and increasing the use by establishing management plan, Performance Measurement, and knowledge maintenance system in reality. Therefore, this study is to provide assistance to successful realization of knowledge management by suggesting development plan of knowledge management that enables knowledge management more efficient with certain goals.

• 경영정보학연구
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• 제3권2호
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• pp.245-260
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• 2001

While past knowledge management researches have focused on conceptualization and strategic implications, knowledge asset researches attempt to provide practical guidelines for companies. However, each research classifies knowledge asset from its own perspective, and thus it is not a trivial task to leverage consistent and inclusive criteria in managing corporate knowledge asset. The objective of this paper is to develop a knowledge asset classification schema on the basis of the three business functions: customer relationship management, product innovation, and infrastructure management. To demonstrate the feasibility of our schema, it has been applied to 9 Korean corporations. Knowledge assets are evaluated according to core capabilities, which are main drivers of sustainable competitive advantages. The results of case study show that the leveraged classification schema reflects current knowledge asset management and characteristics of corporations. Our finding is that most top-quality knowledge management corporations are likely to develop well-balanced knowledge asset.

• 지식경영연구
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• 제9권1호
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• pp.97-116
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• 2008

The purpose of this study lies in examining how knowledge management was applied to PMI(Post Merger Integration) in bank merger. Individuals and organizations in Korea have experienced a lot of changes since the 1997 foreign exchange crisis. In such a situation, individuals came to think the only thing to rely on was personal knowledge. Since organizations had to lay off workers in order of their birth year, not based on whether or not individuals had the knowledge necessary for the organizations, they needed to have such a system that could use their explicit knowledge and even outside knowledge or customers' knowledge as IT developed by changing individuals' tacit knowledge into explicit knowledge as needed in order to continue to maintain their competitiveness and for their own development. Thus, each firm started to pitch for the introduction of knowledge management. Individuals started to store their own experience and knowledge in their homepages or blogs. It was Woori Bank, the merged bank of Hanil Bank and Commercial Bank of Korea, that introduced the knowledge management system and Shared Service Center, in which knowledge creation is available, for the first time in the banking business. Its previous name was Hanbit Bank. Hanbit Bank wanted to construct an advanced bank system, bringing in their chief information officer(CIO) from a foreign bank and introducing an IT software used in Spanish banks to adjust all banking processes to it. However, they could not help giving up the plan in the middle of the road since there was a great difference between Spain and Korea in the financial system and more than 30% of software package had to be changed. In this situation, PMI was delayed, and customer inconvenience continued, which made the integration of organizational cultures slow down. As a breakthrough in this situation, knowledge management was introduced. To integrate knowledge of two organizations in the process of PMI is an important job for all merger candidates. This study aims at presenting the successful results from using knowledge management as a means to PMI ahead of other financial institutions so they can apply them to their organizations. PMI was not achieved properly after the two banks had been merged as Hanbit, but entering the era of Woori Bank, workers were integrated under one standard organization following the organizational and knowledge integration, and knowledge management was introduced for an efficient sharing of knowledge among members. A great number of mergers have occurred up to now, but Woori Bank is the first case that used knowledge management as a means to both PMI and competitiveness enhancement. Probably it was an appropriate time when Woori Bank introduced knowledge management as it was organized. Since Hanil Bank and Commercial Bank of Korea had not introduced knowledge management until then, it could use knowledge management as a means to PMI. Using knowledge management, it could create a new organizational culture and increase competitiveness in the banking industry.

• 한국병원경영학회지
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• 제6권1호
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• pp.18-40
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• 2001

This study purports to investigate the readiness of the university hospital employees in the knowledge-based management. Data were collected from 550 employees including administrative, nursing, and technical staff of 9 university hospitals located in Seoul and Kyunggi Province through the self-administered questionnaires. The response rate was 79% and 425 questionnaires were used as final data and analyzed using 2 test, t-test, and ANOVA. The main findings of the study are as follows. 1) It seems that most employees of the study hospitals have basic knowledge on the concept of knowledge-based management. This finding implies that the implementation of the knowledge-based management in Korean university hospitals will not likely to face strong resistance from their employees. 2) The results show that Korean hospital employees are still not so accustomed to using e-mail as the main communication tool. This finding suggests that it is necessary to use various communication tools which include electronic data interchange, teleconference, and cyber chatting for facilitating the knowledge-based management in Korean university hospitals. 3) It is desirable to appoint a chief knowledge officer(CKO) for operating knowledge-based management system effectively. 4) A reward system for employees who show a distinguished performance in the creation and sharing of new knowledge should be established. Knowledge mileage system, selection of the best knowledge employee and team will be a good example of the effective reward system. 5) The participation and support from the chief executive officers (CEO) of the hospitals is an important factor for successful knowledge-based management. Furthermore, to make physicians actively participate in the knowledge-based management is another important factor for obtaining valuable outputs from the system. 6) It is found that the knowledge and skills of the hospitals employees on the information technology (IT) are not sufficient for making knowledge-based management more popular. This implies that it is very important to select IT-oriented employees and educate them continuously on the knowledge-based management.

• Asia pacific journal of information systems
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• 제11권3호
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• pp.23-42
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• 2001

Recently, knowledge management becomes a core management tool for efficient and effective organizations. However, there are little known researches on measuring knowledge management level. The objective of this paper is to develop a process capability model for knowledge management of an organization. We developed 5 stage process capability model for knowledge management. The 1st stage is the initial stage where no significant knowledge management activity is performed. The 2nd stage is the performed stage where planning and tracking activities are performed on organization level. The 3rd stage is the established, and the 4th stage is the predictable stage where processes and results of knowledge management can be predictable. Final stage is the optimizing stage where knowledge management process is continuously improved at an organizational level. We surveyed 37 korean companies to test the validity of the proposed stage model. Statistical tests show that the developed stage model of knowledge management is valid and sound in general conditions. The result of this study on process capability model can be a solid stepping stone for future works in this area.

• Asia pacific journal of information systems
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• 제11권1호
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• pp.139-154
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• 2001

Recently, more firms have shown an interest in implementing knowledge management methods. However, few companies are capable of adopting knowledge management methods effectively to improve organizational performance because it is still unclear how these methods improve corporate performance. To find this relationship between knowledge management methods and organizational performance, this paper analyses effects of knowledge management methods on corporate performance empirically. 51 Korean firms are selected as a sample base for empirical tests. Knowledge management methods can be categorized into four styles; harmony, codification, personalization, and ignorance. For example, the emphasis of harmony style is on both knowledge reusability using information technologies and knowledge sharing through informal intimacy among employees. Corporate performance varies depending on styles. Harmony style is founded to be most effective for corporate performance. Personalization and codification styles don't show any difference. This outcome is in line with the general observation that both tacit knowledge and explicit knowledge are important for effective knowledge management.

• 벤처창업연구
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• 제8권4호
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• pp.111-118
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• 2013

21세기는 정보통신 및 디지털 기술의 발달로 지식기반 경제체제로의 경영환경이 빠르게 변화하고 있으며, 이러한 시대적 요구에 대한 국내 외 학계 및 산업계에서 관심을 갖는 주제가 지식경영(knowledge management)이다. 지식과 정보화시대를 맞아 지식경영은 기업규모를 불문하고 모든 기업들의 경쟁력을 결정하는 필수적 요소가 되고 있다. 대기업의 경우는 지식경영의 중요성을 인지하고 업무처리의 전산화, ERP시스템의 도입 및 구축 등으로 비교적 체계적으로 운용되고 있지만 중소규모의 기업들은 아직도 전문 인력의 부족이나 재정적 능력의 부족 등의 이유로 지식경영이 미진한 것이 현실이다. 지식경영 활동과 지식경영 성과의 관계에 대한 분석결과 개인업무 효과성을 제고하기 위해서는 지식획득과 지식이전이 효과적임을 알 수 있다. 따라서 새로운 지식의 효과적인 창출과 같은 지식획득 활동이 활성화되는 것이 요구된다.