• Knowledge Management Research
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• v.18 no.3
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• pp.201-230
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• 2017

It is argued that the strategy practice in the 21st digital organization is limited and constrained in that it is being laregy driven by a traditional positivistic strategic management thinking. This article, drawing upon the models and concepts developed in the field of general ecology, proposes a resilient ecological view of strategy, as an alternative strategy frame of reference for overcoming some of the pitfalls and shortcomings of the current digital strategy practice in the organization. The implications of this new ecological perspective on strategy practice are discussed in detail. The article concludes with discussions and directions for implanting the perspective in the organization.

• Journal of Technologic Dentistry
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• v.30 no.1
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• pp.73-82
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• 2008

This study has been analyzed to write an ideal training evaluation table after analyzing validity of content organization and assigning score of evaluating elements of clinical practice of Dept. of dental technology. 220 junior students who are studying dental technology in D university in Daegu were questioned to analyze the relationship of content organization and score of clinical practice evaluation table. The corrected material has been inspected by SAS V8 for Windows. The results are as following. 1. The validity of content organization of clinical practice evaluation table has a result which can be reliable over than 70% but the validity of score shows low reliance. c 2. The validity of content organization of detail elements of clinical practice evaluation shows that overuse of material and attentiveness(3.78) and responsibility (3.60) are high response but in score organization, the validity shows that safety measure(2.36) when controling machines, arrangement(2.98) after use and ability (2.98) of solving problems are very low. 3. In the elements without interpersonal relation, it shows that those are related to each other. its grading is p < 0.01 so it appears to be meaningful. 4. In result of analyzing the effect to 'studying amount' mark in clinical practice evaluation mark, it appears the element of attitude for job to affect it. And in result of analyzing the effect to 'training attitude' mark, it appears the element of 'controling machines' to affect it. For these results, to be a better evaluation tool, it should be modified by continuous research with arranging evaluation elements to be marked differently in between elements.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.479-482
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• 2001

Construction industry included speciality compare with others industry. Systemically approach and enterprise cultural approach is required in order to perform Knowledge Management in construction industry. But, most of construction enterprise immersed in system approach to perform Knowledge Management, in this reason caused failure of Knowledge Management. To resolve the structural contradiction, Learning organization based the Community of Practice(CoP) is studied in this paper.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.173-183
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• 2009

Knowledge management (KM) is one of the useful management tools in today's project management (PM) practice, such as construction projects. Nobody can deny the importance of "useful knowledge" always helps organizations and project managers shaping a decision. Due to the trend of globalization, it is now very common that an organization may comprise employees from different countries of distinct national-cultures working together. It is also not uncommon that different projects, within an organization, may have their own organizational-cultures which influence its knowledge repository, transfer process and knowledge strategy. Therefore, it is extremely difficult to align all these cultures and consolidate them to benefit the KM process and PM practice. Organizations and project managers understand that different national-cultural and organizational-cultural factors will create impact on the philosophy of KM process which will subsequently affect PM practice. Those factors may affect interpersonal relations and exchange of knowledge between projects and amongst staff. Systematic KM process can utilize the goodness of different employees from distinct cultures which can eventually drive the organization and projects to success. The purpose of this paper, based upon a case study of a Hong Kong construction company, is to discuss how those cultural factors are linked to KM and what organization and project managers can do to improve the KM process and PM practice.

• Safety and Health at Work
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• v.6 no.4
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• pp.295-304
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• 2015

Background: While attention has been paid to physical risks in the work environment and the promotion of individual employee health, mental health protection and promotion have received much less focus. Psychosocial risk management has not yet been fully incorporated in such efforts. This paper presents good practices in promoting mental health in the workplace in line with World Health Organization (WHO) guidance by identifying barriers, opportunities, and the way forward in this area. Methods: Semistructured interviews were conducted with 17 experts who were selected on the basis of their knowledge and expertise in relation to good practice identified tools. Interviewees were asked to evaluate the approaches on the basis of the WHO model for healthy workplaces. Results: The examples of good practice for Workplace Mental Health Promotion (WMHP) are in line with the principles and the five keys of the WHO model. They support the third objective of the WHO comprehensive mental health action plan 2013-2020 for multisectoral implementation of WMHP strategies. Examples of good practice include the engagement of all stakeholders and representatives, science-driven practice, dissemination of good practice, continual improvement, and evaluation. Actions to inform policies/legislation, promote education on psychosocial risks, and provide better evidence were suggested for higher WMHP success. Conclusion: The study identified commonalities in good practice approaches in different countries and stressed the importance of a strong policy and enforcement framework as well as organizational responsibility for WMHP. For progress to be achieved in this area, a holistic and multidisciplinary approach was unanimously suggested as a way to successful implementation.

• Journal of Technologic Dentistry
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• v.31 no.4
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• pp.45-52
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• 2009

This study is analyzed to conduct better on-site practices with recognizing importance of the clinical practice of Dept. of dental technology and use it as a basic material in the clinical practice. Target people who are students studying dental technology in D college in Daegu were questioned by survey. Study results below 1. Average score of the survey about satisfaction of the operating method of clinical practice shows 3.26. In detail elements, 'credit assignment(10 credits)' is 3.65 as the highest score, 'execution period(vacation)' is 3.50, 'choice of the clinical practice organization' is 3.25, 'measures after practice' is 2.98 and 'pre-education' is 2.98 as the lowest score. 2. Through the real clinical practice, 'experience of new equipments and technology' is 3.64 as the highest score, 'choice of lecturer' is 3.61, 'guidance way' is 3.49, 'contents properness' is 3.44, 'environment of practice organization' is 3.36, 'evaluation way' is 3.35 and 'practical use of the evaluation material' is 3.18 as the lowest score. 3. The average score of survey about satisfaction after clinical practice of the participated students is 3.46 that is higher than both 'satisfaction about operating method(3.26)' about clinical practice of college and 'satisfaction about organization(3.44)' about environment of dental craft organizations and labs, guidance way of lecturer and evaluation. 4. In the improvement of distribution of the clinical practice evaluation, in the 'practice organization: college' viewpoint, '7:3' is 35.77% as the highest response, '6:4' is 25.20%, '8:2' is 22.76% and '4:6' is 16.26 in regular sequence. 5. In site evaluation reflection of clinical practice, 50% reflection is 32.93% as the highest percentage, 60% reflection is 26.83%, 20% reflection is 20.73% and 80% reflection is 6.10% in regular sequence. In attendance score, it shows percentage of reflecting 50% and 40% is 26.98%, students wanting to reflect 30% is 25.40%, reflecting 10% is 20.63% and no reflecting is 0%. In result of the analyzed data, clinical practice has to be studied more in considering that clinical practice is important point in education of Dept. of Dental Technology and also problems in college and on-site practice need improvements.

• Journal of Korean Academy of Nursing Administration
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• v.12 no.1
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• pp.151-158
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• 2006

Purpose: This study was undertaken in order to suggest self-leadership as a way to promote organization efficiency of nursing organization. So the relation between self-leadership and outcome of nursing practice in organization was studied. Method: The subjects of study were nurses as a population who were working for the 2 of university hospitals which have over 500 beds in Kyong Ki Province as well as who have been working for over 6 months. The data was collected by questionnaires from 215 nurses and analyzed using descriptive statistics, perason correlation coefficient, t-test and ANOVA on SAS Program. Results: Self-leadership of nurse got 3.51 grade out of 5 as a mean point. Each of the segments got 3.74 in self-compensation, 3.57 in self-expectation, 3.53 in goal-setting, 3.45 in rehearsal, 3.37 in self-criticism and 3.30 in constructive thinking in order. Independent performance of nursing practice at each items of outcome of nursing practice showed the highest correlations with the self-expectation among self-leadership segments. Constructive thinking, self-compensation, rehearsal, goal-setting were related like this in order, but self-criticism was related just a little. Dependent nursing practice has the highest correlation with the self-expectation, goal-setting, rehearsal, constructive thinking, self-compensation were similar as aboves in order, but self-criticism didn't show any similar correlations. Relationship practice has the highest correlation with the self-expectation, and goal-setting, constructive thinking, self-compensation, rehearsal were similar, while self-criticism did not show any correlations. Conclusion: In conclusion the result was obtained that self-leadership is much correlated with outcome of nursing practice. Therefore, as a way to promote efficiency of nursing organization, the constant study about self-leadership with the various aspects is needed focusing on self-management and inner motivation as a new leadership paradigm.

• Korean Management Science Review
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• v.29 no.1
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• pp.73-88
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• 2012

Much of knowledge that can retain a company's competitive advantage remains within the organization. However, identifying, finding and leveraging knowledge in an organization is still problematic [17]. Although knowledge is the key to success, it is simply too valuable to be left in an organization [59]. The CoP (Community of Practice) within an organization is a practical way to manage knowledge in an organization as systematically as other critical assets in order to deploy and share it [59]. However, research related with CoP, has focused on the value of CoP. Therefore, we developed not only a holistic and systematic method for understanding and assessing the current position of CoP but also a method for extracting the core strategies and CSFs of CoP based on performance evaluation. We developed strategies, CSF (Critical Success Factor) and PM (Performance Measure)s of CoP based on BSC (Balanced Scorecard) process. Specifically, CSFs and strategies of CoP were extracted based on maturity model and type of CoP. According to the procedure from the methodology to evaluate the performance of CoP, three different industrial cases were adopted to validate the evaluation methodology.

• Journal of Korean Academy of Nursing Administration
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• v.23 no.2
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• pp.111-117
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• 2017

Getting evidence in to practice tends to focus on strategies, theories and studies that aim to close the gap between research knowledge and clinical practice. The evidence to practice gap is more about systems than individual clinician decision making. The absence of evidence for administration and management in the organization of healthcare is persistent. Teaching nurses and providing evidence as the solution to evidence-based healthcare is no longer axiomatic. Previous studies have concluded that unit level strategies integrate multi-professional teams with organizational needs and priorities. This 'best fit' approach that characterizes how healthcare is structured and delivered. The published literature shows that increased readiness for change is aligned with integrated approaches informed by conceptual models. The Joanna Briggs Collaboration is the largest global collaboration to integrate evidence within a theory informed model that brings together academic centres, hospitals and health systems for evidence synthesis, transfer and implementation. The best approaches to implementation are tailored to local culture and context, benchmark against international evidence, combine a theory informed model and stakeholder perspectives to improve the structure and processes of health care policy and practice.

• Journal of Information Science Theory and Practice
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• v.1 no.4
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• pp.12-37
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• 2013

Organizational climate and organization culture can be some of the leading factors in hindering knowledge sharing within the organization. It is generally accepted that successful knowledge management practice, including knowledge sharing, comes as a result of a conducive and knowledge sharing friendly environment. Organizations that promote and reward collective work generate a trustful and a more collaborative learning culture. The perception of fairness in an organization has been considered an important indicator of employee behavior, attitude, and motivation. This study investigates organizational justice perception and its impact on knowledge sharing practices among forensic experts in the Turkish National Police. The study findings revealed that senior officers, who are experts in the field, have the strongest organizational justice perception. Meanwhile, noncommissioned officers or technicians bear positive but comparatively weaker feelings about the existence of justice within the organization. The study argues that those who satisfy their career expectations tend to have a higher organizational justice perception.