• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.261-264
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• 2002

There is growing importance for intellectual capital, so corporations are developing Knowledge Management System (KMS) for Knowledge Management. There are two way in performing Knowledge Management, that is, Information Technology(IT) approach and Non-IT approach. IT approach focuses on developing KMS, and Non-IT approach people, business process, organizational culture and policy. According to interviews with experts and people in charge of knowledge management divisions, the IT approach and Non-IT approach should be adopted simultaneously for effective knowledge management. And, more focus should be placed especially on the Non-IT approach than IT approach for successful knowledge management. This research analyzed success and failure factors in knowledge management by questionnaire for experts and employees.

• 프린팅코리아
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• s.36
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• pp.116-119
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• 2005

최근 기업들의 최대 화두는 혁신과 성장일 것이다. 최고의 기업 실적을 올리고 있는 기업들의 면면을 보면, 이러한 혁신과 성장에 기업이 모든 역량을 투입하고 있으며, 이를 성취하기 위한 원동력으로 지식경영(Knowledge Management : KM)을 도입하여 제도화하고 있고 더 나아가 하나의 기업 문화로 정착시키고 있는 공통점을 볼 수 있다. 필자는 본 고를 통해 지난 K-CEO 과정에서 얻은 지식경영과 경영전략에 대한 정보를 인새 및 프리프레스 업계에 소개하고자 한다.

• 한국IT서비스학회:학술대회논문집
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• 2003.11a
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• pp.88-95
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• 2003

최근 기업들은 지속적인 경쟁우위를 획득하기 위해 지식경영을 도입하기 시작하였으나, 이에 대한 구체적인 검증을 거치지 못한 상태이다. 특히 지식경영의 필요성과 중요성을 인식하면서도 지식경영하부구조, 지식경영 성과와 관련된 연구는 아직까지 활발하게 논의되지 않고 있다. 따라서 본 연구는 지식경영 하부구조와 지식경영 수준과의 관계, 그리고 조직의 성과에 대한 영향요인을 파악하여, 성공적인 지식경영 수행을 위한 지식경영 하부구조를 제시하였다.

• 한국경영정보학회:학술대회논문집
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• 2007.06a
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• pp.459-465
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• 2007

현재 지식공유를 목적으로 한 많은 정보시스템이 도입되어 있는 상황이지만 그 기반을 마련했음에도 그만큼 지식공유가 활발하게 이루어지고 있지 못하다. 본 연구에서는 전자적 네트워크에서 지식공유에 기여하는 영향요인을 규명하여 효과적인 지식공유 활성화 방안을 도출하려고 한다.

• Proceedings of the Korea Society of Information Technology Applications Conference
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• 2001.05a
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• pp.37.1-38
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• 2001

지식경영(KM)은 기존의 여타 혁신활동과는 달리 조직문화 및 제도의 변화를 기반으로 하여 새로운 지식이 창출, 공유, 활용되도록 하자는 한 차원 발전된 개념임. 따라서, 지식경영의 추진은 필연적으로 기업의 총체적 변화를 요구하게 되고 이것을 뒷받침하기 위한 프로세스의 변화 및 정보시스템의 구축, 변화관리 등이 필요하게 됨. 금일 강의에서는 LG-EDS시스템이 지식경영 도입과 실행을 위해 구체적으로 어떤 활동을 전개하였고 이를 통해 어떤 변화를 이루었는지에 대해 소개하고 그간의 경험으로부터 얻게 된 know-how 등의 암묵적 지식(Tacit Knowledge)\`을 공유코자 함.

• The Journal of Society for e-Business Studies
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• v.9 no.1
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• pp.221-235
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• 2004

Many organizations are implementing Knowledge Management(KM) technologies to promote knowledge sharing. An extensive review of recent articles and journals about such implementations reveals that one of the main barriers to implementation of KM technology is the absence of an organizational culture that supports knowledge sharing. The purpose of this research is to explore the possible relationship between the successful implementation of knowledge management technology and specific organizational culture attributes. The Organizational Culture Profile(OCP) and the Knowledge Management Technology Profile(KMTP) instruments were used to identify and rank the most critical organizational culture attributes and KM technology implementation successes. Data were collected from twenty six US organizations involved in a KM efforts.

• Korean Journal of Construction Engineering and Management
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• v.2 no.3 s.7
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• pp.45-57
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• 2001

Knowledge management was introduced as a new strategy in many construction companies aiming at paradigm shift since Asian financial Crisis. However, intensive focusing on acquiring and sharing knowledge couldn't keep pace with the primary goal. Increasing financial profits. That is because clear strategic process and performance measurement are absent in time of the introduction of knowledge management. Based on case analysis in domestic construction industry, this research work presents an alternative plan on Balanced Scorecard(BSC) model. The objective of this study is to develop a model of strategic performance measurement in knowledge management by sorting and grasping core operational knowledge, which can draw key performance indicators accompanied by knowledge map from case study.

• Journal of Information Management
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• v.31 no.2
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• pp.1-10
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• 2000

Many experts predict that 21st century will be knowledge-based society. That is, knowledge beside labor, capital will be recognised as important assets and powerful competitiveness. The main aim of government-supported research institute is to evolve R&D activities and to diffuse them. And all process including R&D activities can be called to knowledge life cycle. This paper reviews understanding of KM and information professional's role in research information center. Sometimes, CEOs misunderstand that only building of knowledge management system is sucess of knowledge management initiatives but the most important factors of its success are human and culture of knowledge sharing, not H/W systems. Information professionals must be consultant, analyst, content manager, planner and marketer, knowledge manager to practice knowledge management initiatives successfully.

• The Journal of the Institute of Internet, Broadcasting and Communication
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• v.14 no.4
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• pp.181-186
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• 2014

Knowledge sharing by collective intelligence, and knowledge production/sharing by outer cooperation is also important for the company. Therefore, it is needed the next generation KMS(Knowledge Management System) designed and built which based on SNS. In my paper, the problems of KMS are analyzed and new KMS's requirements and paradigm changes are examined by analysis of investigation of existing KMS. KMS based on SNS is appropriate for the next generation KMS in consideration of new KMS's requirements, that is, collective intelligence, open innovation, and convergence with IT technology. So a building method of KMS based on SNS is presented by new next generation KMS's architecture, main design and knowledge-talk design.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.8 no.4
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• pp.111-118
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• 2013

The purpose of this study is to review the relationships among the determinants of knowledge management and knowledge management, and it's consequences, and the moderating effects of organizational culture on the relationship between the determinants of Knowledge Management and Knowledge Management, and the relationship between Knowledge Management and it's consequences. In the relationship between Knowledge Management and it's consequences, knowledge acquisition and knowledge transfer are positively related with personal and intra-organizational, and inter-organizational effectiveness.