• 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.

• Journal of Information Technology Applications and Management
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• v.10 no.4
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• pp.1-13
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• 2003

The Knowledge Management (KM) technologies has been implemented to improve customer relationship and to develop new products and services in many organization. However, current review of articles and journals about implementations of KM reveals that effectiveness on the KM implementation is depended on an organizational culture that supports knowledge sharing. The purpose of this research is to explore the possible relationship between specific organizational culture attributes of the successfully KM technology implemented organization to improve customer relationship and to develop new products and services. The OCP and the KMTP instruments were used to identify and rank the most critical organizational culture attributes of promoting successful KM technology implementation to improve customer relationship and developing new products and services. Data were collected from twenty six US organizations involved in a KM implementation effort.

• Management & Information Systems Review
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• v.27
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• pp.71-99
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• 2008

This study investigates the relationships between three BSC communication attributes(support of organizational culture, message valid, and knowledge sharing) and organizational learning and how that translates into relationship organizational performance in public organization. In this paper, first, past studies on BSC communication and organizational learning that identify the attributes of effective communication and organizational learning in organizational performance are reviewed. Second, a research model, key variables, and three hypotheses tested by PLS(partial least squares) are presented. The data was collected from BSC champions and managers of 53 public organizations in Korea. The results indicate, first, BSC communication (except for support of organizational culture) have not significant related to organizational performance. Therefore, H1 was not supported. Second, the structural path coefficient between support of organizational culture and message valid and organizational learning are statistically significant and in the hypothesized direction. But the knowledge sharing has not significant relationship with organizational learning. Therefore, H2 was partially supported. Third, organizational learning was significantly positively related to organizational performance. H3 was supported. Finally, organizational learning play a significantly positive role in mediating the relationship between BSC communication and organizational performance. The theoretical contributions, limitations, as well as future research directions are discussed at the end of the paper.

• Journal of Information Technology Applications and Management
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• v.11 no.3
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• pp.137-145
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• 2004

The purpose of this research is to explore the possible relationship between the successful implementation of knowledge management technology and specific organizational culture orientations. Data used to test hypothesis derived for this research were obtained from 227 responders from the Organizational Culture Profile (OCP) survey instruments and 67 responders from the Knowledge Management Technology Profile (KMTP) survey instruments representing 26 separate organizations. The OCP provides a profile of an organization's culture orientations while the KMTP provides a profile of the organization's degree of the KM technology implementation success. The results of this research suggests that employees of organization which are more successful in implementing KM technology have identified organizational cultures that embody a healthy mixture of both production-oriented and people-oriented attributes indicative of the culture orientation.

• Proceedings of the CALSEC Conference
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• 2004.02a
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• pp.83-88
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• 2004

The purpose of this research is to explore the possible relationship between the successful implementation of knowledge management technology and specific organizational culture orientations. Data used to test hypothesis derived for this research were obtained from 227 responders from the Organizational Culture Profile (OCP) survey instruments and 67 responders from the Knowledge Management Technology Profile (KMTP) survey instruments representing 26 separate organizations. The OCP provides a profile of an organization's culture orientation while the KMTP provides a profile of the organization's degree of the KM technology implementation success. The results of this research suggests that employees of organization which are more successful in implementing KM technology have identified organizational culture that embodies a healthy mixture of both production-oriented and people-oriented attributes indicative of the [9,9] culture orientation.

• Knowledge Management Research
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• v.16 no.1
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• pp.95-115
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• 2015

This paper attempts to delineate and analyze the relationship between organizational search activities and organizational ambidexterity. A growing number of studies confirm that organizational ambidexterity is important for firm survival and long-term prosperity. However, research on how to achieve ambidexterity is still limited. To date, structural separation, contextul ambidexterity, and top management team attributes are proposed and examined as major antecedents of organizational ambidexterity. In this paper, I argue that orgnizational search may influence ambidexterity through its effect on exxploratory innovation and exploitative innovation. Since little study has been paid to uncover the relationship between knowledge search and ambidexterity, I develop theoretical arguments and propose some propositions rather than examine hypotheses. The propositions developed in the study are as follows; P1: The breadth of internal search is positively associated with exploratory innovation; P2: The breadth of external search has a reverse U-shaped relationship with exploratory innovation; P3: The depth of internal search is positively associated with exploitative innovation; P4: The depth of external search has a reverse U-shaped relationship with exploitative innovation; P5: The interaction between internal search breadth and internal search depth is positively associated with organizational ambidexterity; P6: The interaction between external search breadth and external search depth is positively associated with organizational ambidexterity. Based on the above propositions, I suggest some considerations for empirical research and propose avenues for future research.

• Korean System Dynamics Review
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• v.11 no.1
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• pp.103-131
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• 2010

This paper aims to investigate a dynamic mechanism underlying the process of knowledge creation and growth with a focus on the 'knowledge-friendly culture' conceptually coined by Davenport and Prusak in 2000. To achieve this objective, key attributes of knowledge are first identified by exploring the generic characteristics and information and interpreting the definitions of knowledge, from which four modes of knowledge growth (Socialization, Externalization, Combination, Internalization) are delineated into a dynamic SECI model by identifying cultural attributes underlying each mode and modeling their casual relationships based on the systems thinking. Further, a series of sensitivity analysis through computer simulation were made to find how 'knowledge-friendly' cultural factors affect the knowledge growth. It is found that individual knowledge is most influenced by organization's cohesion whereas organizational knowledge is most affected by the openness of organization.

• The Journal of the Korea Contents Association
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• v.13 no.11
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• pp.845-855
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• 2013

In today's knowledge-based industries, knowledge can be said to be a significant factor that has a decisive impact on corporate competitiveness. Recently, Korean construction companies have been going through a difficult period of time because of various negative domestic and foreign factors, such as economic decline and a continued sluggish domestic construction market, mainly due to the Korean government's real estate regulations and increasing competition from overseas companies with improved technologies. To help domestic construction companies navigate such an environment, this study empirically analyzes how the nature of corporate knowledge impacts the acquisition, transfer and deployment of knowledge within the organization of a company. Through such empirical analysis, we looked into how internal attributes of corporate knowledge affect the acquisition, transfer and application of such knowledge for domestic construction companies, with the application of the structural equation modeling (SEM). According to the results of this study, it is clear that the attributes of corporate knowledge have a significant impact on the acquisition, transfer and application of corporate knowledge, and therefore on the managerial performance of domestic companies.

• Journal of Korean Academy of Nursing Administration
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• v.9 no.1
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• pp.19-30
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• 2003

Purpose : The concept of organizational socialization has been regarded as an abstract concept of organizational learning process and it has been used as strategy for the organizational goal attainment. New graduated nurses' organizational socialization has been a very important process for learning knowledge, skills and behaviors in hospital setting. This study was to analyze and clarify the meaning of the concept of Organizational Socialization. Method : This study use the process of Walker & Avant's concept analysis. Results : The critical attributes of organizational socialization were identified as : 1) Internalization of Value and belief of organization; 2) Learning of organizational rules and modes of living; 3) Improvement of job performance; 4) Maintenance of supportive relationship; 5) Formation of occupational identity. The antecedents of organizational socialization consist of those facts that 1) negative feeling of role; 2) difficulties of interpersonal relationship; 3) unskilled work performance. And the consequences of organizational socialization consist of those facts that 1) organizational commitment; 2) job satisfaction; 3) intention of leave work setting; 4) improvement of job performance; 5) improvement of decision making; 6) maintenance of supportive relationship. Conclusion : Through this concept analysis, the concept of organizational socialization is defined as internalization of value and belief of organization, learning of organizational rules and modes of living, improvement of job performance, maintenance of supportive relationship and formation of occupational identity.

• Knowledge Management Research
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• v.24 no.4
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• pp.177-193
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• 2023

This study explores the role of organizational culture, job characteristics, and work values and orientation in shaping the competitiveness of a multinational company (MNC) based in Korea. The purpose of the study was to examine the impact of these variables on the competitiveness attributes of the organizational culture profile through MR-QAP analysis. Data were collected from 161 employees in 15 different teams at a Korean automotive company headquartered in Seoul. The results of the study revealed the impact of network characteristics associated with competitive organizational culture on competitiveness. 'found to have a negative effect on competitiveness. Among the organizational culture profiles, social responsibility, supportiveness, innovation, and performance orientation have a significant positive effect on competitive organizational culture, while emphasis on rewards and stability have no significant effect. These findings provide practical implications for understanding the complex dynamics of organizational culture and promoting strategic approaches to enhance organizational competitiveness.