• 교육시설
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• 제9권3호
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• pp.23-34
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• 2002

This paper is to analyse the major impact of the new era of information technology on the changes being made in physical environment of existing corporate training centers through the case of on- and off-line LG academies. By the analysis, some interesting features are to be found which can be a hint for the future planning and design of corporate training centers. Unlike the expectation in the early stage of changes, the rapid growth of on-line education forms a very strong partnership with the existing in-house training programs at all levels. Understanding of such key issues surrounding the use of facilities is specific to the formation of an effective environment for training programmes. After all aspects of the facility uses-not just the class rooms, but also the residential, dining, recreational, and support areas, as well as on-line type of educational services-are carefully examined, a design guideline is identified as considerations for guestrooms, classrooms, public facilities, the recreational areas, and the audio-visual provisions.

• 동아시아경상학회지
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• 제9권4호
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• pp.43-54
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• 2021

Purpose - Stakeholders play a vital part in the company's CSR activities and they are part of the company's achievement and affect the company's achievement or business objectives. This study aims to add insight into the already existing knowledge how the organizational culture can promote corporate social welfare activities. Research design, Data, and methodology - The current authors obtained text data for the possible practical suggestions which might be used for the creation of coding method. That implies that the present author investigated only trustable textual sources to provide for the possible solutions such as peer-revied sources and published book. Result - Research results indicated that organizational culture promotes corporate social welfare activities by making people know their values and understand how they come about. Not every community knows what its members want and how to achieve its needs. Sometimes, a community can obtain the values and principles of an organization and incorporate them into community values. Conclusion - Executive leadership and customers are part of society. Any strategy that influences their operation and works ethic influences the contact of the community. This research found methods vital in setting up an excellent culture that enhances profitability and the corporate social welfare activities through motivation and communication.

• 지식경영연구
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• 제4권2호
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• pp.55-77
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• 2003

In this study, some issues that are related to embody the original conception and ideal of action learning are explored in terms of misunderstanding and misuse of action learning in Korean corporate context. The conception of action learning is deconstructed through the lens of 'action' and 'learning' concept, followed by conceptual analysis to the nature of 'action' and 'learning'. Based upon this conceptual deconstruction of 'action' and 'learning', this study is conducted to categorize the concept of 'action' and 'learning' into several representative attributes. Categorization of 'action' and 'learning' leads to draw some adjectives, for examples, reflective, dynamic, complex, nonlinear, that are critical for characterizing action learning. That is, the nature and ideal of action learning are critically reviewed with the reconceptualization of 'action' and learning, which are deconstructed. The Discussion of final thoughts is on what kinds of knowledge perspectives action learning holds in comparison with those of knowledge management and on how to facilitate knowledge construction and sharing with action learning.

• 대한지리학회지
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• 제37권5호
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• pp.480-497
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• 2002

본 연구는 진화론적 및 역량기반 관점에 기초하여 외환위기 이후의 한국 대기업의 재구조화 과정을 생산과 조직을 중심으로 고찰함으로써 경제위기에 대한 기업의 반응성과 적응 특성을 밝힌다. 이와 함께, 기업 재구조화가 기업 학습 및 적응에 미치는 영향과 관련성을 규명한다. 사례연구는 한국의 대표적 기업가운데 하나인 LG전자를 대강으로 한 심층 인터뷰조사와 문헌고찰을 토대로 한 것이다. 주요 연구결과는 다음과 같다. 첫째, 사업구조와 조직구조의 재편은 기업 역량을 향상시키고, 경제환경변화에 대한 반응성을 높이는 데 있어 중요하다. 둘째, 다운사이징과 고용 조정은 기존의 루틴과 관행으로부터의 탈피뿐만 아니라 새로운 학습을 추구하는데 기여한다. 셋째, 생산조직의 공간 재편과 공정 변화 및 혁신은 다양한 수준에서의 조직적 학습 과정을 내포한다. 결론적으로, 본 연구는 기업 재구조화는 단기적 적응을 위해서일 뿐만 아니라 장기적 측면에서 학습과 적응 능력 향상을 위한 중요한 수단이 될 수 있다고 주장한다.

• 한국산학기술학회논문지
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• 제9권5호
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• pp.1446-1452
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• 2008

지식경영을 위한 기업의 투자는 지속되고 있다. 그러나 기업의 규모, 업종, 시스템에 대한 이해도 등 여러 가지 분류에 따라 도입 방법, 규모가 상이하다. 지식경영에 대한 이해는 경제의 권력이 지식인에게 소유될 것이라는 피터 드럭커의 주장과 함께 관심이 극대화되었다. 그러나 지식경영이 경영성과와 상관성이 높지 않다는 연구결과도 있다. 본 연구는 이러한 현상을 실증적으로 분석하기 위해 한국의 중부권 내 제조업 중심으로 지식경영실천유형의 부호화 및 개인화의 수준을 분석하고 이러한 유형이 경영성과와 어떤 상관성이 있는지 평균분석, 상관분석을 통해 연구하였다. 경영성과의 측정 변수는 BSC의 재무적 관점, 고객 관점, 직무 관점, 학습 및 성장관점의 측정 변수를 활용하였다.

• 한국경제지리학회지
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• 제3권2호
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• pp.43-61
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• 2000

본 논문은 한국 내 외국인직접투자의 공간특성을 분석함에 있어, 최근 들어 중요한 지식집약산업으로 떠오르고 있는 사업서비스 부문의 기업네트워크를 살펴보고 제반사항을 고찰하고 있다. 이를 위해 설문과 인터뷰를 통하여 사업서비스산업의 한국 내 해외직접투자 특성과 지식의 창출과정을 분석한다. 한국 내 외국인직접투자업체의 기업활동 및 모기업과의 관계, 해당지역과의 상호작용, 한국 내 기업외적인 행위자들과 맺는 관계의 특성을 밝히고자 하며, 결과적으로 국내외 모 기업 의존형, 지역네트워크 의존형 등의 사이를 통해 기업특성을 분석할 수 있었다. 한국 내 외국기업은 한국 내 내수시장 개척이라는 주된 투자동기를 중심으로 외국모기업과 긴밀한 관계를 유지하고 있으며, 투자 지분율에 따라 국내 행위자들과 맺는 관계의 정도가 달라짐을 알 수 있다. 암묵적인 지식의 획득과 관련하여서는 고객정보나 시장정보의 중요성이 크게 인식되고 있다. 이것은 시장접근형 투자동기에 따른 지역기반의 정보 획득이 중요한 특성을 나타낸다. 그러나, 산학연계 및 정부기관, 기업협회 등과의 관계는 제한적으로 나타난다. 이러한 측면에서, 외국인직접투자의 유치는 정보 및 지식의 도입이라는 측면에서 지역경제와의 유기적인 연계, 자발적인 협력 분위기, 지역혁신환경의 창출을 고려하여 기업네트워크를 이루는 방향으로 이루어져야 함이 강조된다고 하겠다.

• Asian Journal of Innovation and Policy
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• 제1권1호
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• pp.50-70
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• 2012

This paper analyzes the factors that determine technology innovation in Korean manufacturing firms, focusing on the role of intra-firm knowledge diffusion and market strategy in patent production. For empirical analysis, zero-inflated negative binomial (ZINB) regression is applied to the 2009 Human Capital Corporate Panel data. The empirical findings confirm the critical role of intra-firm knowledge-sharing processes in technology innovation; firms with a market-leading strategy oriented to new product development also tend to be prolific in patent production.

• 지식경영연구
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• 제16권1호
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• pp.243-254
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• 2015

To increase their market shares and grow continuously, it is very important for small and medium-sized enterprises (SMEs) to expand their markets. Although various factors may influence an SME's effort to cultivate a new market, this research focused on activities related to the search and utilization of external knowledge. After conducting Tobit analysis based on the dataset of 959 Korean SMEs included in the 2010 Korean Innovation Survey, we found that external knowledge search and utilization activities positively affect the market expansion of SMEs. This result has two implications: (1) SMEs should actively search for appropriate external knowledge sources with which they can expand their markets and reduce their dependence on internal R&D activities; and (2) they should implement an efficient corporate system to effectively absorb and utilize external knowledge inside the firms. Despite these contributions, this research has its shortcoming in that it utilized a cross-sectional dataset, which can be further analyzed by incorporating the dataset from previous and future periods.

• 기술혁신연구
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• 제14권1호
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• pp.1-30
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• 2006

The purpose of this paper is to analyze the organizational design and management of product development in creating new product architecture by an established firm. For the purpose, the paper put up the organizational design in the process of PDA(Personal Digital Assistant) development of Sharp and Casio which were Japanese major PDA firms in 1990s. PDA is the product born through architectural change from Electronic Organizer. Prior research on the product architecture change and organizational adaptation emphasized that an established firm is difficult to adapt to new product architecture due to the restriction of prior technology or organizational inertia. For overcoming these problems and successful development of new product architecture, organizational design and management in the process of product development becomes essential. In case of Sharp, corporate development project team had been used to overcome the restrictions from architectural knowledge accumulated through previous product. After launching first new PDA by corporate development project team, Sharp created a new division and pushed an evolution of PDA, when new PDA market start to grow up rapidly toward a major market segmentation. As a result, Sharp was able to build up stable PDA project trajectory. However, Casio was late for three years in launching of new PDA architecture because previous division charging of Electronic Organizer tried to develop first new PDA. Casio's PDA development was prohibited by engineers of previous division because new PDA architecture was inferior on user interface and display definition. That is, Casio's first PDA development was restricted by architectural knowledge of previous product.

• 기술경영경제학회:학술대회논문집
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• 기술경영경제학회 2005년도 27회 하계학술발표회 논문집
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• pp.44-68
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• 2005

The purpose of this paper is to analyze the organizational design and management of product development in creating new product architecture by an established firm. For the purpose, the paper put up the organizational design in the process of PDA(Personal Digital Assistant) development of Sharp and Casio which were Japanese major PDA firms in 1990s. PDA is the product born through architectural change from Electronic Organizer. Prior research on the product architecture change and organizational adaptation emphasized that an established firm is difficult to adapt to new product architecture due to the restriction of prior technology or organizational inertia. For overcoming these problems and successful development of new product architecture, organizational design and management in the process of product development becomes essential. In case of Sharp, corporate development project team had been used to overcome the restrictions from architectural knowledge accumulated through previous product. After launching first new PDA by corporate development project team, Sharp created a new division and pushed an evolution of PDA, when new PDA market start to grow up rapidly toward a major market segmentation. As a result, Sharp was able to build up stable PDA project trajectory. However, Casio was late for three years in launching of new PDA architecture because previous division charging of Electronic Organizer tried to develop first new PDA. Casio's PDA development was prohibited by engineers of previous division because new PDA architecture was inferior on user interface and display definition. That is, Casio's first PDA development was restricted by architectural knowledge of previous product.