• Journal of Korea Trade
• /
• 제24권1호
• /
• pp.99-112
• /
• 2020

Purpose - With the increasing uncertainty of China's domestic political and economic environment in recent years, Korean MNC subsidiaries in the Chinese market face greater challenges and competition. Based on the insufficiency of existing research and the need for enterprise management practices, this paper uses the Chinese subsidiaries of Korean MNCs as an example to study and explore how knowledge management and dynamic capabilities affect ambidextrous innovation and the relationship between ambidextrous innovation and subsidiary performance. Design/methodology - From January to March 2019, this study collected 341 valid questionnaires using a survey company specializing in China for the members of the Chinese subsidiaries of Korean MNCs to verify the hypotheses. Using the collected data, the study model was verified using the Smart PLS 3.0 statistical package. Findings - Knowledge transfer and knowledge sharing have positive effects on dynamic capabilities and ambidextrous innovation, and dynamic capabilities have a positive impact on ambidextrous innovation. Ambidextrous innovation has been shown to have a significant effect on subsidiary performance. In addition, a partial mediating effect of dynamic capabilities on the relationship between knowledge management and ambidexterity innovation was found. Originality/value - In the academic context, this paper contributes theoretically to the relationship between knowledge management and ambidextrous innovation, as well as the mechanism of dynamic capability, and to verify the relationship between ambidextrous innovation and corporate performance. Against the background of MNC management, the results of this study provide further enlightenment for managers of subsidiaries.

• Asia pacific journal of information systems
• /
• 제23권1호
• /
• pp.87-106
• /
• 2013

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization's management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dynamic capability and service innovation. Knowledge management capability is the basis of dynamic capability as well. The theoretical and practical implications are discussed further in the conclusion section.

• 한국지능시스템학회:학술대회논문집
• /
• 한국퍼지및지능시스템학회 2004년도 추계학술대회 학술발표 논문집 제14권 제2호
• /
• pp.568-571
• /
• 2004

In this study, we propose an efficient expert system (ES) construction mechanism by using dynamic knowledge map (DKM) and database management systems (DBMS). Generally, traditional ES and ES developing tools has some limitations such as, 1) a lot of time to extend the knowledge base (KB), 2) too difficult to change the inference path, 3) inflexible use of inference functions and operators. First, to overcome these limitations, we use DKM in extracting the complex relationships and causal rules from human expert and other knowledge resources. Then, elation database (RDB) and its management systems will help to transform the relationships from diagram to relational table. Therefore, our mechanism can help the ES or KBS (Knowledge-Based Systems) developers in several ways efficiently. In the experiment section, we used medical data to show the efficiency of our mechanism. Experimental results with various disease show that the mechanism is superior in terms of extension ability and flexible inference.

• 한국지능시스템학회:학술대회논문집
• /
• 한국퍼지및지능시스템학회 2004년도 춘계학술대회 학술발표 논문집 제14권 제1호
• /
• pp.111-114
• /
• 2004

Management of human knowledge is an interesting concept that has attracted the attention of philosophers for thousands of years. Artificial intelligence and knowledge engineering has provided some degree of rigor to the study of knowledge systems and expert systems(ES) re able to use knowledge to solve the problems and answer questions. Therefore, the process of conceptualization and inference of knowledge are fundamental problem solving activities and hence, are essential activities for solving the problem of software ES construction Especially, the access to relevant, up-to-date and reliable knowledge is very important task in the daily work of physicians and nurses. In this study, we propose the conceptualization and inference mechanism for implicit knowledge management in medical diagnosis area. To this purpose, we combined the dynamic knowledge map(KM) and relational database(RDB) into a dynamic knowledge map(DKM). A graphical user-interface of DKM allows the conceptualization of the implicit knowledge of medical experts. After the conceptualization of implicit knowledge, we developed an RDB-based inference mechanism and prototype software ES to access and retrieve the implicit knowledge stored in RDB. Our proposed system allows the fast comfortable access to relevant knowledge fitting to the demands of the current task.

• 정보관리학회지
• /
• 제19권2호
• /
• pp.109-130
• /
• 2002

본 연구는 조직에서 구성원들이 문제해결에 쓰일 수 있는 지식을 스스로 평가함으로써 유용성의 측면에서 조직지가 어떻게 표현될 수 있는가에 대하여 다룬다. 즉, 조직차원에서의 개념화는 조직의 목표와 당면한 문제의 종류, 그리고 그에 따른 제시된 대안들의 중요성이 끊임없이 변하기 때문에 동적인 지식지도를 생성함으로써 가능하다. 이러한 동적인 지식지도는 문제해결의 특정 도메인 내(within a domain)의 지식 항목들 사이의 관계뿐만 아니라 여러 도메인들(across domains) 사이의 지식 항목들 사이의 관계를 표현할 수 있는 다차원적이며 목적 중심적이라 할 수 있다.

• 한국정보시스템학회지:정보시스템연구
• /
• 제17권3호
• /
• pp.205-233
• /
• 2008

This study suggests the dynamic value chain model, that will be able to not only show changing processes to organization's significant capital by integrating an individual, implicit, and explicit knowledge which affect organizational decision making, but also distinguish the key driver for raising organizational competitive power because it makes possible to analyze sensitivity of performance along with decision making alternatives and policy changes from dynamic view by connecting knowledge management capability, knowledge management activity, and relations with organizational performance with specific strategic map. Recently, a lot of organizations show interest in measuring and evaluating their performance synthetically. In organizations taking knowledge management, they introduce effective value chain model like a dynamic balanced scorecard (DBSC), and therefore they can reflect their knowledge management condition as well as show their changes by checking performance of established vision and strategy periodically. Furthermore, they can ask for their inner members' understanding and participation by communicating with and inspiring their members with awareness that members are one of their group, present a base of benchmarking, and offer significant information for later decision making. The BSC has been a successful framework for measuring an organization's performance in various perspectives through translating an organization's vision and strategy into an interrelated set of key performance indicators and specific actions. The BSC, while having significant strengths over traditional performance measurement methods, however, has its own limitations, due to its static nature, such as overlooking two-way causation between performance indicators and neglecting the impact of delayed feedback flowing from the adoption of new strategies or policy changes. To overcome these limitations, this study employs SD, a methodology for understanding complex systems where dynamic feedback among the interrelated system components significantly impact on the system outcomes. The SD simulation model in the form of DBSC would serve as a useful strategic teaming tool for facilitating an organization's communication process through various scenario analyses as well as predicting the dynamic behavior pattern of their key performance measures over a future time frame. For the demonstration purpose, this study applied the DBSC model to Prototype of Korea manufacturing and service firm.

• 지식경영연구
• /
• 제16권2호
• /
• pp.249-278
• /
• 2015

Employees' knowledge integration capabilities and innovative behavior are still of crucial importance in the effective knowledge management. Recently researchers and practitioners are interested in both the potential benefits of unlearning and the negative aspects of learning inertia. The purpose of this study is to examine the relationships among learning inertia, unlearning, knowledge integration capabilities(knowledge exploitation and knowledge exploration) and innovative behavior. The results of analysis show that learning inertia is employees' psychological obstacle factor affecting knowledge integration capabilities and unlearning, that unlearning of employees is a key factor affecting knowledge integration capabilities, and that knowledge integration capabilities are driving forces leading to innovative behaviors of employees. For theoretical and practical implications, the research presents the grounds for arguments that knowledge integration capabilities are employees' dynamic capabilities from the knowledge management perspective, that unlearning is a driving force of employees' positive behaviors, and that organizations trying to perform the dynamic knowledge management need to identify the causes of employees' psychological resistance to learning. Limitations arisen in the course of the research and suggestions for future research directions are also discussed.

• Asia pacific journal of information systems
• /
• 제20권1호
• /
• pp.33-56
• /
• 2010

The current business environment has been characterized as less munificent, highly uncertain and constantly evolving. In this environment, the company with dynamic capability is reported to be more successful than others in building competitive advantage. Dynamic capability focuses on the link between a dynamically changing environment, strategic agility, architectural reconfiguration, and value creation. Being characterized to be flexible and adaptive to market circumstance changes, an organization with dynamic capability is described to have high resource fluidity, which represents business process, resource allocation, human resource management and incentives that make business transformation faster and easier. Successful redeployment of the resources for dynamic adaptation requires organizational forms and reward systems to be well aligned with firm's technological infrastructures and business process. The alignment is considered to be an executive level commitment. Building dynamic capability is knowledge driven; relying on new knowledge to reconfigure firm's resources. Past studies established the link between the effective execution of a knowledge-focused strategy and relevant setting of architectural elements such as human resources, structure, process and information systems. They do not, however, describe in detail the underlying processes by which architectural elements are adjusted in coordinated manners to build knowledge-driven dynamic capability. In fact, understandings of these processes are one of the top issues in IT management. This study analyzed how a Korean corporation with a knowledge-focused strategy aligned its architectural elements to develop the dynamic capability and thus create value in the dynamically changing markets. When the Korean economy was in crisis, the company implemented a knowledge-focused strategy, restructured the organization's architecture by which human and knowledge resources are identified, structured, integrated and coordinated to identify and seize market opportunity. Specifically, the following architectural elements were reconfigured: human resource, decision rights, reward and evaluation systems, process, and IT infrastructure. As indicated by sales growth, the reconfiguration helped the company create value under an extremely turbulent environment. According to Ancona et al. (2001), depending on the types of lenses the organization uses, different types of architecture will emerge. For example, if an organization uses political lenses focusing on power, influence, and conflict. the architecture that leverage power and negotiate across multiple interest groups would emerge. Similarly, if an organization uses economic lenses focusing on the rational behavior of organizational actors making choices based on the costs and benefits of action, organizational architecture should be designed to motivate and provide incentives for the actors (Smith, 2001). Compared to this view, information processing perspectives consider architecture to be designed to maximize the capacity of information processing by the actors. Using knowledge lenses, the company studied in this research established architectural elements in a manner that allows the firm to effectively structure knowledge resources to form dynamic capability. This study is revelatory single case with a historic perspective. As a result of this study, a set of propositions and a framework are derived, which can be used for architectural alignment.

• 한국경영과학회지
• /
• 제25권4호
• /
• pp.81-95
• /
• 2000

A knowledge-based system with fuzzy production rules is a representation of static knowledge of an expert. On the other hand, a real system such as the stock market is dynamic in nature. Therefore we need a strategy to reflect the dynamic nature of real system when we make inferences with a knowledge-based system. This paper proposes a strategy of dynamic inferencing for a knowledge-based system with fuzzy production rules. The strategy suggested in this paper applies weights of attributes of conditions of a rule in the knowledge-base. A degree of match(DM) between actual input information and a condition of a rule is represented by a value [0,1]. Weights of relative importance of attributes in a rule are obtained by AHP(Analytic Hierarcy Process) method. Then these weights are applied as exponents for the DM, and the DMs in a rule are combined, with MIN operator, into a single DM for the rule. In this way, overall DM for a rule changes depending on the importance of attributes of the rule. As a result, the dynamic nature of a real system can be incorporated in an inference with fuzzy production rules.

• International Journal of Quality Innovation
• /
• 제9권3호
• /
• pp.123-144
• /
• 2008

This paper describes a comprehensive approach to examine how technological innovation contributes to the renewal of a firm's competences through its dynamic and reciprocal relationship with R&D and product commercialization. Three theories of technology and innovation (the R&D and technological knowledge concept, product-process concept, technological interdependence concept) are used to relate technology and innovation to strategic management. Based on these theories, this paper attempts to identify the dynamic relationship between product innovation and process innovation using system dynamics by investigating that aspect of the dynamic changes in the closed feedback circulation structure in which R&D investments drive the accumulation of technological knowledge. Further, such knowledge accumulation actualizes product innovation and process innovation, subsequently resulting in an increase in productivity, customer satisfaction, profit generation, and.