• Journal of Korean Elementary Science Education
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• v.38 no.4
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• pp.484-495
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• 2019

This study divided pre-service elementary school teachers' knowledge conversion into four types, socialization, externalization, combination and internalization, based on their inquiry activities on the life cycle of cabbage butterfly. As research subjects, this study collected results from 24 pre-service elementary school teachers who carried out inquires on the life cycle of cabbage butterfly for about 2 months. The type of socialization indicates the conversion of tacit knowledge into tacit knowledge, and this study found out that pre-service elementary school teachers acquired and accumulated tacit knowledge from their fellow pre-service teachers, professors and even acquaintances inside and outside the lab. However, there appeared no process that they shared their tacit knowledge with other pre-service teachers or delivered it to them. The type of externalization indicates the conversion of tacit knowledge into explicit knowledge, and this study discovered some cases that pre-service elementary school teachers expressed their inner tacit knowledge into explicit knowledge. However, there was no case found that they converted the verbally-unexpressed tacit knowledge of their fellow teachers or experts into well-defined explicit knowledge. The type of combination indicates the conversion of explicit knowledge into explicit knowledge, and this study discovered some cases that they collected explicit knowledge and converted it into new explicit knowledge for the acquisition, integration and delivery or distribution of explicit knowledge. However, there were few cases that they creatively devised new explicit knowledge by acquiring new knowledge through direct observation and supplementing the existing explicit knowledge. The type of internalization indicates the conversion of explicit knowledge into tacit knowledge, and this study discovered both explicit knowledge embodied through personal experiences and explicit knowledge embodied through simulations and experiments that formed tacit knowledge in process of examining the existing explicit knowledge.

• Asia pacific journal of information systems
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• v.11 no.4
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• pp.113-133
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• 2001

We propose utilizing a fuzzy cognitive map(FCM) to integrate tacit knowledge and explicit knowledge both of which are crucial to the success of knowledge management. Recently, explicit knowledge is getting more available as CRM and data mining approaches become popular as the advent of using database and the Internet technology. However, for the knowledge management to be successful, tacit knowledge should be seamlessly integrated with explicit knowledge seamlessly. The problem hindering such effort is how to find a vehicle facilitating transformation of explicit knowledge into tacit knowledge, and vice versa. FCM has been important method for representing tacit knowledge as a form of explict knowledge. In this respect, we suggest the detailed process about how to integrate explicit knowledge and tacit knowledge by using FCM. We gathered extensive set of data from the credit card company, and applied our proposed method. Results showed that our approach is robust and promising for the field of integrating two different kinds of knowledge.

• Korean Management Science Review
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• v.21 no.1
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• pp.87-111
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• 2004

Today's organizations make every effort to achieve effective knowledge management. under the recognition that knowledge is a powerful. competitive weapon. For knowledge management to be successful, however, not only should knowledge be voluntarily offered by organizational members but also the organizational ownership of knowledge be perceived among members. In this regard. this study explores antecedent factors of organizational ownership of knowledge based on the extension of previous studies. The analysis of two hundred and fifty-five survey data indicates that cohesion of department or team, propensity to share, and task interdependence are significantly related to organizational ownership. The relationship turns out to be stronger with tacit knowledge than with explicit knowledge. Some suggestions are proposed for enhancing effective knowledge management.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.05a
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• pp.9-12
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• 2004

Developing an efficient knowledge base construction mechanism as an input method for expert systems (ES) development is of extreme importance due to the fact that an input process takes a lot of time and cost in constructing an ES. Most ES require experts to explicit their tacit knowledge into a form of explicit knowledge base with a full sentence. In addition, the explicit knowledge bases were composed of strict grammar and keywords. To overcome these limitations, this paper proposes a knowledge conceptualization and construction mechanism for automated knowledge acquisition, allowing an efficient decision. To this purpose, we extended traditional knowledge map (KM) construction process to dynamic knowledge map (DKM) and combined this algorithm with relational database (RDB). In the experiment section, we used medical data to show the efficiency of our proposed mechanism. Each rule in the DKM was characterized by the name of disease, clinical attributes and their treatments. Experimental results with various disease show that the proposed system is superior in terms of understanding and convenience of use.

• Information Systems Review
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• v.18 no.4
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• pp.155-171
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• 2016

Today's organizations make a large investment in information technology (IT) that supports knowledge management. The perceived importance of transactive memory systems (TMS) is increasing in the aspect of team performance. This study aims to understand the mediating effect of knowledge sharing and usage from the perspective of the relationship between IT support for knowledge management and TMS for team performance. To this end, this study analyzes the survey responses obtained from 224 members of 37 different teams using IT support for knowledge management. The results are as follows. First, the effect of IT support on knowledge management was significant in TMS. Second, the mediating effect of IT support on knowledge management through TMS was higher than its direct effect on knowledge sharing and usage. Third, IT support for knowledge management had a greater effect on knowledge sharing than on knowledge usage. Fourth, the effect of TMS appeared to be ordered by tacit knowledge sharing, explicit knowledge sharing, tacit knowledge usage, and explicit knowledge usage. Fifth, the relationship of team performance with knowledge sharing and usage was significant in the order of tacit knowledge usage, tacit knowledge sharing, and explicit knowledge usage.

• School Mathematics
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• v.18 no.3
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• pp.571-587
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• 2016

Nam(2008a) suggested that the role of teacher for helping students to learn mathematical structures should be the manifestor of tacit knowledge. But there have been lack of researches on embodying the manifestation of tacit knowledge. This study embodies the manifestation of tacit knowledge by showing that exemplification is one way of manifestation of tacit knowledge in terms of goal, contents, and method. First, the goal of the manifestation of tacit knowledge through exemplification is helping students to learn mathematical structures. Second, the manifestation of tacit knowledge through exemplification intends to teach students mathematical structures in the tacit dimension by perceiving invariance in the midst of change. Third, the manifestation of tacit knowledge through exemplification intends to teach students mathematical structures in the tacit dimension by constructing explicit knowledge creatively, reflection on constructive activity and social interaction. In conclusion, exemplification could be seen one way of embodying the manifestation of tacit knowledge in terms of goal, contents, and method.

• Journal of Information Technology Services
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• v.14 no.2
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• pp.315-335
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• 2015

The New Way of Working (NWOW) is changing the world in which we work today. The principles of NWOW are based on freedom of time and place to work, and steering on output (results) instead of input (presence). As NWOW is a relatively new phenomenon, research on the effect of NWOW on knowledge sharing in organizations is scarce. In this research two multiple-case studies were performed to investigate the effect of the New Way of Working on knowledge. In the first study (A) different knowledge sharing scenarios were used at organizations that were in the process of implementing NWOW. This provided the opportunity to compare the sharing of knowledge between 'NWOW workers' and employees that still worked in the traditional way (non-NWOW workers). In total 216 scenario results were evaluated to determine differences in channel choice between the traditional and new work environment. For the second study (B) a Knowledge Sharing Framework was developed, based on the theories of Nonaka and Alavi & Leidner. This framework was used to determine the type of knowledge shared, e.g. tacit or explicit knowledge, in 84 situations. Additionally, to measure the level of NWOW adoption, a NWOW Analysis Monitor was used. The results show that NWOW workers use more different communication channels than traditional workers. When knowledge workers become more mobile, they will exchange knowledge less explicit (codified) and more tacit (personalized), use less face-to-face communication, but more video calls and e-mail. The adoption of the principles of NWOW seems to have a balancing effect on the knowledge that is shared in a tacit and explicit way, which in the view of Scheepers et al. is an effective knowledge sharing strategy. The research results show organizations need to realize that the New World of Working is affecting the way knowledge is shared. Missing out on this development may result in the loss of important knowledge and impact the operation of organizations.

• Proceedings of the Korea Society of Design Studies Conference
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• 2001.10a
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• pp.11.2-11
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• 2001

• The Journal of Asian Finance, Economics and Business
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• v.10 no.1
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• pp.111-121
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• 2023

Given the gaps in the link between leadership, knowledge resource, and innovation capability, this study aims to examine the potential mediating role of knowledge sharing and moderating role of knowledge-centered culture in the relationship between transformational leadership and a firm's capability for innovation. This study applied the Structural Equation Modeling to try out proposal hypotheses in the research model through a questionnaire survey from a sample of 301 participators in 115 small and medium firms in the field of tourism and hotel. The findings disclosed that knowledge-sharing behaviors significantly mediate the transformational leadership-innovation relationship. It highlights the significant impact of explicit knowledge sharing in comparison with the influence of tacit knowledge sharing on innovation capability. The paper also reveals the crucial role of knowledge-centered culture in boosting the knowledge-sharing-innovation relationship. By exploring the mediating role of knowledge sharing and the moderator of knowledge-centered culture, the paper significantly brings insight into different mediating and moderating mechanisms to improve innovation capability. The paper significantly fills up the gaps and provides valuable initiatives on the mechanism of how transformational leadership and specific forms of knowledge-sharing behaviors positively affect innovation capability under the moderating role of knowledge-centered culture.

• Journal of Digital Convergence
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• v.20 no.2
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• pp.141-154
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• 2022

This study aims to investigate how tie strength in business networks affects successful knowledge sharing, as well as the impact of environmental uncertainty on the relationship between knowledge sharing and tie strength. We gathered data through a questionnaire-based survey of 310 employees affiliated with a high-technology industry in Korea. The results highlighted the positive influence of strong ties on tacit knowledge sharing and weak ties on explicit knowledge sharing. Additionally, in this study, we determine that strong ties are strengthened to share tacit knowledge with exchange parties when environmental uncertainty is high, whereas weak ties may remain unaffected by environmental uncertainty. This study contributes to the literature on tie strength and knowledge sharing by applying social capital theory to a high-technology industry. The findings suggest that firms must take advantage of strong and weak ties to facilitate knowledge sharing to enhance competency, create novel knowledge, and obtain a competitive advantage.