• 산업경영시스템학회지
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• 제31권2호
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• pp.1-10
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• 2008

In the knowledge-based society which recognizes knowledge as a core value, knowledge management is one of the most interesting issues. The creation of knowledge within an organization occurs as a result of interactions of tacit and explicit knowledge, in process of knowledge conversion. One useful model of this process is the SECI model which stands for a process of socialization, externalization, combination and internalization of knowledge. The enterprise competitive power depends on how an organization accelerates the speed of the cycle of knowledge creation well. In this paper we introduce a knowledge management promotion system based on SECI model and proposal system to promote the cycle of knowledge creation in production fields, and study an enterprise case.

• 지식경영연구
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• 제2권1호
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• pp.109-132
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• 2001

The purpose of this article is to develop a dynamic model of organizational capabilities and knowledge creation, and at the same time identify the organizational capability factors for effective knowledge creation, by empirically analyzing the history of new Quinolone antibacterial drug compound (LB20304a) discovery process at LG, as a case in point. Major findings of this study are as follows. First, in a science-based area such as drug development, the core of successful knowledge creation lies in creative combination of different bodies of scientific explicit knowledge. Second, the greater the difficulty of learning external knowledge, the more tacit knowledge is needed for the recipient firm to effectively exploit that knowledge. Third, in science-based sector such as pharmaceutical industry, the key for successful knowledge creation lies in the capability of recruiting and retaining star scientists. Finally, for effective knowledge creation, a firm must keep its balance among three dimensions of organizational capabilities: local, process, architectural capabilities.

• Asia pacific journal of information systems
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• 제11권1호
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• pp.139-154
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• 2001

Recently, more firms have shown an interest in implementing knowledge management methods. However, few companies are capable of adopting knowledge management methods effectively to improve organizational performance because it is still unclear how these methods improve corporate performance. To find this relationship between knowledge management methods and organizational performance, this paper analyses effects of knowledge management methods on corporate performance empirically. 51 Korean firms are selected as a sample base for empirical tests. Knowledge management methods can be categorized into four styles; harmony, codification, personalization, and ignorance. For example, the emphasis of harmony style is on both knowledge reusability using information technologies and knowledge sharing through informal intimacy among employees. Corporate performance varies depending on styles. Harmony style is founded to be most effective for corporate performance. Personalization and codification styles don't show any difference. This outcome is in line with the general observation that both tacit knowledge and explicit knowledge are important for effective knowledge management.

• Asia pacific journal of information systems
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• 제14권3호
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• pp.57-75
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• 2004

The knowledge management is increasingly an important strategic weapon for sustaining competitive advantage of firms. Firms are undertaking knowledge management initiatives and making significant investments. However, there is relatively little empirical support for the impact of knowledge management on performance of firms. Understanding of the impact of knowledge management, this paper explores how knowledge management strategy influences firms' market value. We examine this issue using event study methodology and evaluate the cumulative abnormal returns for knowledge management strategy announced by firms from 1998 to 2002. The results show that firms' announcements of knowledge management strategy are positively related with firms' market value. Specially, dynamic style-which emphasizes both (i) knowledge reusability through information technologies and (ii) knowledge sharing through informal discussions among employees-has higher performance. This outcome presents empirical support to argument that the emphasis on both tacit and explicit knowledge results in better market value.

• 지식경영연구
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• 제5권1호
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• pp.57-67
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• 2004

An air traffic control organization will require knowledge management to keep competitive advantage. A traffic controllers are forced to share their tacit as well as explicit knowledge among their organization to get aircraft's safety and efficient operation. The purpose of this study is to examine which factors influence the air traffic controllers' intention of sharing knowledge for the case of Civil Aviation Safety Authority, Ministry of Construction and Transportation. An ANOVA analysis shows that a difference exists between ages in terms of open mindedness towards sharing knowledge, the search for new knowledge and the recognition of the importance of sharing knowledge.

• 한국시스템다이내믹스연구
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• 제6권2호
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• pp.5-23
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• 2005

This paper investigates a dynamic mechanism underlying the process of knowledge creation and evolution with a focus on the SECI model(standing for Socialization, Externalization, Combination, Internalization) as proposed by Nonaka and Takeuchi(1991) and broadly accepted especially among the practitioners in knowledge management field. The SECI model provides with intuitive logic and clear delineation of knowledge types between the tacit and the explicit, and embodies an interaction dynamic. However explanations of the propelling forces for the knowledge transfer over the four quadrants of the model is yet to be made. And the transmission mechanisms are not prescribed though the model mentions knowledge is created and evolved in a spiral process. This paper, therefore attempts first to extend and elaborate it into a dynamic SECI model by identifying those propelling factors and their relationships(linkages) based on the systems thinking.

• 한국경영과학회지
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• 제30권1호
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• pp.129-147
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• 2005

In Knowledge Management Systems (KMS), tacit knowledge which is usually possessed as forms like know-how, experiences, and etc. is hard to be systemized while managing explicit knowledge is comparatively easy using information technology such as databases, Recent researches in knowledge management have shown that it is more applicable in many ways to provide expert search mechanisms in KMS to pinpoint experts in the organizations with searched expertise so that users can contact them for help, In this paper, we propose an intelligent expert search framework to provide search capabilities for experts in similar or related fields according to the user's needs. In enabling intelligent expert searches, Fuzzy Abstraction Hierarchy (FAH) framework has been adopted, through' which finding experts with similar or related expertise is possible according to the subject field hierarchy defined in the system. To test applicability and practicality of the proposed framework, the prototype system, Knowledge Portal for Researchers in Science and Technology, was developed.

• 한국도서관정보학회지
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• 제33권1호
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• pp.169-192
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• 2002

지식경영은 1990년대의 중요한 이슈로서 기업사회에서 폭발적으로 나타날 개념이다. 본고에서는 지식경영의 배경 및 정의, 지식경영 분야를 지배하는 주요 지배그룹과 테마 등 주요 개념과 이슈들을 살펴보았다. 특히 명시적 지식, 암묵적 지식 및 지식 인프라를 통합하는 도형적 모델을 제사하고, 모델의 중요한 특성을 상세하게 검토하였다. 또한 능률적인 지식경영시스템의 구축방법과 전형적인 사례 및 사서의 역할을 간략히 살펴보았다.

• 기호학연구
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• 제54호
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• pp.7-36
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• 2018

마이클 폴라니의 암묵적 지식이라는 개념은 비판철학 전통 안에서 과학적 객관성이 철학적 사유를 제한하고 있다는 취지에서 나온 것으로, 사회 속에서 살아가는 사람들이 명시적으로 증명되어 학습한 지식 이외에도 의미의 영역에 묻혀 살고 있음을 강조한 개념이다. 특히, 한 사회 안에서 사람들이 공유하고 있고 증명의 대상으로 판단되지 않아서 언변으로 표면화하지 않는 지식을 그는 암묵적 지식이라고 규정하였다. 이 개념을 통해 폴라니는 비판철학 전통 안에서의 의심과 회의의 역할이 시공간적 맥락에 따라 변화함을 지적하고 비판철학을 극복한 포스트-비판철학을 구상하였다. 퍼스도 근본적인 회의가 가능하지 않음을 지적하면서 데카르트를 비판했으며, 의심과 믿음의 관계에 대한 고찰을 통해 인식의 확실성이 어디에서 오는지 탐구하였다. 이 논문은 퍼스와 폴라니의 반회의론적 입장을 비교하여 공통점과 차이점을 분석하고, 퍼스가 과학철학뿐만 아니라 과학사회학의 영역에서도 중요한 의미를 가짐을 강조한다. 폴라니의 철학적 사유는 자신의 경험에 대한 사회학적 분석에서 출발하는 것에 비해, 퍼스의 가추법은 논리학과 수학에 바탕을 두고 엄밀한 인식과 사유에 초점을 맞추고 있는 것으로 보인다. 그러나, 퍼스의 믿음과 습관에 대한 고찰을 세부적으로 살펴보면 믿음과 습관에 대한 설명에서 퍼스도 과학적 탐구의 과정을 사회적으로 파악하고 있다는 점을 발견할 수 있다. 폴라니는 과학적 인식이 명확한 원칙이나 엄밀함으로만 가능하지는 않다는 입장을 가지고 있으며, 자연과학 분야 과학자들의 공동체에 대한 구체적인 논의를 중심으로 자신의 이론을 펼친다는 점이 퍼스와의 가장 큰 차이점이다. 퍼스는 당시까지의 논리학과 수학에 대한 비판과 자신이 정의한 가추법을 지속적인 탐구의 과정과 과학자들의 공동체에 적용했으나, 폴라니는 현실 공동체에서 시작한 암묵적 지식의 개념을 충분히 발전시키지 못하고 개인적 지식이라는 영역 자체의 사회적 구조와 함의를 모호하게 남겨둔 한계를 가지고 있다.

• 지식경영연구
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• 제2권1호
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• pp.25-44
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• 2001

There are two types of organizational knowledge in terms of its creation process: experiential and analytical knowledge. The experiential knowledge is created by repetitive experiences of an individual or team through task execution, while the analytical knowledge is acquired by analyzing accumulated data or information in the organization. The experiential knowledge often remains tacit or implicit in the organization because it is primarily acquired at an individual or team level. Therefore, the issue on the experiential knowledge is to share it actively within the organization. On the other hand, the analytical knowledge is explicit in its nature since it is extracted from data or information. Thus, it is important to guide a systematic creation of the analytical knowledge rather than encourage to share it. The current trend of "knowledge management" mainly focuses on the experiential knowledge - know-how, idea, case, etc - and neglects another important knowledge in the organization. i. e., analytical knowledge. This paper tries to shed a new light on the "knowledge management" arena by introducing rather new perspective in the concept of knowledge. The purpose of this study is to identify the factors affecting the analytical knowledge creation in the organization. We conducted an exploratory case study of three companies with a previously defined research framework and found some critical factors for the analytical knowledge creation. They are "organizational resource", "effectiveness of feedback process", "data source management", and "experimental mind set". Finally, we proposed research model and propositions regarding the analytical knowledge creation in the organization.