• Journal of the Korean BIBLIA Society for library and Information Science
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• v.33 no.1
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• pp.47-70
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• 2022

The purpose of this study is to empirically verify the factors(organization managerial factors, relational factors and personal factors) that affect the knowledge sharing intention of records management specialists. A total of 126 responses were used for the final analysis and the findings of this study are as follows: First, managers' interests and supports had a significant positive effect on tacit knowledge sharing intention, but evaluation and compensation system had a negative effect on tacit knowledge sharing intention. Second, job stress was found to have a significant positive effect on the intention of knowledge sharing(tacit, explicit). It is required to form an organizational culture where records management specialists can freely participate in knowledge sharing activities with the interest and support of managers. In addition, the process of continuously improving the causes of one of the causes of job stress, such as awareness improvement and deprivation, should be carried out through records management training for all employees. This study is meaningful in that it provides policy implications for promoting knowledge sharing as a solution to the managerial problems faced by records management specialists by utilizing the current staffing structure.

• The Journal of Information Technology
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• v.4 no.1
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• pp.39-54
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• 2001

Knowledge can be characterized in many ways. We have categorized internal and external knowledge by its position, tacit and explicit knowledge by the degree of formalization, and general and innovative knowledge by the power of competitive advantage. They is, often, mixed in real world. Under New Economy, firms must conduct the analysis of various knowledge embodied employee's skill, its products and business process, and create a new added value. Knowledge is the important strategic resource and the ability to capture, organize, store and apply is the critical capability for substantial competitive advantage. For establishing the steps of knowledge management strategy, we described below - the identification of intellectual capital, value analysis, the building of knowledge infrastructure, the knowledge organization, value creation, and the knowledge evaluation and dynamic knowledge management.

• Korean Security Journal
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• no.3
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• pp.273-305
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• 2000

The knowledge substitutes the traditional factors of production - land, labor, and capital - and has become one of the most important new resources. The Internet Knowledge Society is where the knowledge is the major source of development and competition. Now more than 350mi11ion computers are connected to internet servers and the internet users are more than 250mi11ion. The purpose of this paper is to propose some key factors for implementing the Police Knowledge Management System(PKMS) based on Intranet. With Information Technology(IT), the police administrative system will be much more efficient. Introducing the If into the system is critical for restructuring the police administrative system. This paper concludes as follows : ■ Knowledge is divided into tacit and explicit one. Knowledge process is divided into acquisition, accumulation, distribution and creation of knowledge. ■ The IntraNet is composed of Web server, FTP server, electric-mail server, and is constructed security system to safety. ■ All policemen are bound to serve as a new knowledge worker. ■ Police organization needs to operate data management system. The organization also needs to the Police Knowledge Management Center(PKMC). And the Police Chief Knowledge Officers(PCKO) needs to be appointed to manage the PKMC. ■ An information and knowledge infrastructure(various databases are the most important factor) should be established within the organization to promote the self-directed management, the interactive communication, and the learning ability of the members.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.11
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• pp.133-143
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• 2021

This study investigates the relationship between social capital and enterprise performance with knowledge sharing as the mediator. By employing the data of 677 respondents collected from delivering questionnaires to small and medium-size firms in Vietnam in 2020, this study suggests a two-step approach that combines exploration factor analysis (EFA), confirmatory factor analysis (CFA), and path analysis (SEM). The empirical findings significantly support our proposed model by demonstrating that knowledge sharing mediates the connection between all three elements of social capital and enterprise performance. At the same time, the results emphasize the importance of knowledge sharing as a major benefit of social capital and a substantial driving element of both operational and financial performance. The results show that all three social capital qualities (structural, relational, and cognitive) significantly impact both tacit and explicit knowledge sharing, while knowledge is one of the main routes connecting social capital to enterprise performance. Hence, our research model may be used in future studies to evaluate social capital, knowledge sharing, and firm performance as a new theoretical model. Our results offer a plausible explanation for how social capital improves knowledge sharing and enterprise performance.

• International Journal of Contents
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• v.6 no.3
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• pp.65-70
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• 2010

This paper addresses the importance of knowledge management (KM) and the relationship of that theory when applied to improving interior design organizational performance in four areas: people, processes, design products, and organizational performance. Included is the way knowledge theory manifests in three different professional settings: coaching and training, designing, and service settings. Knowledge management, although well established in interior design services, requires effort in coaching and training as motivation is a critical variable. Whereas, strategies for knowledge management vary from industry to industry given diversity in situational variables, knowledge in each professional setting can be significantly aided by capturing and storing empirical, tacit, and explicit information, providing real-time electronic storage and retrieval of information [5] and consistent with transformational theory, through opening communication channels across the full range of the organization, inspiring and motivating individuals, and aligning all members of the organization toward a common vision [8]. Professional settings discussed in this paper are:(a)an learning organization enumerated in KM; (b)designing factors for managing knowledge theory themes; and (c)service, effective, efficient, and innovative KM application that is relevant to the process of developing effective KM for interior design service organizations. Folded within each will be a discussion on KM's impacts on visions, strategies, costs, and organizational performance. It has reiterated the impact of KM on one level might lead to synergistic impacts on another. Thus, KM has the potential to produce several interconnected impacts on people, design products, processes, and organizations.

• Journal of the Korean Institute of Illuminating and Electrical Installation Engineers
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• v.26 no.11
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• pp.97-103
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• 2012

The basic processing unit for instant ramen noodles includes mixing, rolling, boiling, frying, cooling, and packing processes. For uniform thickness of dough sheets in rolling process, the roll-gap in rolling process needs to keep uniform thickness of flour sheets in spite of different kinds of raw materials. In this paper, we have developed a roll gap adjustment system using a PLC (Programmable Logic Controller) with a touch panel and an AC servo-mechanism to make dough sheets with a good gluten starch-network structure and uniform thickness and to contribute to process standardization by transferring from tacit knowledge of skilled workers to explicit knowledge. The developed system can adjust the roll gap in units of 0.01mm and correspond to various product items which have different thickness specification by recalling the presetting values of the desired thickness from database.

• Journal for History of Mathematics
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• v.22 no.3
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• pp.113-130
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• 2009

It can be said that the teaching and learning of mathematical problem solving has been greatly influenced by G. Polya. His heuristics shows down the explicit process of mathematical problem solving in detail. In contrast, Polanyi highlights the implicit dimension of the process. Polanyi's theory can play complementary role with Polya's theory. This study outlined the epistemology of Polanyi and his theory of problem solving. Regarding the knowledge and knowing as a work of the whole mind, Polanyi emphasizes devotion and absorption to the problem at work together with the intelligence and feeling. And the role of teachers are essential in a sense that students can learn implicit knowledge from them. However, our high school students do not seem to take enough time and effort to the problem solving. Nor do they request school teachers' help. According to Polanyi, this attitude can cause a serious problem in teaching and learning of mathematical problem solving.

• Knowledge Management Research
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• v.10 no.3
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• pp.51-80
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• 2009

The purpose of this study is to empirically analyze the impact that occurs when Korean organizations make practical use of various information technology tools and systems in the knowledge management process, such as sharing, learning and creating knowledge. Such a process is usually made through online and offline knowledge management activities. This paper also verifies how the externalization of tacit knowledge, and the internalization of explicit knowledge via the Internet and offline socialization activities have altered the mechanisms of knowledge transfers inside organizations. For the research, a survey was conducted on the satisfaction and usability levels of information technology, and the impact of IT usage on the results of knowledge management activities and knowledge transfers. 622 Korean organizations were surveyed, including major listed firms and public organizations. The results were examined as an online/offline integration process using SECI's Model proposed by Nonaka (1994, 1995). The analysis shows that information technology satisfaction and the usage of information technology help accelerate the pace of the knowledge flow and amplify the volume of the knowledge transfer by boosting the externalization and internalization processes-also known as knowledge management activities. However. there is no distinct correlation between information technology and socialization, an offline knowledge transferal activity. In particular, the quality of knowledge-an end result of knowledge transfer-does not improve merely by the externalization of online knowledge and instead requires the internalization of knowledge processes. Above all, the research reveals that offline socialization processes vastly contribute to the improvement of knowledge quality. This paper suggests that in order to ensure a transfer of quality knowledge, an organization or a company should focus on the use of information technology rather than the satisfaction level of information technology, and that knowledge transfers via the Internet has limitations in creating high quality of knowledge. For an organization to ensure the transfer of high-quality knowledge, the organization should not entirely hinge the transfer of knowledge online, as it is essential to have an offline method-a form of socialization such as a 'community of practice.'

• Knowledge Management Research
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• v.9 no.1
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• pp.97-116
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• 2008

The purpose of this study lies in examining how knowledge management was applied to PMI(Post Merger Integration) in bank merger. Individuals and organizations in Korea have experienced a lot of changes since the 1997 foreign exchange crisis. In such a situation, individuals came to think the only thing to rely on was personal knowledge. Since organizations had to lay off workers in order of their birth year, not based on whether or not individuals had the knowledge necessary for the organizations, they needed to have such a system that could use their explicit knowledge and even outside knowledge or customers' knowledge as IT developed by changing individuals' tacit knowledge into explicit knowledge as needed in order to continue to maintain their competitiveness and for their own development. Thus, each firm started to pitch for the introduction of knowledge management. Individuals started to store their own experience and knowledge in their homepages or blogs. It was Woori Bank, the merged bank of Hanil Bank and Commercial Bank of Korea, that introduced the knowledge management system and Shared Service Center, in which knowledge creation is available, for the first time in the banking business. Its previous name was Hanbit Bank. Hanbit Bank wanted to construct an advanced bank system, bringing in their chief information officer(CIO) from a foreign bank and introducing an IT software used in Spanish banks to adjust all banking processes to it. However, they could not help giving up the plan in the middle of the road since there was a great difference between Spain and Korea in the financial system and more than 30% of software package had to be changed. In this situation, PMI was delayed, and customer inconvenience continued, which made the integration of organizational cultures slow down. As a breakthrough in this situation, knowledge management was introduced. To integrate knowledge of two organizations in the process of PMI is an important job for all merger candidates. This study aims at presenting the successful results from using knowledge management as a means to PMI ahead of other financial institutions so they can apply them to their organizations. PMI was not achieved properly after the two banks had been merged as Hanbit, but entering the era of Woori Bank, workers were integrated under one standard organization following the organizational and knowledge integration, and knowledge management was introduced for an efficient sharing of knowledge among members. A great number of mergers have occurred up to now, but Woori Bank is the first case that used knowledge management as a means to both PMI and competitiveness enhancement. Probably it was an appropriate time when Woori Bank introduced knowledge management as it was organized. Since Hanil Bank and Commercial Bank of Korea had not introduced knowledge management until then, it could use knowledge management as a means to PMI. Using knowledge management, it could create a new organizational culture and increase competitiveness in the banking industry.

• Korean Journal of Construction Engineering and Management
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• v.3 no.4 s.12
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• pp.104-113
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• 2002

Knowledge Management(KM), represented as a way to sustain or gain competitive edge in domestic construction companies since late 1990s economic fluctuation, whose priority is to transform individual tacit knowledge into explicit organizational one. Also, accompanied by academic researches, they come to turn their interests on KM leveling and its results. However, they went too far to KM results without commenting what their KM capabilities are and where they should lead. Thus, this research work suggests a leveling model for KM, especially construction company, whose role is to diagnose which parts they should be encouraged or how to strengthen their present capabilities.