• The Journal of the Korea Contents Association
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• v.13 no.11
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• pp.807-814
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• 2013

Because there are growing demands for new information service of Korean medicine (KM) accommodated changes in the paradigm of health communication, we aimed to apply health 2.0 - which shares health information to improve individuals' health - extensively in KM. First we studied about the concepts and characteristics of health 2.0 and analyzed the pros and cons of KM information services. Finally we drew the KM health 2.0 framework from the analyzed results. KM health 2.0 framework is designed to raise the value of KM information through circulation of certified medical information to prevent medical accident. And it is also designed to integrate information through big data analysis technology from the information of individual services to recreate KM contents.

• The Journal of Information Systems
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• v.21 no.3
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• pp.45-70
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• 2012

Based on the usage levels of target costing systems(TCS) and information technology (IT) infrastructure, this study aims to develop a framework useful for classifying four types of knowledge management(KM) strategies in manufacturing firms: process-oriented, product-oriented, mixed and negative. We adopted a multi-methodological approach by mixing both qualitative and quantitative methods. Before developing a framework, through a case study of the H Motor Company in Korea, this paper investigated and showed the functions of TCS in the management of tacit knowledge. The results from the case study indicated that with the use of TCS, a firm can create, transfer, and share diverse kinds of tacit knowledge among employees for the facilitation of process innovation. We also empirically confirmed the four types of KM strategies, and demonstrated the characteristics(i.e., size, total sales, age, and knowledge intensity) of the organizations adopting each strategy.

• IE interfaces
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• v.18 no.1
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• pp.52-62
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• 2005

Recently, several attempts have been made to introduce the process concept to knowledge management (KM) or the knowledge concept to business process management (BPM) in order to combine the advantages of the two approaches. However, clear description about their interrelationship or a comprehensive framework to combine them has not been provided. This paper explores how KM and BPM can complement each other and proposes a framework to integrate the two paradigms. The concept of process knowledge proposed by this paper focuses on the importance of business processes as knowledge, which is overlooked by existing KM or BPM research efforts. The paper proposes a framework that combines and extends the functionalities of existing knowledge management systems (KMSs) and business process management systems (BPMSs) by identifying the functionalities required to manage process knowledge from the lifecycle perspective of both knowledge management and business process management. A prototype system is also presented to demonstrate the feasibility of the proposed framework.

• Journal of Integrative Natural Science
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• v.7 no.1
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• pp.57-61
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• 2014

This study measured the stream data from the several sensors, and stores the database in MapReduce framework environment, and it aims to design system with the small performance and cluster analysis error rate through the KMSVM algorithm. Through the KM-SVM algorithm, the cluster analysis effective data was used for U-health system. In the results of experiment by using 2003 data sets obtained from 52 test subjects, the k-NN algorithm showed 79.29% cluster analysis accuracy, K-means algorithm showed 87.15 cluster analysis accuracy, and SVM algorithm showed 83.72%, KM-SVM showed 90.72%. As a result, the process speed and cluster analysis effective ratio of KM-SVM algorithm was better.

• Proceedings of the Korea Society of Information Technology Applications Conference
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• 2005.11a
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• pp.139-142
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• 2005

Recently research interest in Knowledge Management (KM) has grown rapidly. Companies regard intellectual capital as important asset and strive to deploy KM in an organization to gain a competitive edge. Many organizations currently engage in knowledge management in order to leverage knowledge both within their organization and externally to their shareholders and customers. Most of the previous research related to KM are dedicated to investigate the role of information technology in extracting, capturing, sharing, coverting organizational knowledge. Knowledge workers, however, are paid less attention though they are the key players in KM activities such as knowledge creation, dissemination, capture and conversion. We regard knowledge workers as a major component of KM and starting point of understanding organizational knowledge activities. Therefore we adopt a method to understand and analyze knowldge workers' social relationships. In this paper we investigate Social Network Analysis (SNA) as a tool for analyzing knowledge network. We introduce the basic concept of SNA and suggest a framework for implementing knowledge network by explaining how SNA can be used for analyzing knowledge network. We also propose a numerical method for identifying knowledge workers using SNA after classifying knowledge workers. The suggested method is expected to help understanding key knowledge players within an organization.

• Knowledge Management Research
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• v.9 no.1
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• pp.23-38
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• 2008

This study develops a framework and instruments to diagnose the current knowledge management(KM) status of an organization and to suggest future KM implementation directions. Based on the comprehensive review of KM literature and KM case studies, we derive three main aspects(strategic, social and technical aspect) and seven critical factors(KM strategy, knowledge worker, organizational strucuture, organizational culture, KM processe, organizational knowledge, and information technology) for the successful KM implementation. The instruments developed in this study include every specific measurement items of each critical success factor, which are expected to help not only suggest a context-sensitive KM strategy but also evaluate current KM status of a designated organization. By introducing two dimensions of KM evaluation(effectiveness and necessity), a more holistic and contingent view of KM can be assured. Academic contributions as well as practical implications are discussed. Study limitations and future research directions are also provided.

• Informatization Policy
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• v.20 no.2
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• pp.39-59
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• 2013

Majority of knowledge management(KM) studies in e-government have been confined to facilitate KM within an organization. But due to citizen-centric(citizen-driven) paradigm shift and advance of web 2.0 communication in recent years, KM between governments and citizen in e-government portals is becoming an important consideration. So a series of studies on knowledge enhanced e-government portal get under way by considering that it is necessary to enhance knowledge of e-government portal and assuming it improves the usability of portal. While the topics of knowledge enhancement and e-government(portal) are widely discussed in their own domains there is a paucity of studies that address these constructs in a joint context. This paper aims to propose conceptual framework of knowledge enhanced e-government portal through structuralization of theoretical discussion with holistic approach. This framework presents an evolutional path of knowledge enhanced e-government portal that consists of three phases and it will be used for realizing the knowledge enhanced portal project as a basic reference model.

• IE interfaces
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• v.13 no.1
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• pp.1-9
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• 2000

This study developed an integrated management framework for KM, consisting of four major management objects and organizational initiatives: managerial and technical initiatives. Based on the developed framework, it proposes a stage model of organizational KM from Initiation, Propagation, Integration to Networking stage with detail explanations focusing on management goals and activities. To validate the proposed stage model, this study conducted a preliminary study with a latent content analysis of 15 KM cases. Form the results, though is could not validate the time sequence of each stage because of the limited information of cases, it shows meaningful findings in that there are a kind of relationship among management goals, activities and characteristics of management object of cases.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.1150-1156
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• 2003

This paper suggests process knowledge management (PKM) which aims at lossless integration of business process management (BPM) and knowledge management (KM). To implement PKM, this paper suggests the concept of process knowledge and explores how to use them to extend the functionalities of knowledge management systems and process management systems by considering the lifecycle requirements of both knowledge and business processes. The framework and extended functionalities can provide a new corporate paradigm that combines the advantages of BPM and KM. Further, important corporate knowledge about business processes can be defined and managed in a single framework.

• International Journal of Knowledge Content Development & Technology
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• v.4 no.2
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• pp.67-95
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• 2014

Knowledge Management (KM) is a collaborative and integrated approach adopted at various levels to ensure that an organization's knowledge assets are best utilized to increase organizational performance. While KM has been adopted in a large number of sectors and organizations, colleges and universities, and the higher education sector in general, is yet to take full advantage of the possibilities offered by KM. Also, while past research has sought to highlight the importance of implementing KM in higher education, there is a lack of a single, clear template for KM implementation that universities leaders and administrators can adopt. The contribution of the paper is a practical, actionable, step-by-step plan, as well as a diagrammatic, theoretical framework for initiating KM successfully in colleges and universities.