• Journal of Family Resource Management and Policy Review
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• v.2 no.1
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• pp.47-57
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• 1998

This paper delves into philosophical aspects of institutional household(IH) study. The paper argues that it is also necessary to investigate theoretical, methodological, and philosophical issues, not only prescriptive, practical, and managerial ones, in order to establish a field of study as an independent area of academic discipline. In that sense the paper is expected to contribute to the establishment of "the science of IH" as well as the growth of knowledge in that field. For philosophical discussions, the paper first reviews overall sub-fields of philosophy of science such as ontology, epistemology, methodology, and the debate on human nature. Then, it focuses on philosophical issues relating to the nature of IH including (1) the substance of institutional household as scientific investigation, (2) the epistemological basis of IH study, (3) the possibility of normal methodology in studying IH, (4) the values that IH ought to pursue, and (5) the rationale and autonomy of IH study. In the conclusion section, the paper discusses why the study on philosophical aspects in IH is critical in academic community of family resource management.anagement.

• Korea Journal of Hospital Management
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• v.11 no.4
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• pp.37-62
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• 2006

This study investigates the antecedents of knowledge sharing behavior focusing on the individual level factors in an assumption that the behavior is initiated from the individual level decisions. A hypothesis that the relation between personality trait and behavior is mediated by the social-cognitive constructs contained in the Theory of Planned Behavior(TPB) is tested. For the study, we suggest a TPB extended model that extends original TPB model by including conscientiousness facet of FFM(Five Factor Model). This study uses a cross-sectional design. Data were collected from a self-reported survey on 197 nurses in a tertiary hospital. The results showes a significant positive relationship between the conscientiousness facet of FFM and knowledge sharing behavior. In the TPB extended model, the conscientiousness facet has significant direct effects on all the constructs of original TPB model. Of the TPB exogenous constructs, the social norm construct alone has a significant effect on intention and the perceived behavioral has a direct significant effect on the knowledge sharing behavior. These results confirm the importance of conscientiousness in predicting knowledge sharing behavior and clarify the characteristics of knowledge sharing behavior as a contextual, job oriented behavior in a workplace. We conclude that personality trait as conceptualized in the FFM needs to be integrated into TPB model in explaining the knowledge sharing behavior. Based on these results theoretical and practical implications are discussed.

• Knowledge Management Research
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• v.16 no.3
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• pp.129-147
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• 2015

Building on previous literature of human resource management and development, this paper investigates the effect of various characteristics of informal education a firm offers on employees' individual creativity. we identify quantity, quality, and variety as three critical components of informal educational and training circumstances. Data from a multi-informant survey conducted to 442 employees in Korean postal service show that a firm's informal educational training has significant effects on its employee creativity. The results indicate that enough high quality of program, various training method have a positive relationship with his/her individual creativity although time and opportunity don't have an critical impact on employee creativity. This study highlights the importance of a firm's informal education in terms of motivation and skills, and helps to explain individual discrepancies in creativity.

• Knowledge Management Research
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• v.16 no.2
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• pp.193-212
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• 2015

A corporate university (CU) is an educational institution established by an organization whose primary purpose is not education. Traditionally, a CU is considered a training facility to improve organizational performance. However, the proliferation of the CU has engendered its diverse purposes, roles, and forms. This study attempts to identify three types of the existing CUs: (a) a CU to improve organizational performance; (b) a CU to satisfy employees' learning needs; and (c) a CU to develop a competent national workforce. Also, this study suggests a holistic CU model including the three CU types. In order to transform a CU to a multifunctional CU embracing all three types of CU, organizations should (a) provide communication and collaboration channels, (b) present clear organizational goals, (c) establish organizational policies/systems to encourage learning in CUs, and (d) devise an effective approach to evaluate the impact of CUs. Organization' s critical roles in the development of CUs can assist CUs in becoming the core of knowledge management.

• Iberoamérica
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• v.13 no.1
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• pp.351-388
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• 2011

Many global business failures have been ascribed to a lack of intercultural competence, especially to a lack of an adequate conceptualization and definition of intercultural competence, focusing instead on the knowledge, skills, and attributes that appear to be its antecedents. Intercultural competence should be perceived as multifaceted important components of global management capabilities. Depending on the related concepts of intercultural competence, such as global mindset, intercultural sensitivity, and cultural intelligence, dynamic aspects of intercultural competence as learning process are suggested. Also, the domain of intercultural competence in the context of global management or business comprised three dimensions - perception management, relationship management, and self management. Each dimension is characterized by facets that further delineate aspects of intercultural competence. With respect to the domain of intercultural competence, appropriateintercultural training methods should be designed. In practice, human resource managers may benefit from gaining knowledge about which measures to use for identifying employee's weakness in intercultural competence in order to create appropriate training programs.

• Proceedings of the Korea Contents Association Conference
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• 2006.05a
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• pp.223-226
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• 2006

The development of Semantic Web basically requires knowledge induced from the formalization and semantization of information, and thus ontology should be introduced as a knowledgization tool. URI(Universal Resource Identifier) is an indispensible scheme to uniquely indicate individuals on ontology. However, it is difficult to find the use cases of URI in real data including science & technology publications. This paper describes the method to construct human resources based on URI which are the critical components on national R&D reference information ontology. We use co-authors, e-mails, publication date, and affiliation for discriminating authors with the same strings. HRST is referred to acquire human resource URIs. We expect the human resources would be adopted to outcome analysis applications such as researcher network analysis and outcome statistics.

• Knowledge Management Research
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• v.22 no.1
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• pp.85-103
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• 2021

While there is a rapid transition to smart work due to COVID-19, not many studies have measured the changes in organizational culture after firm-wide institutionalization of smart work. Through a questionnaire and a series of stakeholder interviews, this study examined how and to what extent employees' perception of organizational culture changed after the introduction of smart work in a large leisure service company H in South Korea. The working culture of the organization is measured as the changes in the organizational members' perception on seven dimensions: strategic innovativeness, organizational flexibility, fair human resource management, rational decision making processes, organizational vitality, trustful collaboration, proactive leadership. The results demonstrated that, after the introduction of smart work, the organizational members' perception on strategic innovativeness, organizational flexibility, organizational vitality, trustful collaboration have declined significantly while the changes in fair human resource management, rational decision making processes, and proactive leadership are insignificant. Though found to be insignificant, follow up interviews revealed that participants think that the role of management leadership is very critical for the smart work systems to be institutionalized successfully. While the smart work may have different effects depending upon industry or organizational characteristics, this study present a case for changes in organizational culture after institutionalizing smart work. Implications are discussed with further research issues at the end.

• Asia pacific journal of information systems
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• v.18 no.4
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• pp.57-81
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• 2008

Knowledge is an essential strategic weapon for sustaining competitive advantage and is the key determinant for organizational growth. When knowledge is shared and disseminated throughout the organization, it increases an organization's value by providing the ability to respond to new and unusual situations. The growing importance of knowledge as a critical resource has forced executives to pay attention to their organizational knowledge. Organizations are increasingly undertaking knowledge management initiatives and making significant investments. Knowledge sourcing is considered as the first important step in effective knowledge management. Most firms continue to make an effort to realize the benefits of knowledge management by using various knowledge sources effectively. Appropriate knowledge sourcing strategies enable organizations to create, acquire, and access knowledge in a timely manner by reducing search and transfer costs, which result in better firm performance. In response, the knowledge management literature has devoted substantial attention to the analysis of knowledge sourcing strategies. Many studies have categorized knowledge sourcing strategies into intemal- and external-oriented. Internal-oriented sourcing strategy attempts to increase firm performance by integrating knowledge within the boundary of the firm. On the contrary, external-oriented strategy attempts to bring knowledge in from outside sources via either acquisition or imitation, and then to transfer that knowledge across to the organization. However, the extant literature on knowledge sourcing strategies focuses primarily on large organizations. Although many studies have clearly highlighted major differences between large and small firms and the need to adopt different strategies for different firm sizes, scant attention has been given to analyzing how knowledge sourcing strategies affect firm performance in small firms and what are the differences between small and large firms in the patterns of knowledge sourcing strategies adoption. This study attempts to advance the current literature by examining the impact of knowledge sourcing strategies on small firm performance from a holistic perspective. By drawing on knowledge based theory from organization science and complementarity theory from the economics literature, this paper is motivated by the following questions: (1) what are the adoption patterns of different knowledge sourcing strategies in small firms (i,e., what sourcing strategies should be adopted and which sourcing strategies work well together in small firms)?; and (2) what are the performance implications of these adoption patterns? In order to answer the questions, this study developed three hypotheses. First hypothesis based on knowledge based theory is that internal-oriented knowledge sourcing is positively associated with small firm performance. Second hypothesis developed on the basis of knowledge based theory is that external-oriented knowledge sourcing is positively associated with small firm performance. The third one based on complementarity theory is that pursuing both internal- and external-oriented knowledge sourcing simultaneously is negatively or less positively associated with small firm performance. As a sampling frame, 700 firms were identified from the Annual Corporation Report in Korea. Survey questionnaires were mailed to owners or executives who were most erudite about the firm s knowledge sourcing strategies and performance. A total of 188 companies replied, yielding a response rate of 26.8%. Due to incomplete data, 12 responses were eliminated, leaving 176 responses for the final analysis. Since all independent variables were measured using continuous variables, supermodularity function was used to test the hypotheses based on the cross partial derivative of payoff function. The results indicated no significant impact of internal-oriented sourcing strategies while positive impact of external-oriented sourcing strategy on small firm performance. This intriguing result could be explained on the basis of various resource and capital constraints of small firms. Small firms typically have restricted financial and human resources. They do not have enough assets to always develop knowledge internally. Another possible explanation is competency traps or core rigidities. Building up a knowledge base based on internal knowledge creates core competences, but at the same time, excessive internal focused knowledge exploration leads to behaviors blind to other knowledge. Interestingly, this study found that Internal- and external-oriented knowledge sourcing strategies had a substitutive relationship, which was inconsistent with previous studies that suggested complementary relationship between them. This result might be explained using organizational identification theory. Internal organizational members may perceive external knowledge as a threat, and tend to ignore knowledge from external sources because they prefer to maintain their own knowledge, legitimacy, and homogeneous attitudes. Therefore, integrating knowledge from internal and external sources might not be effective, resulting in failure of improvements of firm performance. Another possible explanation is small firms resource and capital constraints and lack of management expertise and absorptive capacity. Although the integration of different knowledge sources is critical, high levels of knowledge sourcing in many areas are quite expensive and so are often unrealistic for small enterprises. This study provides several implications for research as well as practice. First this study extends the existing knowledge by examining the substitutability (and complementarity) of knowledge sourcing strategies. Most prior studies have tended to investigate the independent effects of these strategies on performance without considering their combined impacts. Furthermore, this study tests complementarity based on the productivity approach that has been considered as a definitive test method for complementarity. Second, this study sheds new light on knowledge management research by identifying the relationship between knowledge sourcing strategies and small firm performance. Most current literature has insisted complementary relationship between knowledge sourcing strategies on the basis of data from large firms. Contrary to the conventional wisdom, this study identifies substitutive relationship between knowledge sourcing strategies using data from small firms. Third, implications for practice highlight that managers of small firms should focus on knowledge sourcing from external-oriented strategies. Moreover, adoption of both sourcing strategies simultaneousiy impedes small firm performance.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1996.04a
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• pp.421-424
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• 1996

To provide an appropriate knowledge representation technique dependent on a particular domain, we consider the combine analytic hierachy process(CAHP). This is an extended method of the conventional AHP which is useful when two different expert groups are involved. Our problem domain is confined to human resource management including such major activities as planning, selection, placement, compensations, performance evaluation, training, and labor-management relations. We prioritize rules, frames, semantic nets, and predicate logic representation techniques best suited to each and all domains through an exploratory study.

• Journal of the Korean Society for information Management
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• v.30 no.4
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• pp.61-91
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• 2013

In order to achieve effective human resource development in LIS fields, it is essential to have strategies to nurture and utilize those human resources, in relation to supply and demand as well a sound legal foundation supporting those strategies. Such strategies and legal foundation can only be developed from a complete knowledge of the current status of human resources in the LIS and related industries. This study, therefore, conducted research on the basic employment status, employment environment, and an overall analysis of related issues, in order to address policy implications on the effectiveness of human resource development in the LIS field. This research included the current status of policy environments that involve social environment, and related institutions and laws, and human resources developments as well as the current requirements of librarians in the field, based on a demand survey of LIS employment. It was found that first, there are three distinguishable factors in LIS employment: a feminization of librarianship, an increase in temporary posts, and a high entering ratio into the library workplace. Second, while there were only little differences in the given tasks between full-time and temporary employees, the differences in salary and welfare were considerably larger. Third, field requirements for librarian education included a mentoring system with field experts, short-term internships, and librarian apprenticeships, while job requirements included internship or apprenticeship, language skills, various license acquisition, and career management. Fourth, librarians with licenses for related organizations held 20% more librarian licenses overall.