• Knowledge Management Research
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• v.7 no.2
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• pp.35-52
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• 2006

Increasing competitive pressure, the constantly accelerating transformation of the economy, and a stronger focus on value creation have initiated the search for sustainable sources of competitive advantage in organizations. In this context, the concept of treating organizational knowledge as a valuable strategic resource has become quite popular recently. Knowledge has become the most critical component in the struggle for sustained competitive advantage and knowledge management (KM) has also been described for its possible role in creating sustainable competitive advantage. In order to examine the contingency between KM resources, KM strategies, and KM performance of organizations, a contingency model of KM, which is based on resource-based theory as well as knowledge-based theory, is developed from the information systems and strategic management literature in order to assess the following questions: (i) What KM resources affect the organization's KM strategies? (ii) Is there a relationship between KM strategies and organizational performance enhanced by KM? A detailed exploratory analysis of survey responses from 79 Korean companies provides the following significant findings: (i) This study found support for the proposed contingency model of KM; (ii) The organization's KM strategies are determined by social resources and its capabilities; (iii) An organization with a culture-based KM strategy is more likely to enhance organizational KM performance than an organization with a technology-based KM strategy.

• Knowledge Management Research
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• v.13 no.1
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• pp.25-39
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• 2012

According to knowledge-based view, knowledge is an essential strategic resource for a firm to retain sustainable competitive advantage. As knowledge is created and disseminated throughout the firm, the firm can enhance its capability to respond to new and unusual situations. Thus, a lot of companies actively manage their knowledge and intellectual capital. Especially, knowledge management (KM) activities in R&D organizations play a critical role in enhancing R&D performances such as innovation capability. In this regard, this study develops a theoretical model to examine the effects of R&D KM activities on R&D performance. The research model posits KM participation, knowledge management system (KMS) use, and community of practice (CoP) as the main activities of R&D KM. This study proposes that R&D shared knowledge quality and R&D KM satisfaction play a mediating role between R&D KM activities and its performance. The proposed research model was tested by using survey data collected from 248 employees in an R&D department. PLS (partial least squares) was employed for the analysis of the data. The findings of this study showed that R&D KM activities play a significant role in enhancing R&D performance. The findings revealed that R&D shared knowledge quality is not significantly related to R&D performance, while R&D KM satisfaction significantly influences R&D performance. The theoretical and practical implications of the findings were described.

• Journal of the Korean Society for Railway
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• v.19 no.3
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• pp.288-296
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• 2016

A 400km/h simple catenary system was constructed as a test line in Korea. In the design stage of this system, the pre-sag was one of the engineering issues most focused on. It is known that the pre-sag improves the current collection performance in a certain band of high speed. However, the effect of pre-sag at 400km/h has not yet been established. To grasp a better pre-sag in the 400km/h catenary, we transacted the dynamic performance prediction simulation between catenary and pantograph under conditions of 0 and 1/3000 pre-sag. The level of 0 pre-sag was adapted for the 400km/h catenary design after reviewing predictions. We constituted the 1/3000 pre-sag sample section (about 1km) while constructing the 400km/h catenary test-bed (28km) of 0 pre-sag. With a HEMU-430X train, the contact forces were measured in the test-bed including the pre-sag sample section. In this paper, the predicted and measured dynamic performance values (contact forces) for 0 and 1/3000 pre-sag are described and compared. It is conclusively confirmed by analytical and experimental examination that the non pre-sag showed better dynamic (current collection) performance than that of the 1/3000 pre-sag for the 400km/h catenary system.

• The KIPS Transactions:PartD
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• v.14D no.7
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• pp.791-800
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• 2007

The purpose of the research is to investigate the impact of the implementation and recognition for KM strategies on KM performances in public enterprises. The research identified critical factors of KM strategies and performances through literature review, measured the degrees of implementation and significance recognition for the strategies targeting public enterprises, and analyzed the KM performance levels based on the combined degrees of the implementation and the recognition for KM strategies. The findings illustrate that not only the KM strategies implementation, but also the significance recognition can affect the KM performances. The researchers urge that organizations, in advance, should request their employees' understanding and significance recognition for KM strategies to successfully implement their knowledge management.

• The Transactions of The Korean Institute of Electrical Engineers
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• v.65 no.2
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• pp.365-369
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• 2016

The 350[km/h] catenary system was successfully opened in Honam high speed line. This 350[km/h] catenary system is firstly constructed in South Korea. Therefore the current collection performance of this system should be tested and evaluated by the authority. This paper describes the testings by running of HEMU-430X train and the evaluation criteria and result analysis to determine whether the performance of the catenary is good or not as a verification of catenary-pantograph interface. In detail, the contact force by pantograph, arcs by loss of contact and uplift amount of the catenary support were measured and discussed as a category of the current collection performance.

• The Journal of the Korea Contents Association
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• v.10 no.9
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• pp.348-362
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• 2010

In the Knowledge-based economy, it is inevitable for companies to implement knowledge management(KM in short) to improve management performance. In order to better understand the KM, it is necessary to examine the relationship between success factors of KM and KM performance in agribusiness sector. This study empirically analyzes the impact of success factors of Knowledge Management on companies' management performance in agribusiness cluster. From the survey data of 43 companies located in Sunchang fermented soybean products Industrial cluster, the study finds that four factors- learning culture, network, knowledge sharing and knowledge creating- influence management performance in a positive way. It also examines whether Industrial cluster strategy functions as a moderator between KM success factors and companies' performance. Furthermore, this study concludes that Sunchang fermented soybean Industrial cluster has not reached to the final stage of KM and suggests elements for further improvements.

• The Journal of Information Systems
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• v.19 no.3
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• pp.149-179
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• 2010

This study empirically investigated the effects of both organizational culture(i.e., innovative, supportive and bureaucratic) and information technology(IT) infrastructure(i.e., knowledge storage, transfer and search IT) on the knowledge management(KM) activities(i.e., knowledge creation, sharing and application) in Korean manufacturing firms. We also partially demonstrated the impact of KM activities on the KM performance(i.e., KM satisfaction) of a firm. Through multiple regression analyses, it was found that innovative and supportive culture, and IT infrastructure have a positive impact on the activation of KM activities. The results of this study also showed that the innovative and supportive culture positively influence the adoption of IT infrastructure, and through the construction of IT, they have an indirect effect on KM activities. With a structural equation modeling technique, the causal relationships among organizational culture, IT infrastructure, knowledge management activities, and KM performance were confirmed. Hence, it is concluded that culture and IT infrastructure have direct effects on KM activities, and culture also indirectly influences KM activities through the adoption of IT infrastructure.

• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.4
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• pp.89-103
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• 2006

The purpose of this study is to examine influential factors in knowledge-sharing and to analyze how these factors influence the performances of knowledge management (KM) in public enterprises. Influencing factors of KM in this study include evaluation-compensation, knowledge management system, learning culture, and organizational structures. As a result, analysis turned out to be the KM system and organizational structure directly effects knowledge-sharing and KM performances. And knowledge-sharing performed as mediating effect between independent variables such as compensation system and organization structure, and dependent variable like KM performance. Therefore, this study concludes that each factor of evaluation-compensation system and learning culture has directly influenced to knowledge-sharing, yet KM performances have Indirectly influenced.

• Journal of the Korea Institute of Information and Communication Engineering
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• v.24 no.8
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• pp.1086-1094
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• 2020

AThis paper measured real sea area for performance analysis according to distance from west sea and south sea of Korea. The performance of the underwater OFDM system was analyzed by comparing the performance of the West and South Seas by adjusting the number of data repetitive transmissions and the pilot symbol placement interval parameters based on the real-sea data measured from the distance and Data rate of the West and South Sea vessels. In conclusion, when comparing the performance of the South Sea at the Data rate and distance, the BER performance of the South Sea was similar at the 5 km South Sea and 1 km West Sea under the same conditions. Placement interval of pilot symbol at 10 km of South Sea and 3 km of West Sea is (𝚫f, 𝚫t) = (6, 3) and the number of times the PRB is (R_f, R_t) = (2, 1) repeated. We confirmed that we can send high data over long distances in the South Sea.

• The Journal of Information Systems
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• v.10 no.2
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• pp.165-192
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• 2001

Knowledge Management (KM) is the systematic, explicit, and deliberate building, renewal, and application of knowledge to maximize an enterprise's knowledge-related effectiveness and performance from its knowledge assets. KM applies systematic approaches to find, understand, and use knowledge to create new capabilities, solve problems, enable superior performance, and encourage innovation. The purpose of this research is to identify the relationship of KM capabilities (KM infrastructures and KM processes) and organizational effectiveness and performance. An empirical research of the relationship of knowledge management capabilities and organizational effectiveness and performance is conducted from the information systems and knowledge management literature in order to access the following questions: (1) Does the knowledge management infrastructure contribute to the organizational effectiveness and peformance? (2) Does the knowledge management process contribute to the organizational effectiveness and peformance? The research design employs a mail survey questionnaire for gathering data from 500 firms in a number of industries. From a mail survey of 61 top managers of knowledge management, the results of empirical analyses provide the following major findings: (1) While the external effectiveness of organization is influenced by the cultural infrastructure of knowledge management, the overall performance of organization is influenced by the structural infrastructure of knowledge management. (2) While the external effectiveness of organization is influenced by the application and protection processes of knowledge management, the overall performance of organization is influenced by the knowledge acquisition process of knowledge management.