• Journal of Information Technology Applications and Management
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• 제10권4호
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• pp.1-13
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• 2003

The Knowledge Management (KM) technologies has been implemented to improve customer relationship and to develop new products and services in many organization. However, current review of articles and journals about implementations of KM reveals that effectiveness on the KM implementation is depended on an organizational culture that supports knowledge sharing. The purpose of this research is to explore the possible relationship between specific organizational culture attributes of the successfully KM technology implemented organization to improve customer relationship and to develop new products and services. The OCP and the KMTP instruments were used to identify and rank the most critical organizational culture attributes of promoting successful KM technology implementation to improve customer relationship and developing new products and services. Data were collected from twenty six US organizations involved in a KM implementation effort.

• 과학과기술
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• 제28권9호통권316호
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• pp.14-15
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• 1995

선박이 시속100km이상의 속력으로 운행하는 대형 초고속선 시대가 열리고 있다. 일본이 시속93km의 1천톤급 화물선, 노르웨이가 시속93Km의 5백톤급 초고속여객선을 개발했고 미국에선 시속102km의 1만9천톤급 대형 초고속선을 개발중이다. 육상의 고속도로에 도전한 첨단 초고속선의 개발현황을 알아본다

• International Journal of Quality Innovation
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• 제7권1호
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• pp.60-89
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• 2006

In the Knowledge-based Economic Era, all of the enterprises are facing global competitive pressure. The activities of knowledge accessing, codifying, and application will obviously become the main inner function on enterprise operation. Knowledge will be the primary competitive advantage; therefore, he who wants to hold the competitive advantage should do the knowledge management (KM) very well. In this study, we construct the research dimensions and variances by the successful factors of KM, which had been practiced very well by big enterprises inside and outside our country, and which was recommended by the related scholars. In order to approach the differences between big enterprises and small and medium-sized enterprises (SMEs) towards implementing KM, this study takes the way of questionnaire investigation to do empirical analysis and to construct the model of KM by path analysis. The study found out when implementing KM, SMEs should highlight 'leadership,' 'library-architecture,' and 'corporate culture' these three aspects, while 'information technology' and 'performance evaluation' these two aspects show no remarkable influence. It shows that he who wants to construct KM might not too overweight on information technology to build the KM system. Therefore, we suggest when implementing KM, enterprises should reinforce the corporate culture by sharing, organized KM process, learning environment for all employees, and highly authorization by top managers in order to reach the expectant success of KM. The result of this study offers practical thinking directions to reach the expectant success for the policy makers in SMEs, who are accessing to or evaluating to implement KM.

• International Journal of Quality Innovation
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• 제9권3호
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• pp.29-56
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• 2008

Since the execution of National Health Insurance system in Taiwan, the competition of medical industry is becoming more and more severe. The ways the hospital operate knowledge management (KM) concept, combine current human resources and professional knowledge by information techniques and upgrade the competitiveness through reinvention of organizational culture have become the important issues. This research is based on the relationship between KM and organizational operation, integrates the characteristic of medical institutions and framework of medical knowledge cycle and starts the research subject by questionnaires from three dimensions: current situation of KM construction in medical organizations, executive effect of KM activities and the challenges faced by KM; subsequently, from qualitative interview, this research attempts to understand how a medical organization executes and adjusts in the consideration of theory and reality as well as quality and costs when actually operates the organization. This research accesses to KM system application of medical institutions and the empirical executive benefits and difficulties through questionnaires. The research results are as follows: (1) having initial understanding toward current KM establishment of medical institutions; (2) confirming the most important items of KM establishment of medical organizations; (3) understanding the most difficulty which the medical organizations encounter when executing KM; (4) establishing medical knowledge cycle figure of the hospitals receiving interviews. Through case interview, this research profoundly accessed to the actual operation of KM application of medical organizations. The target hospitals intended to try many medical KM measures; however, during to complicated hospital organizations and cultural characteristics, the promotion was not successful and the results were not apparent. The most difficulty was to change the employees’ behavior. The targets believed that only the continuous promotion of KM can allow it to be an important aspect of organizational culture and the competitiveness could constant be upgraded.

• 한국데이타베이스학회:학술대회논문집
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• 한국데이타베이스학회 1998년도 국제 컨퍼런스: 국가경쟁력 향상을 위한 디지틀도서관 구축방안
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• pp.365-378
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• 1998

To talk… . EDMS (Enterprise Document Management System) ㆍImaging ㆍ Workflow ㆍEDM ㆍCOLD . Knowledge Management System (지식 관리 시스템) . KM Technology (구축 기반 기술) . KM Applications (KM 구축 소프트웨어) . KM Solution (KM 솔루션) . EDMS (Enterprise Document Management System)(omitted)

• 한국환경생태학회지
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• 제28권1호
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• pp.1-9
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• 2014

본 연구는 멸종위기종인 한국산 산양(n=3)의 생태 및 행동학적 특징을 밝히기 위하여 2010년 5월부터 2011년 9월까지 설악산국립공원에서 이루어졌다. 구조된 산양은 GPS Collar 발신기를 부착하여 구조된 원서식지에 재 방사하였으며, 연구기간 동안 수집된 4,752개의 위치 좌표를 이용하여 연간 행동권, 계절별 행동권, 월별 이용 고도를 분석하였다. 연구결과, 설악산 산양의 연간 행동권은 MCP 95% $0.88km^2$, MCP 50% $0.27km^2$, FK 95% $0.43km^2$, FK 50% $0.09km^2$로 계절별 행동권은 MCP 95%에서 봄 $0.47km^2$, 여름 $0.45km^2$, 가을 $0.63km^2$, 겨울 $0.50km^2$로, 가을 행동권이 넓은 것으로 나타났다. 또한 FK 95% 분석을 통해서도 봄 $0.23km^2$, 여름 $0.19km^2$, 가을 $0.33km^2$, 겨울 $0.22km^2$로 가을철 행동권이 가장 큰 것으로 나타났다. 암 수 연간행동권은 MCP 95% 수준에서 암컷 $1.03km^2$, 수컷은 $0.58km^2$로 분석되었다. 월별 이용 고도는 6, 7, 8월이 가장 높았으며 12, 1, 2월에 가장 낮은 고도를 이용했다. 본 연구는 산양의 서식지 관리 정책 및 복원과 보전을 위한 객관적 자료 확보 및 국내에서 수행 중이거나 계획 단계에 있는 야생동물의 성공적인 복원에 기여하고자 수행되었다.

• 지식경영연구
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• 제7권2호
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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.

• 한국경영과학회지
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• 제36권2호
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• pp.67-88
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• 2011

This study empirically investigated the effects of knowledge management(KM) strategic alignment on the KM activities as well as the product and process innovation of manufacturing firms. Based on the framework, which employs the usage levels of target costing systems(TCS) and information technology(IT) infrastructure, four types of KM strategies were identified and proposed：mixed, explorative, exploitative and negative strategies. In this research, these four types of KM strategies were empirically validated. According to the results of this study, it was found that when a explorative KM strategy is aligned with a low-cost strategy, KM activities are activated and the degree of a process innovation is increased. It was observed that in the case of the alignment between a differentiation strategy and a exploitative KM strategy, both KM activities and the level of a product innovation are enhanced. The results also demonstrated that for the enhancement of both a process and a product innovation through the activation of KM activities, a mixed KM strategy must be aligned with a composite business strategy, which focuses on a low-cost as well as a differentiation strategies. Accordingly, it is concluded that the KM activities and the levels of the product and process innovation can be activated or improved with the alignment of the KM strategies and business strategies.

• 한국항해항만학회:학술대회논문집
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• 한국항해항만학회 2006년도 International Symposium on GPS/GNSS Vol.2
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• pp.57-59
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• 2006

In order to apply the network adjustment, the correct ambiguities between each of reference stations must be calculated. This paper focused on the comparison of ambiguity resolution between the reference stations. Three hours test data with different baseline length from 20 km to 60 km have been analyzed. The results show that the time-to-fix between 20 km and 40 km is typically under 1 minute. However, over 60km baseline, the time-to-fix performance degrades.

• 지식경영연구
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• 제9권1호
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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.