• 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.

• Asia pacific journal of information systems
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• 제15권1호
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• pp.135-152
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• 2005

In order to explore a relationship among KM context, KM effects, and sustainability of competitive advantage of organizations, a contingency model of KM, which is based on resource-based as well as knowledge-based theory, is developed from the information systems and strategic management literature. To put it concretely, our motivation for this paper was to answer the following questions: (1) What factors affect the degree to which an organization achieves KM effects? (2) Is there a positive relationship between KM effects and organizational performance achieved by linking KM to competitive advantage? A detailed exploratory analysis of survey responses from 79 Korean companies provides the following significant findings: (1) This study found support for the proposed research model. (2) The organization's degree of process and organizational outcomes of KM effects is determined by technical and social resources and its capabilities. Furthermore, the influence of technical and social resources of KM context on process and organizational outcomes of KM effects is controlled by different types of organizational perspectives on KM. (3) There is a relationship between process and organizational outcomes of KM effects and organizational performance enhanced by linking KM to competitive advantage.

• 국제학술발표논문집
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• The 3th International Conference on Construction Engineering and Project Management
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• pp.173-183
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• 2009

Knowledge management (KM) is one of the useful management tools in today's project management (PM) practice, such as construction projects. Nobody can deny the importance of "useful knowledge" always helps organizations and project managers shaping a decision. Due to the trend of globalization, it is now very common that an organization may comprise employees from different countries of distinct national-cultures working together. It is also not uncommon that different projects, within an organization, may have their own organizational-cultures which influence its knowledge repository, transfer process and knowledge strategy. Therefore, it is extremely difficult to align all these cultures and consolidate them to benefit the KM process and PM practice. Organizations and project managers understand that different national-cultural and organizational-cultural factors will create impact on the philosophy of KM process which will subsequently affect PM practice. Those factors may affect interpersonal relations and exchange of knowledge between projects and amongst staff. Systematic KM process can utilize the goodness of different employees from distinct cultures which can eventually drive the organization and projects to success. The purpose of this paper, based upon a case study of a Hong Kong construction company, is to discuss how those cultural factors are linked to KM and what organization and project managers can do to improve the KM process and PM practice.

• 한국컴퓨터정보학회:학술대회논문집
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• 한국컴퓨터정보학회 2008년도 제38차 하계학술발표논문집 16권1호
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• pp.243-249
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• 2008

Based on a comprehensive framework that reflects lifecycle requirements of KMs and BPMs, we propose an PKMS(Process based KMS) for integrating KMs and BPMs in order to combine the advantages of the two paradigms. This paper first defines the priority order of knowledge according to knowledge type and classifies it into three groups which consist of Basic KM, Practical KM and Reference KM. Then, it suggests PKMS knowledge map composed of much core-knowledge each of which has information about a unit of the related business process. Using the PKMS Knowledge map, we can directly provide related core-knowledge related for the business process while a person is working a unit of business process. This paper designed the PKMS applied to employment insurance business part. Long term goal of the concepts is to concern a change management organization of knowledge on PKMS.

• 지식경영연구
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• 제11권5호
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• pp.1-23
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• 2010

In order to provide a better understanding about the phenomenon of KM assimilation, this study attempts to conceptually develop and empirically compare two different models: (1) the first model, which considers the KM process as the flow of knowledge that plays an intervening role between knowledge stocks (i.e., knowledge worker, technical knowledge infrastructure, external knowledge linkage, knowledge strategy, and internal knowledge climate) and the level of KM assimilation; and (2) the second model is a simple direct effect formulation without any distinction between knowledge stock and flow. These two models were then tested and compared using the responses of 187 Korean organizations that had already implemented enterprise-wide KM systems. The findings indicate that the two models are useful in explaining successful KM assimilation. However, the first causal model with the distinction between knowledge stock and flow assesses the effectiveness of KM more accurately than the second model without the distinction. Interestingly, the KM process was shown to be the most critical factor for the proliferation of KM activities across an organization. The findings of this study are expected to serve not only as early groundwork for researchers hoping to understand KM and its effective assimilation in organizations, but should also provide practitioners with guidelines as to how they can enhance their KM assimilation level so as to improve their organizational performance.

• International Journal of Contents
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• 제6권3호
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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.

• 동서간호학연구지
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• 제23권1호
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• pp.63-74
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• 2017

Aims: This study aimed to analyze the tasks of Korean Medicine (KM) nurses. Methods: The definition and job description of KM nurses were developed through a "developing a curriculum" (DACUM) workshop. DACUM committee consisted of nine nurses from eleven Korean medicine hospitals, two DACUM facilitators and four DACUM coordinators. Twenty five nurses from nine Korean medicine hospitals validated job description established through the workshop. 235 KM nurses from 9 traditional Korean medicine hospitals participated in evaluating frequency, importance and difficulty of the duties and tasks. Questionnaires were sent to those nurses and 225 responses were included for final analysis due to missing data. The data were analyzed using descriptive statistics. Results: The jobs of a KM nurse were analyzed into 11 duties and 86 tasks on the DACUM chart. The 11 duties were KM nursing assessment, KM nursing intervention, fundamental nursing intervention, KM therapy management, support for KM therapy, KM nursing education, nursing administration, material management, environment management, professional development, and collaborative role between Korean medicine and Western medicine. Conclusion: We identified various roles of KM nurses and developed a DACUM chart based on their duties and tasks. Phased education programs for KM nurses should be developed by considering frequency, importance and difficulty. In addition, it is necessary to promote unique KM nursing interventions for expanding the roles of KM nurses in the future.

• 산업공학
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• 제18권1호
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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.

• 지식경영연구
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• 제11권1호
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• pp.97-113
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• 2010

Given the large investment and prevalence of knowledge management (KM) in organizations, it has become important to analyze the effects of KM activities on organizational performances. A theoretical framework is proposed to investigate the impact of KM activities on innovation capabilities in the IT service industry. This study considers KM activities as the major determinant that enhances absorptive capacity. KM activities enhance employees'ability to obtain external knowledge, resulting in increasing intellectual capital. Thus, this study proposes that absorptive capacity plays a mediating role between KM activities and innovation capability. Additionally, this study investigates the key antecedents of KM activities that promote employees' knowledge sharing. Based on prior studies on KM, this study posits KM team activities and top manager support as KM activities. The proposed research model was tested by using survey data collected from 556 employees in the IT service industry. PLS (partial least squares) was employed for the analysis of the data. The findings of this study showed that KM activities and absorptive capabilities play a significant role in enhancing service innovation and process innovation in the IT service industry. The results also shed light on the mediating role of absorptive capacity between KM activities and innovation capability. Moreover, both KM team activities and top manager support serve as the salient antecedents of promoting employees' knowledge sharing.

• 대한지리학회지
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• 제43권4호
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• pp.449-465
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• 2008

석호는 홀로세 해진극상기 이후 지속적으로 매적되어가는 자연스러운 지형발달과정을 겪는다. 한반도 중부 동해안의 대표적인 7개 석호인 화진포, 송지호, 광포호, 영랑호, 매호 향호, 경포호를 대상으로, 석호 지형 경관 보존의 우수성과 20세기 동안 석호 경관 변화 정도를 석호 면적과 호안길이 보존율을 통해 파악하고, 이를 기초로 석호를 분류하고 경관 변화의 원인을 분석하였다. 면적은 송지호($0.56km^2$, 92%), 화진포($2.06km^2$, 90%), 영랑호(0.96km, 86%), 향호($0.32km^2$, 76%), 경포호($0.90km^2$, 52%), 매호($0.14km^2$, 50%), 광포호($0.07km^2$, 32%) 순으로, 호안길이는 화진포(11.90km, 100%), 향호(3.34km, 90%), 영랑호(7.21km, 89%), 경포호(7.11km,79%), 송지호(5.56km,79%), 광포호(1.16km, 62%), 매호(2.16km, 58%) 순의 경관보존율을 보였다. 따라서 20세기 동해안 석호의 경관 변화 특징은 화진포(Al), 향호(A2), 영랑호(A3), 송지호(A4)는 보존이 잘 되었으나, 경포호(B4), 광포호(B5), 매호(B6)는 크게 축소되었다. 금세기에 이르러 경지확대를 위한 매립과 개발사업이 심각하게 진행되면서 석호면적은 크게 축소되고 경관이 변하였다. 경포호, 매호, 광포호는 경관 변화가 컸는데, 특히 매호, 광포호와 같이 소규모 석호일수록 변형과 파괴가 심하였고, 경포호는 도시화와 관광산업을 위해 인공호수로 바뀌었다.