• 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.

• 한국항행학회논문지
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• 제24권2호
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• pp.61-66
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• 2020

해양은 지구 표면의 70.8%를 차지하기 때문에 해양산업에서 IoT 기술의 적용은 넓은 영역에 배치된 수많은 장치로부터 다양한 정보를 수집하고 활용하는 것이다. LPWA는 통신 거리가 넓은 특징으로 해양에 배치하기에 매우 적합한 통신이다. 본 논문에서는 전자 어구 실명제를 실행하기 위한 핵심기술인 private LoRa를 기반으로 실해역 성능 거리 실험은 진행하였다. sx1276을 기반으로 한 private LoRa 모듈을 개발하였고, 게이트웨이는 private LoRa로 수신 받은 데이터를 SKT Cat. M1을 이용하여 서버로 데이터를 전송하도록 개발하였다. 해발 599 m에 게이트웨이를 설치하고 25 km, 40 km, 60 km에서 데이터 송수신 실험을 한 결과, 각각 96.1%. 97.1%, 96.2%의 통신 성공률을 보이는 것을 확인할 수 있었다.

• 지식경영연구
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• 제5권1호
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• pp.1-17
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• 2004

Based on the diffusion of innovation paradigm, this study conceptualizes the constituent components (3P) and the growth stages (6C) for knowledge management. It is critical for knowledge management efforts to identify 'where we are' and decide 'where to go' and then to manage 'how to go'. As a framework for the success of knowledge management, the 3P6C model is intended to systematically guide these efforts toward knowledge asset management and implementation, for knowledge productivity. This model is illustratively applied to such success stories as in Skandia, Buchman Lab and Hall Mark Cards. Such applications of this model show that they have been through such prior activities required in the earlier stages, and thattechnological platform is just one of the 3 key components working as an enabler, implying together the existence of growth path in KM success. Provided in the appendix are a set of exemplary scenarios in knowledge management practice for growth stage assessment.

• 한국철도학회:학술대회논문집
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• 한국철도학회 2005년도 춘계학술대회 논문집
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• pp.127-131
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• 2005

The running test for the Korean High Speed Train(HSR-350x) was performed at operating maximum sped(350km/h) at December 16th, 2004. HSR-350x had been fabricated in June, 2002 and the on-line test for the performance fo HSR-350x was started with 60km/h at August 19th, 2002. The success of running test at 350km/h is recorded the 4th rank in the world. In this paper, the measured results of the major performance(running behaviour, current collection, stability of rail and bridge) characteristics for HSR-350x are reviewed. All measured values are within the criteria.

• Journal of Information Technology Applications and Management
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• 제11권3호
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• pp.137-145
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• 2004

The purpose of this research is to explore the possible relationship between the successful implementation of knowledge management technology and specific organizational culture orientations. Data used to test hypothesis derived for this research were obtained from 227 responders from the Organizational Culture Profile (OCP) survey instruments and 67 responders from the Knowledge Management Technology Profile (KMTP) survey instruments representing 26 separate organizations. The OCP provides a profile of an organization's culture orientations while the KMTP provides a profile of the organization's degree of the KM technology implementation success. The results of this research suggests that employees of organization which are more successful in implementing KM technology have identified organizational cultures that embody a healthy mixture of both production-oriented and people-oriented attributes indicative of the culture orientation.

• 한국측량학회지
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• 제30권6_2호
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• pp.673-680
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• 2012

Long-term GPS data analysis was performed in order to analyze the seasonal variation of tropospheric delay and the success rate of the ambiguity resolution. For this analysis, a total of 57 stations including 10 IGS stations in East Asia were processed together with double-differenced observables using Bernese GPS Software V5.0. The time span for this study ranges from 2002.0 to 2012.5 (10.5 years). The average baseline length is 339.0 km and the maximum reaches up to 2,000 km. The analysis is focused on two things: the annual variation of the tropospheric delay and the ambiguity resolution rate. The tropospheric delay is closely related to the weather condition, especially relative humidity, therefore it was estimated that the maximum would be in summer, while reaching its minimum in winter with the apparent seasonal variations. On the contrary, however, the success rate of the ambiguity resolution shows the opposite pattern: its maximum was in winter and minimum in summer. The fact seems to be induced by the surrounding conditions; that is, the trees thick with leaves near the GPS antenna interfere with GPS signals in summer. This seems to confirm partly that there is a distinct trend in the decreasing success rate since 2006 because the trees are growing every year. It is necessary to eliminate the factors that degrade the GPS quality and the tropospheric modeling for Korea needs to be studied further.

• 지식경영연구
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• 제14권5호
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• pp.101-120
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• 2013

The effective management of knowledge has become one of the critical success factors in current organizations. In spite of the extensive use of Knowledge Management System (KMS), useful information and knowledge resources are still transmitted through personal networks among people in organizations. Thus, social network theory which focuses on social relationships in organization can be a fruitful theoretical resource for enhancing Knowledge Management (KM) performances. In this study, we investigate the effects of intra-team network characteristics (i.e., group density and degree of centralization) and external boundary spanning activities on knowledge management performances of a team. We also acknowledge that all group members do not necessarily agree on the team goal and actively disseminate useful information and knowledge. Drawing on the political perspective on KM which emphasizes the role of trust among group members, we examine the mediating effects of team trust between internal/external network characteristics and KM performances. From the data of 220 teams in financial companies in Korea, we found that: (1) group density had positive effects on KM performances (i.e., knowledge creation, sharing, and use). (2) However, centralization was not significantly associated with KM performances. (3) Team trust was found to be an important factor mediating the relationship between intra-team network characteristics, boundary spanning activities, and KM performances. Based on these results, we discuss and suggest possible implications of the findings when designing and implementing KM practices.

• International Journal of Railway
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• 제6권1호
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• pp.26-31
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• 2013

Following the success of the KTX (Korea's first high-speed rail system) with a maximum operating speed of 300 km/h opened in 2004, experts in Korea started a research on the development of key technologies for high-speed rail (HSR) with a top speed of 500 km/h. This paper is a preliminary analysis of the research. It first reviews HSR experiences around the world, in terms of traffic and economic impacts of HSR, and presents a preliminary analysis of 500 km/h HSR in Korea. It is estimated that introduction of 500 km/h HSR with a 54% of travel time reduction will increase HSR passengers to about 9.8 million (about 78% of market share) between Seoul and Busan. It is a 23% of growth compared to the base scenario. Along with conventional rail passengers, air passengers are expected to be significantly impacted by the 500 km/h HSR. As a function of HSR travel time, the estimated market shares of both KTX and 500 km/h HSR compared to air are very comparable with previous international experiences. Based on the forecasted traffic, estimated total benefits are $758 million per year.

• 지능정보연구
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• 제5권2호
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• pp.79-97
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• 1999

Knowledge management (KM) is emerging as a robust management mechanism with which an organization can remain highly intelligent and competitive in a turbulent market. Organization knowledge is at the heart of KM success. As a vehicle of acquiring organizational knowledge in a distributed decision-making environment, we applied a fuzzy cognitive map (FMM) technique and proved its effectiveness in a distributed knowledge management environment. Our approach was applied to the financial statement analysis problem, yielding a robust result.

• 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.