• The Journal of Information Systems
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• v.18 no.3
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• pp.135-154
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• 2009

As the knowledge is recognized as a core factor of organization's competitiveness and creation of value added, the importance of knowledge management is also increased. To achieve the successful knowledge management, it is important to establish strategy that consider essential purpose of knowledge management such as creating and sharing of knowledge resource, improving performance, and continuing organizational innovation within the organization and influence factor inside and outside of organization. Until now, however, the research for knowledge management strategy was mostly limited to the statistical analysis based on the unilinear causality model, and systematic access and analysis that consider interaction and feedback structure between factors. In this paper, we developed the novel decision-making framework for successful strategy establishment by applying the analytic network process(ANP). Specifically. we derive clusters and components to decide the interaction and feedback structure between the elements of knowledge management by literature studies. And we produced relative importance and preference of clusters, components and alternatives dealing with feedback structure through the survey of experts in the field or related one of knowledge management. In result of this study, we expect that it will help the knowledge officer to decide establishing knowledge management strategy.

• Information Systems Review
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• v.5 no.2
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• pp.151-168
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• 2003

A knowledge portal is an integrated gateway for accessing relevant knowledge, collaborating and communicating with other users, and also linking internal applications which is becoming crucial in the age of information abundance. Research and development is a typical knowledge-intensive activity. However, knowledge management support in R&D has been minimal in most research organizations. In this paper, a knowledge portal is designed to support team-based researches in science and technology for searching and browsing knowledge, and also communicating with other team members, coordinating research project and collaborating with other researchers. Automating knowledge acquisition from various knowledge sources, knowledge categorization by applying text categorization method, and knowledge recommendation can help to relieve management effort and increase the efficiency of knowledge management processes. A prototype system based on the suggested model is also presented.

• The Journal of Information Systems
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• v.19 no.2
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• pp.37-71
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• 2010

This article identifies factors affecting successful ERP systems by focusing on the stages after stabilizing ERP systems and overcoming temporary performance dip by introduction of ERP systems, and suggests change management tactics to control those identified factors. We can not expect that every users are familiar with the usage of an ERP system even after they are informed about the expected advantage of the newly implemented ERP system and trained intensively for changed business process and system usage while implementing a new ERP system. Moreover, even after more than six months usage of the system, the users may still have some trouble due to the reason why they have insufficient information about the expected advantage of the system (recognition gap) and insufficient knowledge about the changed usage of the system (knowledge gap). Hence, this article diagnoses by conducting a case study that those recognition and knowledge gap would have a severe bad influence upon the users' trust and satisfaction on ERP systems. This article suggests an appropriate change management tactics to overcome those recognition and knowledge gap by considering the relationship with the efforts for change management before, during, and after the introduction of ERP systems and performing an in-depth analysis on the users' dissatisfaction and request for update during the stages after the stabilization of the ERP systems. This article also shows a corroborative evidence that these efforts of change management consequently contributes to the solution of users' distrust and dissatisfaction. In sum, this article identifies the factors influencing badly on the magnitude and seriousness of knowledge and recognition gap, and suggests a conceptual research model which says that the satisfaction of ERP users could be uplifted by the solution of their knowledge and recognition gap if we keep making efforts on appropriate change management considering those identified factors during the stages after the stabilization of an ERP system.

• IE interfaces
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• v.18 no.1
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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.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.1150-1156
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• 2003

This paper suggests process knowledge management (PKM) which aims at lossless integration of business process management (BPM) and knowledge management (KM). To implement PKM, this paper suggests the concept of process knowledge and explores how to use them to extend the functionalities of knowledge management systems and process management systems by considering the lifecycle requirements of both knowledge and business processes. The framework and extended functionalities can provide a new corporate paradigm that combines the advantages of BPM and KM. Further, important corporate knowledge about business processes can be defined and managed in a single framework.

• Asia pacific journal of information systems
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• v.11 no.4
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• pp.63-79
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• 2001

In this study, we tried to find the factors that influenced appraisal and reward satisfaction in knowledge management, and to observe whether appraisal and reward satisfaction were related to employees' commitment to knowledge management. Analyzing valid 38 data in the organizational level, we found that only result validity and reward justness affected employee appraisal and reward satisfaction. Also, if was found that appraisal and reward satisfaction were related to employees' commitment to knowledge management. The implications of the findings and future research directions were discussed.

• IE interfaces
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• v.13 no.1
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• pp.10-16
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• 2000

The main purpose of this paper is to explore the role of meta-knowledge for knowledge creation and knowledge transformation in cooperative problem solving processes. For this I will discuss what the primary functions of meta-knowledge are from the knowledge representation perspective. The proposed theoretical model is useful to develop a new form of knowledge management support systems beyond the first generation of knowledge-based systems.

• Journal of Korean Society for Quality Management
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• v.44 no.4
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• pp.735-749
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• 2016

Purpose: This study is addressing the establishment of the knowledge information system supplying the quality management of weapon system. It is going to support the continuous quality management through the linkages and integration between the product structure and the quality information. Methods: The interrelated relationship of the product structure information and quality information of weapon system would be expressed explicitly by taking advantage of the ontology concept. The quality information of distributed systems would be integrated through the SOA(Service Oriented Architecture)-based Web services. After defining the inference rules, which could be utilized in the quality management, in the constructed knowledge information system, the quality information would be inferred through the queries. Results: By building the integrated quality information knowledge system through the ontology and SOA, the connectivity between the product structures and dispersed quality information was enhanced. The utility and applicability of this study were checked up through the inferences on the products and quality information by using the information built by the semantic relationship of facts. Conclusion: We established the knowledge and information system as a systematic approach to support the quality management of weapon system. This is not affected by the organizations and systems, and it seems that it could be utilized across the quality management as the efficient knowledge sharing architecture supporting the quality management of weapon systems in the aspect of the product integration.

• Knowledge Management Research
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• v.9 no.2
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• pp.147-167
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• 2008

This paper aims to explore the success factors of knowledge management in the perspectives of knowledge management integration into operations and to examine the effect of those factors on the knowledge management performance of individual users and organizations in order to link knowledge management performances to operational performances. I found two factors such as "knowledge management integration into operation processes" and "knowledge management integration into application systems" and their measures by means of literature review and modified Delphi research. Exploratory and confirmatory factor analysis confirmed that those two factors and their measures are statistically valid. Besides, the structural equation modeling analysis showed that the relationship between "knowledge management integration into operation processes" and "individual user's performance on knowledge management" and the relationship between "individual user's performance of knowledge managemen" and "organizational performance of knowledge management" are significant.

• Information Systems Review
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• v.2 no.1
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• pp.13-23
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• 2000