• Journal of Information Technology Services
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• v.6 no.1
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• pp.1-15
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• 2007

An objective and valid knowledge activity indicator (KAI) is essential for encouraging knowledge activity in public institution. However, knowledge activity of public institution is inherently different from one of private corporation and, therefore, new method to find aggregated knowledge mileage considering public organizational culture and structure is to be developed. Therefore, this paper shows how to develop KAI of public institution based on three steps. First, knowledge activities were categorized as knowledge creation, knowledge sharing, and knowledge value increasing. Several knowledge indicators and hierarchical knowledge structure were developed for each knowledge categories. Second, personal knowledge mileage was calculated using AHP method considering whole organization's opinion. Finally, these approaches to find KAI were applied to "P" public institution as case studies. The results shows that KAI developed in this paper was very effective in grouping knowledge workers based on knowledge activities.

• Journal of Information Technology Applications and Management
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• v.16 no.3
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• pp.113-124
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• 2009

How can action learning program promote organizational learning performance and especially project based team performance in Web-based small and medium-sized enterprises (SMEs)? This article discusses the association between project based team in action learning program and the performance of Web-based SME to be learning organization. In the case of ALPACO, action learning program that promote employee communication behavior, knowledge sharing, and organizational learning are found to be positively associated with the project based team performance and organizational learning, The results indicate that action learning program in SMEs indeed associated with greater knowledge sharing, learning communication skills and changing organizational culture. Learning organization can be, in turn, positively developed by project based team through action learning program for creating competitive advantage, Also, this study offers further support for the practical perspective on learning organization performance. The evidence from this case study suggests that the project team in action learning program playa significant role in team performance and the development of learning organization of the firm. Therefore, in the future, Web-based SMEs should consider making investments in action learning program that encourage project team's effective management in decision making, knowledge sharing, and organizational learning.

• Knowledge Management Research
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• v.6 no.2
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• pp.149-168
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• 2005

Owing to the limits of IT System-driven knowledge management(KM) for innovation processes, alternative KM methods has been suggested such as: (1) the knowledge network of experts or (2) communities-of-practice. This study analyzes two cases in terms of on-line expert knowledge networks for problem-solving, with the dimensions of analysis based on a theoretical framework. By analyzing the cases of S company's expert network and Naver's Ji-sik-iN, we found that system quality(e.g., ease of use, accessibility, and searching function), information/knowledge quality(e.g., usefulness, accuracy, and timeliness), knowledge-sharing culture, social capital and relevant reward systems are important for stimulating a Q&A-based problem-solving knowledge network. Implications of the findings and future research directions are discussed.

• Knowledge Management Research
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• v.10 no.4
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• pp.43-60
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• 2009

The current study attempts to provide the field of knowledge management with theoretical grounds from the perspective of social network, resource dependency, and institutional theory. Social network theory considers that knowledge management plays a critical role in organizational innovation through the process of knowledge sharing/creation, communication systems, and a cooperative culture and trust, whereas resource dependency perceives knowledge management as contributing to cost reduction through the process of knowledge capture/storage, database systems, and reward/incentive systems. Plus, from the perspective of institutionalization, this study discusses that organizations can not benefit from knowledge management if it is adopted with the motive of isomorphic change. Finally, this study compares and integrates the three perspectives, and discusses the implications and limitations.

• Management & Information Systems Review
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• v.19
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• pp.145-170
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• 2006

The purpose of this study is to examine the relationship between core factor of Knowledge Management(KM) and organizational effectiveness. The objects of study are middle manager in hosing construction and civil engineering and construction industry, and the sample size is 228. The core factor of KM and indicator of organizational effectiveness are drawn by literature survey. The core factors are classified into human capital, organizational capital, structural capital, (to put it concretely), job capability, human relation, strategy, information technology, process, sharing culture, leadership, measurement. The indicator of organizational effectiveness are measured by job satisfaction, organization loyalty, competitiveness. The main results of this study can be summarized as the following. 1) The core factor of KM has a positive relationship to organizational effectiveness. Especially, the core factor of sharing culture and leadership are strongly relationship with organizational effectiveness. 2) There was a high positive correlation between job satisfaction and organization loyalty. 3) Human, structural, and structural capital had a different affect on organizational effectiveness. 4) The more job position and educational level high, the more they recognized that KM is necessary for their organization. 5) Among the success factor in KM, the factor of job capability was well perceived to respondent. According to this study, we can analyzed the relationship between success factor and organizational effectiveness, and drawn the most influence success factor on organizational effectiveness. Concurrently, the results of this study will be useful guidelines for shaping the KM operation framework in construction industry.

• Journal of Distribution Science
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• v.10 no.6
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• pp.39-53
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• 2012

It is widely known that knowledge management plays a facilitating role that contributes to upgrading organizational performance. Knowledge management systems (KMS), especially, support the knowledge management process including the sharing, creating, and using of knowledge within a company, and maximize the value of knowledge resources within an organization. Despite this widely held belief, there are few studies that describe how companies actually develop, share, and practice their knowledge. Companies in the domestic small franchise sector, which are in the early stages in terms of knowledge management, need to improve their KMS to manage their franchisees effectively. From this perspective, this study uses a qualitative approach to explore the actual process of knowledge management implementation. This article presents a case study of PB (Paris Baguette) company, which is the first to build a KMS in the franchise industry. The study was able to confirm the following facts through the analysis of target companies. First, the chief executive's support is a critical success factor and this support can increase the participation of organization members. Second, it is important to build a process and culture that actively creates and leverages information in knowledge management activities. The organizational learning culture should be one where the creation, learning, and sharing of new knowledge is developed continuously. Third, a horizontal network organization is needed in order to make relationships within the organization more close-knit. Fourth, in order to connect the diverse processes such as knowledge acquisition, storage, and utilization of knowledge management activities, information technology (IT) capabilities are essential. Indeed, IT can be a powerful tool for improving the quality of work and maximizing the spread and use of knowledge. However, during the construction of an intranet based KMS, research is required to ensure that the most efficient system is implemented. Finally, proper evaluation and compensation are important success factors. In order to develop knowledge workers, an appropriate program of promotion and compensation should be established. Also, building members' confidence in the benefits of knowledge management should be an ongoing activity. The company developed its original KMS to achieve a flexible and proactive organization, and a new KMS to improve organizational and personal capabilities. The PB case shows that there are differences between participants perceptions and actual performance in managing knowledge; that knowledge management is not a matter of formality but a paradigm that assures the sharing of knowledge; and that IT boosts communication skills, thus creating a mutual relationship to enhance the flow of knowledge and information between people. Knowledge management for building organizational capabilities can be successful when considering its focus and ways to increase its acceptance. This study suggests guidelines for major factors that corporate executives of domestic franchises should consider to improve knowledge management and the higher operating activities that can be used.

• Journal of the Korean Society for Library and Information Science
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• v.51 no.4
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• pp.53-75
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• 2017

In this study, a survey was conducted with 385 students in a junior college, where jobs and field education are emphasized, to identify the factors affecting job information sharing. The structural equation modeling was adopted to analyze the collected data. The most influential factor to the sharing was cultural factor, which was affected by the organizational culture promoting job information sharing, the leadership of top manager, and the appropriate compensation system. The results from this study can be used as important basic data for activating job information sharing among junior college students.

• Asia pacific journal of information systems
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• v.20 no.4
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• pp.101-123
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• 2010

Recently, firms are operating a number of teams to accomplish organizational performance. Especially, ad hoc teams like proposal preparation team are quite different from permanent teams like R&D team in the sense of how the team forms network structure and deals with organizational learning culture and knowledge management participation efforts. Moreover, depending on the team characteristics, individual creativity will differ from each other, which will lead to organizational performance eventually. Previous studies in the field of creativity are lacking in this issue. So main objectives of this study are organized as follows. First, the issue of how to improve individual creativity and organizational performance will be analyzed empirically. This issue will be performed depending on team characteristics such as ad hoc team and permanent team. Antecedents adopted for this research objective are cultural and knowledge factors such as organizational learning culture, and knowledge management participation. Second, the network structure such as degree centrality, and structural hole is used to analyze its influence on individual creativity and organizational performance. SI (System Integration) companies are facing severely tough requirements from clients to submit very creative proposals. Also, R&D teams are widely accepted as relatively creative teams because their responsibilities are focused on suggesting innovative techniques to make their companies remain competitive in the market. SI teams are usually ad hoc, while R&D teams are permanent on an average. By taking advantage of these characteristics of the two kinds of teams, we will prove the validity of the proposed research questions. To obtain the survey data, we accessed 7 SI teams (74 members), and 6 R&D teams (63 members), collecting 137 valid questionnaires. PLS technique was applied to analyze the survey data. Results are as follows. First, in case of SI teams, organizational learning culture affects individual creativity significantly. Meanwhile, knowledge management participation has a significant influence on Individual creativity for the permanent teams. Second, degree centrality Influences individual creativity significantly in case of SI teams. This is comparable with the fact that structural hole has a significant impact on individual creativity for the R&D teams. Practical implications can be summarized as follows: First, network structure of ad hoc team should be designed differently from one of permanent team. Ad hoc team is supposed to show a high creativity in a rather short period, implying that network density among team members should be improved, and those members with high degree centrality should be encouraged to show their Individual creativity and take a leading role by allowing them to get heavily engaged in knowledge sharing and diffusion. In contrast, permanent team should be designed to take advantage of structural hole instead of focusing on network density. Since structural hole can be utilized very effectively in the permanent team, strong arbitrators' merits in the permanent team will increase and therefore helps increase both network efficiency and effectiveness too. In this way, individual creativity in the permanent team is likely to lead to organizational creativity in a seamless way. Second, way of Increasing individual creativity should be sought from the perspective of organizational culture and knowledge management. Organization is supposed to provide a cultural atmosphere in which Innovative idea suggestions and active discussion among team members are encouraged. In this way, trust builds up among team members, facilitating the formation of organizational learning culture. Third, in the ad hoc team, organizational looming culture should be built such a way that individual creativity can grow up fast in a rather short period. Since time is tight, reasonable compensation policy, leader's Initiatives, and learning culture formation should be done In a short period so that mutual trust is built among members quickly, and necessary knowledge and information can be learnt rapidly. Fourth, in the permanent team, it should be kept in mind that the degree of participation in knowledge management determines level of Individual creativity. Therefore, the team ought to facilitate knowledge circulation process such as knowledge creation, storage, sharing, utilization, and learning among team members, which will lead to team performance. In this way, firms must control knowledge networks in permanent team and ad hoc team in a way mentioned above so that individual creativity as well as team performance can be maximized.

• Journal of Technology Innovation
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• v.13 no.2
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• pp.223-237
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• 2005

This paper explains that tacit knowledge is a critical component for the success of government-led R&D project selection, where rapid and accurate decision making need to be made under lack of information circumstances. It also explores ways to fully exploit the tacit knowledge of experts participating in the Korean government's R&D project selection process. Some of these include: (1) strategic attention from the top officials, (2) forming self-organizing teams, (3) establishing a horizontal and risk-taking culture, (4) encouraging a sense of responsibility in creating and sharing tacit knowledge, and (5) providing a seamless monitoring system and training.

• Journal of Digital Convergence
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• v.15 no.3
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• pp.9-16
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• 2017

Organizational culture provides organizational members with identity, homogeneity and behavioral guidance, and promotes organizational commitment and enhances the stability of social systems. What organizational culture positively influences organizational performance? In this study, we tried to categorize organizational culture as creativity, change, cooperation, trust and knowledge sharing for specific public institutions and to diagnose the organizational culture by examining the level of recognition of the organizational members. The purpose of this study is to investigate the effect of organizational culture on organizational culture. The result of this study shows that the degree of future - oriented and cooperative culture of the public institutions that are the subject of research is not so high. In order to improve the performance of the organization, it is necessary to create a futuristic and cooperative culture. In order to create such a culture, various efforts must be made to continuously communicate and build trust among the members of the organization. In particular, leadership efforts to distribute, transfer, and trust authority to subordinates are a priority. In other words, it is very difficult to build a future-oriented, collaborative culture successfully without the efforts of managers.