• 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.

• 한국IT서비스학회지
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• 제12권3호
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• pp.253-271
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• 2013

Innovation becomes norm rather than exception in today's business, and accordingly firms are working on how to make their employees to work smarter using information systems and technologies. Smart work demands virtual collaboration and cooperation among team members in different places and different time. Sharing of knowledge among team members in these innovative activities are critical in every sense for the successful performance. This study explores the antecedents of knowledge sharing among team members in team-based innovation activities. Five factors (pleasure of knowledge sharing, self-efficacy, management support, rewards, and system usage) are identified through extant review of literature and an instrument is adopted and validated from previous studies. The instrument is adminitered against 138 individuals in and across 54 teams in a telecommunication firm. Except self efficacy, all the paths in the proposed research model is confirmed with different levels of relational coefficients towards the levels of knowledge sharing and innovation activities in teams. Surprisingly, findings indicate that intrinsic pleasure of sharing is most critical than management support, organizational rewards or system usage. This study fills the research gap in team management. Findings provide important implications for managing teams in coming virtual and smart environment.

• Asia pacific journal of information systems
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• 제11권3호
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• pp.23-42
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• 2001

Recently, knowledge management becomes a core management tool for efficient and effective organizations. However, there are little known researches on measuring knowledge management level. The objective of this paper is to develop a process capability model for knowledge management of an organization. We developed 5 stage process capability model for knowledge management. The 1st stage is the initial stage where no significant knowledge management activity is performed. The 2nd stage is the performed stage where planning and tracking activities are performed on organization level. The 3rd stage is the established, and the 4th stage is the predictable stage where processes and results of knowledge management can be predictable. Final stage is the optimizing stage where knowledge management process is continuously improved at an organizational level. We surveyed 37 korean companies to test the validity of the proposed stage model. Statistical tests show that the developed stage model of knowledge management is valid and sound in general conditions. The result of this study on process capability model can be a solid stepping stone for future works in this area.

• 경영과정보연구
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• 제34권3호
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• pp.273-302
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• 2015

본 연구는 상사의 변혁적 리더십이 지식경영활동과 조직몰입에 어떠한 영향을 미치는지를 분석하였으며, 상사의 변혁적 리더십과 조직몰입의 관계에서 지식경영활동이 매개효과를 나타내는지를 분석한 실증연구이다. 이를 위한 연구방법으로서 본 논문은 서비스/제조/IT 대기업 종사자 635명을 대상으로 설문조사를 실시하였고, 이를 토대로 산업별 변수간의 관계에 대하여 비교 분석하였다. 본 연구에서 사용한 용어에 대한 정의를 살펴보면, 변혁적 리더십은 목표달성에 그치지 않고 변화와 혁신을 추구하며, 조직구성원들이 지니고 있는 잠재적 역량과 강점을 개발하고 자신감과 열정을 증대시키며, 긍정적 강점을 자극하여 기대했던 것보다 높은 성과를 달성하도록 한다. 이러한 변혁적 리더십은 조직유효성을 증진시키는 선행요인으로 중요하게 인지되었다. 본 연구의 결과를 요약하면 다음과 같다. 첫째, 상사의 변혁적 리더십이 지식경영활동에 모두 유의한 정(+)의 영향을 미치는 것으로 나타났다. 둘째, 상사의 변혁적 리더십이 조직몰입에 모두 유의한 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 지식경영활동도 조직몰입에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 넷째, 상사의 변혁적 리더십이 조직몰입간에 지식경영활동의 매개역할에 관해서 부분매개효과를 나타내는 것으로 분석되었다. 다섯째, 각 집단별로 분석해보면 상사의 변혁적 리더십이 지식경영활동에 미치는 영향에서는 서비스업이 가장 큰 것으로 나타났으며, 지식경영활동이 조직몰입에 미치는 영향에서도 서비스업이 가장 큰 것으로 나타났다. 또한 상사의 변혁적 리더십이 조직몰입에 미치는 영향에서는 IT업이 가장 큰 것으로 나타났다. 마지막으로 위와 같은 분석결과를 토대로, 변혁적 리더십이 지식경영활동과 조직몰입에 미치는 영향에 대한 결과의 의미와 산업별 차이에 대한 의미를 중심으로 시사점을 논의하였고 연구의 한계점도 제시하였다.

• 경영과정보연구
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• 제36권1호
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• pp.41-57
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• 2017

사회적 자본과 관련한 기존의 연구들은 주로 사회적 자본이 혁신성과에 미치는 영향을 규명해 왔다. 그러나 이러한 선행연구들은 사회적 자본이 혁신성과에 어떠한 단계를 거쳐 영향을 미치는가에 관한 중간과정을 블랙박스(black box)로 가정하고 있다. 지식기반관점에 따르면 혁신은 상호의존 관계에 있는 행위자들 간의 지식의 교환과정의 결과로써 가능할 수 있다. 다른 의미로, 혁신창출은 사회적 자본과 같은 무형자원이 구성원 간의 지식관리 활동을 유발하게 되고, 이러한 지식관리 활동은 혁신창출의 원동력이 된다. 그리고 혁신달성을 통한 관계만족이 지속적인 관계투자를 가능하게 할 수 있다. 따라서 본 연구는 사회적 자본에서 출발하여 관계투자로 이어지는 연구가설을 설정하였다. 실증분석의 결과를 살펴보면, 혁신 성과에 미치는 지식공유의 영향을 제외하고, 모든 설정된 가설은 유의적인 영향을 미치는 것으로 나타났다. 또한 혁신 성과 달성은 중소기업에게 관계만족을 증가시켜 지속적인 관계투자를 가져오는 것으로 나타났다. 본 연구는 경영전략 측면에서 기업의 지식관리 활동의 중요성을 제시하고 있다.

• 한국경제지리학회지
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• 제15권2호
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• pp.240-257
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• 2012

혁신클러스터는 산, 학, 연 기능 간 그리고 입주기업 간 지식공유와 교류활동을 통한 기업의 혁신추구와 밀접하게 관련된 개념이다. 그러나 개인간 기업간 지식 공유와 교류활동은 그 주체가 소속된 조직 또는 지역의 문화적 특성과 밀접하게 관련돼 있다. 따라서 지식경영을 위한 관리활동은 조직, 또는 지역의 문화적 특성에 따라 다르게 적용될 필요가 있다. 본 연구는 혁신 클러스터에서 지역, 산업의 문화적 특성과 지식교류촉진활동 성과 간의 관계를 연구해 본다. 연구를 위해 지역, 산업의 문화적 특성을 반영한 요인을 추출해 내고 이들 요인과 지식교류촉진활동 성과 간의 관계를 통계적 분석기법을 이용해 파악해 본다.

• Asia pacific journal of information systems
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• 제32권4호
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• pp.728-749
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• 2022

The information and communication technology (ICT) value creation process is inherently unobservable. In addition to the direct effect of ICT on productivity, some information or knowledge can create value through other knowledge activities. In this paper, we study the impact of ICT on productivity through R&D. We tested the mediating effect of R&D between ICT and productivity using panel data from 47 US industries from 1987 to 2013 from the Bureau of Labor Statistics. The results show that R&D partially mediates ICT and productivity. That is, ICT directly increases productivity, and some of its effects can be realized through R&D. Recipients who acquire knowledge through ICT have to interpret codified ideas and apply them to practice. The increased absorptive capacity that can be developed through R&D improves interpretation ability, allowing employees to share more complex ideas. Thus, ICT helps people to effectively communicate, but some information and knowledge can be realized and applied through R&D knowledge activities. This is the first study empirically examining the process of ICT value creation through R&D. It also provides practical guidelines for knowledge management, such as making decisions about ICT and R&D investments that are better done concurrently rather than individually to maximize their impact on productivity.

• Journal of Information Science Theory and Practice
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• 제5권3호
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• pp.6-14
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• 2017

Workplace knowledge sharing is a complex process and there are a large number of studies in the area. In this article three theoretical approaches in library and information science are used to discuss knowledge sharing in the workplace. The approaches are information behavior, social capital, and information culture, and they bring important insights that need to be considered from a holistic management point of view when it comes to knowledge sharing. The individual's relation to different levels of context is important, meaning both in relation to work roles, work tasks, situations, organizational structures, and culture. The frameworks also shed light on where and how knowledge sharing activities are present in the organization. From a knowledge management point of view, it is important to acknowledge that when knowledge is valued, there is also an awareness of the knowledge sharing activities. Also, in addition to more traditional views of context, the frameworks bring forward different views on context, such as time and space as contextual factors.

• Journal of Information Technology Applications and Management
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• 제18권1호
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• pp.75-100
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• 2011

For decades, thousands of corporation introduced knowledge management systems to respond knowledge-based society. However, it seems that the systems merely focusing on knowledge accumulation and its sharing have been bounded by many restrictions in terms of new knowledge creation based on the life cycle of knowledge management systems. Moreover, recently, a variety of knowledge management activities regarding organization, systems, and process is emphasized as a strategic asset for a corporation to create core knowledge. Therefore, this study adopted the Csikszentmihalyi's flow theory to investigate the factors affecting knowledge creation and the success factors of knowledge management systems in virtual space. Prior studies argued that flow experience should be a prerequisite for creative knowledge creation. In that vein, this research revealed the causal relationships for flow experience between the determinants of clear goal, immediate feedback, congruence of challenge and skill. Additionally, it empirically examined how flow experience affected the exploratory behavior of knowledge creation.

• The Journal of Asian Finance, Economics and Business
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• 제5권4호
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• pp.187-199
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• 2018

This study examined the effects of startup firm's knowledge assets on the effectiveness of their sales strategies, efficiency of sales activities, and management performance, after categorizing these assets into customer knowledge assets and technology knowledge assets. Furthermore, the moderating effects of promotion focus by CEOs and sales managers of startup firms were analyzed. For the analysis, dyadic questionnaire surveys were conducted targeting the CEOs and sales managers of startup firms established at the Gyeongnam Technopark and the KAIST Technology Business Incubation Center in Korea. Hypotheses were verified through structural equation modeling, and moderating effects were identified through ANOVA. CEO's customer knowledge asset strengthened their effectiveness of sales strategies, and sales manager's technology knowledge asset strengthened the efficiency of their sales activities. Also, CEO's effectiveness of sales strategies and sales manager's efficiency of sales activities have been found to enhance startup firm's management performance. Meanwhile, the moderating effect of promotion focus strengthened CEO's effectiveness of sales strategies through CEO's customer knowledge asset and interaction as CEO's promotion focus level increased, but promotion focus of sales managers did not have any significant interaction effect. This study provides implications by offering empirical evidence on startup firms with regard to knowledge assets.