• IE interfaces
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• v.13 no.1
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• pp.17-28
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• 2000

As knowledge has been recognized as a new resource in gaining organizational competitiveness, Knowledge Management (KM) is suggested as a method to manage and apply knowledge for business management. KM research, however, has focused on identifying, storing, and distributing the transaction-related knowledge in an organization. There has been little research on applying the knowledge to decision-making or strategy development that is the main task of business management. The application of knowledge to decision making has higher impact on organizational performance rather than just the knowledge management for process transaction. In this research, we suggest System Dynamics (SD) for the knowledge-based decision-making. Based on the modeling method of SD, we can translate partial and implicit knowledge resident in individual's mental model into organized explicit knowledge. The simulation test of the organized knowledge model enables decision-makers to understand the structure of the target problem and its behavior mechanism, which facilitates effective decision-making. We will compare the proposed method and other KM methods and discuss this research based on the application case to a real telecommunication company.

• Journal of the Korea Safety Management & Science
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• v.17 no.1
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• pp.265-270
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• 2015

In industrial society, the core competency of company was depend on the productivity. However the knowledge information era of the 21st century, the market power moved to downstream, the core competency of company is moved from productivity to how to make the products meet the market. Inventory was the burden of the company management. Most of company trying to reduce the inventory. In this study, analyze the impact of inventory to company's operating profit and the impact of distribution center consolidation to total inventory of company.

• Asia Marketing Journal
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• v.14 no.3
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• pp.137-151
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• 2012

Established in May 2005, INNOCEAN Worldwide started as an affiliate marketing and communications company of the Hyundai Motor Group and grew into a top agency ranked no. 2 in the South Korean market within seven years. Currently, INNOCEAN Worldwide has become a global company, operating in sixteen countries through four regional headquarters, fifteen overseas subsidiaries, and seven branch offices with more than 1,100 employees. The company holds top clients from finance, electronics, telecommunications, food, retail, education and other various industries. The accomplishment of INNOCEAN Worldwide can be summarized by the following five key factors. The first factor is INNOCEAN Worldwide's strong and enduring passion and commitment to enter the global market and to build and strengthen its global network. The second factor is achieving successful localization through recruiting talented employees for its overseas branches directly from the local workforce, which enables the company to overcome language barriers, cultural differences, and creative gaps among different regional markets. Third is the company's effective implementation of the 'Global Resource Remix' strategy, which incorporates the distinctive competencies of each overseas operation as a global company standard. Fourth is the creation of the 'Discover System,' a global knowledge management system enabling overseas offices worldwide to share each other's accumulated knowledge and experiences. The fifth factor is the successful establishment of INNOCEAN Worldwide's unique Total Marketing Solution Service. Through this service, the company has offered integrated consulting services for strategic brand management to solve various marketing problems. In summary, the passion and commitment of INNOCEAN Worldwide's top management for the company's globalization and the supporting system that enables such commitment have made it possible for the company to take a global leap and become not merely a company with global operations but a truly global company.

• Knowledge Management Research
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• v.9 no.4
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• pp.157-178
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• 2008

It is well known in KM (Knowledge Management) literature that a certain amount of knowledge is necessary for KM to contribute to corporate performance to some extent. However, for a company to amass knowledge is very difficult due to limited time and poor understandings from employees. Especially, it becomes harder in public organization where simulating financial motif among members is constrained. In this respect, KORAIL, one of typical and leading public organizations in Korea, shows very unique example in which KORAIL succeeds in catalyzing the knowledge circulation process among members, string the resulted working knowledge, and then sharing it to improve working performance at an individual level as well as team level. This KORAIL case will help understand how important the knowledge circulation speed is to improving the corporate performance.

• 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.9 no.2
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• pp.169-191
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• 2008

Information technology instruments arc being rampantly used for knowledge management in companies. IT is used as an interplay tool to enhance the flow of knowledge and information between people. KMS, especially, supports the knowledge management process including sharing, creating, and using of knowledge within a company, and maximizes the value of knowledge resources within an organization. The purpose of this paper is to understand how IT is changing the knowledge management activity. through various examples based on exploratory research from MANDO, the Korean automotive parts manufacturer, and POSCO, the global leading steelmaker. The result shows that IT boosts communication skills, thus creates a mutual relationship outcome. In the same context, the process of knowledge conversion by Nonaka's SECI model simplifies to an Externalization-Internalization process. This process accelerates the birth of explicit knowledge and Socialization, supplements the Limitations of the creation of knowledge in the E-I cycle. The E of knowledge simultaneously promotes the I, and eventually brings an advanced learning skill. IT aids the E of knowledge and furthermore, I and E activity, through the knowledge sharing, brings vitality into an organization. The interplay stage for knowledge activity is to be reorganized to a cyber ba. Furthermore, IT will galvanize the formation of core knowledge through systemized acquisition, management of core knowledge and standardization of work.

• Asia pacific journal of information systems
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• v.11 no.4
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• pp.113-133
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• 2001

We propose utilizing a fuzzy cognitive map(FCM) to integrate tacit knowledge and explicit knowledge both of which are crucial to the success of knowledge management. Recently, explicit knowledge is getting more available as CRM and data mining approaches become popular as the advent of using database and the Internet technology. However, for the knowledge management to be successful, tacit knowledge should be seamlessly integrated with explicit knowledge seamlessly. The problem hindering such effort is how to find a vehicle facilitating transformation of explicit knowledge into tacit knowledge, and vice versa. FCM has been important method for representing tacit knowledge as a form of explict knowledge. In this respect, we suggest the detailed process about how to integrate explicit knowledge and tacit knowledge by using FCM. We gathered extensive set of data from the credit card company, and applied our proposed method. Results showed that our approach is robust and promising for the field of integrating two different kinds of knowledge.

• Journal of Distribution Science
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• v.18 no.2
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• pp.49-58
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• 2020

Purpose: This study focuses on the performance of the strategy of Indonesia's companies in facing the development of e-commerce business. The relationship between Knowledge Management (Organizational Memory, Knowledge Sharing, Knowledge Absorption, Knowledge Acceptance), Organizational Innovativeness, Competitive Advantage (Time, Quality, Cost, Flexibility) and E-Commerce (Humanistic Factors: Management, Competence, Organizational Structures) examined in this case study. Research design, data, and methodology: This study uses two types such us qualitative and quantitative. A survey approach were conducted to collect data from the Group of Companies (Director and Manager), Academician (Lecturer), Regulator (Head of Government Institution Division), and Master of Management (at least five years). Total of 114 samples was collected and processed for statistical analysis using Smart PLS. Results: This study provide the findings proved that Knowledge Management and Organization Innovativeness simultaneously have positive influence on Competitive Advantage, while Knowledge Management, Organization Innovativeness, and Competitive Advantage simultaneously have positive influence on E-commerce where Competitive Advantage positively influence to E-commerce. Conclusions: The implementation of strategies or steps in this study are expected to steer and motivate an organization to successfully implement a good knowledge management system to pass on knowledge from generation to generation in the company Organizational Innovativeness strategies to improve e-commerce performance.

• Korean Management Science Review
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• v.31 no.4
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• pp.29-42
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• 2014

As society proceeds rapidly toward a knowledge-oriented stage, knowledge as an intangible asset has gained increasing importance. Companies increase their competitiveness and generate extra value through continuous investments in the management of intellectual property (IP). Thus, the prime concerns of companies have been protection of their technological innovation output through filing for IP rights, and maximization of their interests through utilization of intangible assets. Despite the importance of technological innovation in the management of a company, few studies have analyzed the key factors in the management of IP and activities for technological innovation. This study aims to derive policy implications for managing IP and effective capacity building for technological innovation. For this purpose, the author has employed empirical tests to identify the major factors influencing the direction of technological innovations in a company.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.3
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• pp.93-101
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• 2010

Regarding project management, many organizations have developed and distributed general project management knowledge systems, and application fields use the knowledge systems to apply the process suitable for characteristics of a project. This study suggests project management process models to apply to product development projects and introduces the application cases. This product development project management process model is composed of five top processes of initiation and preparation, planning, implementation management, control, and termination and transfer. The five processes are re-divided into 18 bottom processes. These processes are expressed as input, control, output, and mechanism by using the IDEF0 model. This model is applied to the new car development project of a Korean automobile company and introduces the cases, which shows a project charter, a work breakdown structure, a project schedule, a progress s-curve, a risk register, and a performance report.