• 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.

• Knowledge Management Research
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• v.1 no.1
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• pp.47-64
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• 2000

As the Knowledge Economy grows bigger, studies and practices of knowledge management flourish in almost every organizations. Yet, the studies of fundamental relationships between knowledge and organization have not been sufficiently developed. It is partly because current knowledge management mainly focus on the technical aspects of the theme. This paper tries to find the possible organizing principles and theoretical foundations of knowledge-intensive organizations through the perspective of knowledge market and knowledge community. Based on the differentiation of "knowledge" and "knowing", the author draws several propositions about knowledge creation and knowledge use. Then, the author relates these propositions to the design and implementation of two theoretical models of organizations, i. e. knowledge market and knowledge community. Major claims are: 1) Knowledge use and knowledge creation process are conceptually separable, so that different conceptual models (market & community) need to be applied. 2) Since knowledge use and creation should be integrated, organizations in the Knowledge Economy should be the efficient knowledge market and, at the same time, knowledge community with care and cooperations. 3) The network of independent small KIFs(knowledge-intensive firms) could be considered as the possible organizational model of the future.

• International Journal of Knowledge Content Development & Technology
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• v.10 no.3
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• pp.33-50
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• 2020

Knowledge recipes are packages of knowledge which arise from the process of combining the knowledge assets in the organization in distinctive ways. This involves converting them into useful outputs which are the ideal core competitive advantage enablers for companies. The major objective of this study was to propose a knowledge recipe for financial-sector state corporations in Kenya. The study adopted a convergent parallel mixed methods research design. Quantitative and qualitative data were collected using questionnaires and key informant interviews. The target population of the study was 1574 respondents drawn from all financial state corporations. A multistage sampling technique was used for the study. The first phase involved purposive sampling of the organizations to be studied whereby the four state corporations namely: Capital Markets Authority, Competition Authority of Kenya, Kenya Investment Authority, and Kenya Revenue Authority were identified. The second phase entailed stratified sampling of the respondents in three strata namely senior management team, knowledge management team, and general staff. The authors used a census of all senior management team and knowledge management staff while a simple random sampling technique was used for the general staff. By use of the Krejcie and Morgan table, the actual sample size was 358 respondents from all the four organizations. Data were collected using questionnaires and interview schedules. The qualitative data were analyzed using content analysis while the quantitative data were analyzed by the use of Ms. Excel and VOSviewer and presented using pie charts, bar graphs, and tables. The response rate for this study was 257 (72%). The study revealed that while most employees in the financial sector organizations understand their knowledge needs, knowledge types, knowledge uses and knowledge gaps, they do not have a universal knowledge recipe to facilitate effective knowledge management in their organizations. Consequently, the authors propose a universal knowledge recipe for the state corporations in the financial sector in Kenya. The ingredients of the recipe are legal-knowledge (18%), financial knowledge (15%), administrative knowledge (11%), best practice (10%), lessons learnt (8%), human resource knowledge (8%), research and statistics knowledge (7%), product knowledge (6%), policy and procedure knowledge (5%), ICT knowledge (4%), investor knowledge (3%), markets knowledge (2%), general knowledge (2%) and regulatory framework knowledge (1%).

• Korea Journal of Hospital Management
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• v.18 no.4
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• pp.113-130
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• 2013

The aim of this article is to propose a framework for standardization of knowledge based on a case study of clinical operation to guide initial hospital knowledge management projects. Both quantitative and qualitative data for the project from 2009 through 2012 were collected for analysis. In a study of knowledge management project of a lab in S Hospital's Eye Center, this research examines the standardization of operational knowledge for competence enhancement of the lab. The lab defined and standardized the knowledge concern of the lab operation and the in-group from 2008. Organizations are often unaware of the potential value of tacit knowledge in both clinical and administrative area. The main finding from the case study is that analysis of such tacit knowledge of a lab in a hospital can be transformed into explicit knowledge for organizational capabilities such as improved quality, responsiveness and competitive advantage. Concepts from Nonaka's theory are used to investigate processes of knowledge standardization, examining the strategic value of tacit knowledge and the need to rely primarily on internal documentation processes. Since there has been limited research on hospital knowledge management. it may also be useful to researchers in generating propositions for further study.

• Knowledge Management Research
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• v.3 no.1
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• pp.93-106
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• 2002

Knowledge management is a recent area in business administration that deals with how to leverage knowledge as a key asset and resource in modern organizations. Also, Knowledge systems are the single most important industrial and commercial offspring of the discipline called artificial intelligence. A Case Based Reasoning(CBR) system solves new problems by recalling adapting previous solutions. This paper presents the results of a recent empirical study. Furthermore this study proposes a CBR Methodology designed to manage knowledge of Hana company under e-business.

• Korean Management Science Review
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• v.21 no.1
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• pp.87-111
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• 2004

Today's organizations make every effort to achieve effective knowledge management. under the recognition that knowledge is a powerful. competitive weapon. For knowledge management to be successful, however, not only should knowledge be voluntarily offered by organizational members but also the organizational ownership of knowledge be perceived among members. In this regard. this study explores antecedent factors of organizational ownership of knowledge based on the extension of previous studies. The analysis of two hundred and fifty-five survey data indicates that cohesion of department or team, propensity to share, and task interdependence are significantly related to organizational ownership. The relationship turns out to be stronger with tacit knowledge than with explicit knowledge. Some suggestions are proposed for enhancing effective knowledge management.

• Journal of Information Management
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• v.31 no.2
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• pp.1-10
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• 2000

Many experts predict that 21st century will be knowledge-based society. That is, knowledge beside labor, capital will be recognised as important assets and powerful competitiveness. The main aim of government-supported research institute is to evolve R&D activities and to diffuse them. And all process including R&D activities can be called to knowledge life cycle. This paper reviews understanding of KM and information professional's role in research information center. Sometimes, CEOs misunderstand that only building of knowledge management system is sucess of knowledge management initiatives but the most important factors of its success are human and culture of knowledge sharing, not H/W systems. Information professionals must be consultant, analyst, content manager, planner and marketer, knowledge manager to practice knowledge management initiatives successfully.

• Knowledge Management Research
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• v.7 no.2
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• pp.69-96
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• 2006

The purpose of this study is to find success factors of knowledge management in Korean firms, confirm them empirically, and verify their relative importance in terms of company size and industry type. The major studies on the knowledge management were deliberately selected and interpretively analyzed to find the success factors of Korean firms. As a result of the analysis, five success factors(top management's will, evaluation reward, organizational culture, knowledge management system, organizational structure) have been found. The empirical researches to make certain whether the above five factors derived are actually true or not have been separately performed by using questionnaire method. Based on the data collected, it is found that all five factors are significant. The degree of relative importance among the success factors of knowledge management in Korean firms has been found as: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v)organizational structure. In company size, large firm's degree of relative importance among the success factors are: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v) organizational structure. And medium-small firm's degree of relative importance among the success factors of knowledge management in Korean firms has been found as: (i)top management's will, (ii)organizational culture, (iii) evaluation-reward, (iv)knowledge management system, (v)organizational structure. Finally, in type of industry, manufactural firm's degree of relative importance among the success factors of knowledge management in Korean firms has been found as: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v)organizational structure. And non-manufactural firm's degree of relative importance among the success factors of knowledge management in Korean firms are: (i)top management's will, (ii)organizational culture, (iii)evaluation-reward, (iv)knowledge management system, (v)organizational structure.

• Knowledge Management Research
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• v.6 no.2
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• pp.23-47
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• 2005

This study is performed the multinomial logistic regression with the officials needs level about a component of knowledge administration for drawing a demand estimation model in the knowledge administration activities. This study is not that an activity and domain of knowledge administration is to apply and to operate uniformly it in public sector, one is suggested an application with a demand diagnose of knowledge administration in order to saw a course of the knowledge administration programs to suit a function and role of public administration. A result of this study is that an activity and domain of the knowledge administration is different from a component of it namely, knowledge creating, knowledge organizing, knowledge sharing and distribution, knowledge utility, and knowledge store. And the officials individual characteristics, administration agency, a kind of business, and a function and role of work are different from demand of knowledge administration. Also, the practical use of KMS (knowledge management system) is not so high in public sector. Accordingly, the tools of knowledge administration will deliberate on a consolidation with the existing system in the device.

• 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.