• Journal of Digital Convergence
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• v.9 no.4
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• pp.223-233
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• 2011

Smartwork will gradually move from the routine job to the knowledge based job. Therefore, supporting the personal level knowledge activities and the organizational level KM(Knowledge Management) will have a critical effect on the organizational performance. The purpose of this research is to develop strategies that revitalize the knowledge management for organizations that are trying to implement smartwork under such context. First of all, through the research results reviewed from areas such as current teleworking, telecommuting, mobile working and virtual organization, we identify the characteristics of the knowledge management for smartwork. And then, we develop and propose KM strategy that would supplement the existing knowledge management method and techniques in the smartwork environment. Academically, this paper emphasizes the further research needs about KM in terms of smart work. Operationally, it outlines and guides to the KM strategies for the government and enterprise planners that are designing smartwork.

• Journal of Korean Society of Archives and Records Management
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• v.1 no.2
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• pp.81-100
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• 2001

This study examines tile concept of knowledge management and research trends. This study, then, analyzes the factors influencing for knowledge sharing. Finally, it identifies facilitating factors for knowledge sharing in terms of knowledge characteristics, organizational culture, knowledge management support organization arrangement, reward system, and information technology. The suggestions of the study can be used to establish knowledge sharing in organizations.

• Asia pacific journal of information systems
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• v.18 no.1
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• pp.53-77
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• 2008

In recent years, although numbers of corporations are bringing in PMO, they seem to be indifferent to PMO performance measurement. This demonstrates that there are also other reasons beside performance measurement of information systems (IS) project being ambiguous by introducing PMO; the lack of acknowledging the concrete function of PMO, and the scarcity of empirical study about the effect of PMO on the project members and project performance. In this sense, this study is aimed at proposing a new research model in which project success factors (i.e., standardization, management advocacy, and staff expertise) affect PMO capability (i.e., knowledge management, resources management, and problem solving competency) positively, leading to project performance (i.e., task outcomes, psychological outcomes, and organizational outcomes) eventually. To empirically test the research model, data are surveyed from PMO department and IS department. To prove the validity of the proposed research model, PLS analysis is applied with valid 132 questionnaires. By employing PLS technique, the measurement reliability and validity of research variables are tested and the path analysis is conducted to do the hypothesis testing. The path analysis results can be organized into 7 ways in large scale. First, standardization of project success factors has a positive association with knowledge management, resources management, and problem solving competency of PMO capabilities. The findings of this result indicate that the multiple or single project management should satisfy standardization in order to operate an effective PMO. Second, management advocacy of project success factors has a positive association with knowledge management, resources management, and problem solving competency. Management advocacy refers to the willingness of management to provide the required resources and authority for project success. There is agreement among researchers regarding the importance of management advocacy for favorable PMO capability. Third, staff expertise of project success factors has a positive association with knowledge management, resources management, and problem solving competency. The findings of this result indicate that the formation of an exceptional consultant or members with a proficient knowledge for staff expertise of project member is the key factor to elevate the PMO capability. Past research suggests that experience and knowledge and the resultant familiarity with the problem faced can be an important determinant of PMO capability. A capable project with appropriate staff expertise means that it enjoys a diversity of abilities and experiences. Fourth, knowledge management competency of PMO capabilities has a positive impact on psychological outcomes but has no direct effect on task outcomes and organizational outcomes. In domestic case of S. Korea, PMO was finally introduced to many other corporations in 2005 though it started bringing in 2000. Therefore, it had neither a significant impact on the task outcomes nor organizational outcomes by lacking the contents and the infrastructure of the knowledge management because the knowledge consolidation and management period of PMO is comparatively shorter by terms than other foreign nations. Fifth, resources management competency of PMO capabilities has a positive association with task outcomes, psychological outcomes, and organizational outcomes. In addition, problem solving competency of PMO capabilities has a positive association with task outcomes, psychological outcomes, and organizational outcomes. Therefore, the findings of this results stress that PMO capabilities has a positive impact on project performance. Sixth, according to the path analysis of the hypothesis, which suggested in this research, problem solving competency is the PMO capability which is the key success factor for task, psychological, and organizational outcomes as an integrated performance model. Further, the analysis reveals that problem solving competency is an important factor for integrated performance model. The finding is in line with past IS research, which affirms that the work of IS projects is essentially a problem solving endeavor. Seventh, in the path analysis of the hypothesis in this research, the path of the management advocacy $\rightarrow$ problem solving competency $\rightarrow$ organizational outcomes appears to be the most important and strongest path. In brief, the finding of this study suggests that project success factors influence PMO capability positively, and project performance as well. From the results, it can be concluded that PMO helped great improve the project success rate and project performance. This study advances research on PMO capability in three important aspects. First, the findings of our study have implications for IS theory and future research. Our study contributes to IS theory by synthesizing concepts from PMO research and project management research with those in IS research. We proposed and tested PMO capability of IS projects and the findings of our investigation provided some preliminary answers to some of the questions raised. Secondly, this thesis does not only help depicting the concept of IT governance but also approaches empirically. It makes a gradual approach to the main content, step by step, in contrary of simple standard, scholastic way of thinking. Finally, we argued that this task-oriented(technical) view is not sufficient to adequately conceptualize IS project performance. Hence, we applied that the research on organization teams, which provides a flip viewpoint to that of project management research in that it gives more weight for psychological outcomes of organizational work groups, can be very helpful in reconceptualizing the IS project performance construct. The limitations of this study are also discussed to provide research directions for future research.

• Knowledge Management Research
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• v.12 no.2
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• pp.1-16
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• 2011

This study examined the influence of the antecedents of knowledge transfer from both the knowledge source's and recipient's perspectives using a social network survey. Prior research usually focused on either perspective of the knowledge source or recipient, thus could not include both. Analyzing the responses from 335 R&D employees of the five firms, the study showed that all antecedents of knowledge transfer - reward, reciprocity, subjective norm, and perceived behavioral control - are influential on knowledge transfer from the knowledge source's perspective. However, from the knowledge recipient's perspective, perceived behavioral control was influential on the quality of knowledge transfer and subjective norm was on the number of knowledge recipients. Expected reward and reciprocity did not show significant influence. This study proved that the necessity of considering both the knowledge source's and the recipient's perspectives when measuring knowledge transfer and the importance of intrinsic motivations, such as subjective norm and perceived behavioral control.

• Knowledge Management Research
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• v.9 no.4
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• pp.35-49
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• 2008

The purpose of the study is to develop and validate an instructional design model from the perspective of the knowledge creation. To serve the purpose, the researcher conducted 1) literature review to find causal relationship model among knowledge creation factors and to propose a hypothetical instructional design model, 2) data analysis with 50 senior level e-Learning instructional designers, and 3) testing the fitness of the proposed model and relevant causal-relational hypotheses. Results indicate; 1) the proposed model fit to the empirical evidence, 2) 6 hypotheses among 11 were validated. A typical instructional designer's personal competency was evidenced as the most powerful independent variable that predicted knowledge acquisition, knowledge sharing, and the application of the instructional models. However, the expected effect of instructional design models toward other dependent variable was not be found. In addition, further suggestions for the future research are addressed.

• Knowledge Management Research
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• v.9 no.1
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• pp.23-38
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• 2008

This study develops a framework and instruments to diagnose the current knowledge management(KM) status of an organization and to suggest future KM implementation directions. Based on the comprehensive review of KM literature and KM case studies, we derive three main aspects(strategic, social and technical aspect) and seven critical factors(KM strategy, knowledge worker, organizational strucuture, organizational culture, KM processe, organizational knowledge, and information technology) for the successful KM implementation. The instruments developed in this study include every specific measurement items of each critical success factor, which are expected to help not only suggest a context-sensitive KM strategy but also evaluate current KM status of a designated organization. By introducing two dimensions of KM evaluation(effectiveness and necessity), a more holistic and contingent view of KM can be assured. Academic contributions as well as practical implications are discussed. Study limitations and future research directions are also provided.

• Journal of the Korean Operations Research and Management Science Society
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• v.17 no.2
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• pp.145-162
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• 1992

This paper proposes two design principles for expert systems to solve a stock market timing (SMART) problems : machine knowledge and fuzzy post-adjustment, Machine knowledge is derived from past SMART instances by using an inductive learning algorithm. A knowledge-based solution, which can be regarded as a prior SMART strategy, is then obtained on the basis of the machine knowledge. Fuzzy post-adjustment (FPA) refers to a Bayesian-like reasoning, allowing the prior SMART strategy to be revised by the fuzzy evaluation of environmental factors that might effect the SMART strategy. A prototype system, named K-SISS2 (Knowledge-based Stock Investment Support System 2), was implemented using the two design principles and tested for solving the SMART problem that is aimed at choosing the best time to buy or sell stocks. The prototype system worked very well in an actual stock investment situation, illustrating basic ideas and techniques underlying the suggested design principles.

• Asia pacific journal of information systems
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• v.22 no.3
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• pp.75-97
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• 2012

Knowledge residing in the heads of employees has always been regarded as one of the most critical resources within a firm. However, many tries to facilitate knowledge transfer among employees has been unsuccessful because of the motivational and cognitive problems between the knowledge source and the recipient. Social capital, which is defined as "the sum of the actual and potential resources embedded within, available through, derived from the network of relationships possessed by an individual or social unit [Nahapiet and Ghoshal, 1998]," is suggested to resolve these motivational and cognitive problems of knowledge transfer. In Social capital theory, there are two research streams. One insists that social capital strengthens group solidarity and brings up cooperative behaviors among group members, such as voluntary help to colleagues. Therefore, social capital can motivate an expert to transfer his/her knowledge to a colleague in need without any direct reward. The other stream insists that social capital provides an access to various resources that the owner of social capital doesn't possess directly. In knowledge transfer context, an employee with social capital can access and learn much knowledge from his/her colleagues. Therefore, social capital provides benefits to both the knowledge source and the recipient in different ways. However, prior research on knowledge transfer and social capital is mostly limited to either of the research stream of social capital and covered only the knowledge source's or the knowledge recipient's perspective. Social network theory which focuses on the structural dimension of social capital provides clear explanation about the in-depth mechanisms of social capital's two different benefits. 'Strong tie' builds up identification, trust, and emotional attachment between the knowledge source and the recipient; therefore, it motivates the knowledge source to transfer his/her knowledge to the recipient. On the other hand, 'weak tie' easily expands to 'diverse' knowledge sources because it does not take much effort to manage. Therefore, the real value of 'weak tie' comes from the 'diverse network structure,' not the 'weak tie' itself. It implies that the two different perspectives on strength of ties can co-exist. For example, an extroverted employee can manage many 'strong' ties with 'various' colleagues. In this regards, the individual-level structure of one's relationships as well as the dyadic-level relationship should be considered together to provide a holistic view of social capital. In addition, interaction effect between individual-level characteristics and dyadic-level characteristics can be examined, too. Based on these arguments, this study has following research questions. (1) How does the social capital of the knowledge source and the recipient influence knowledge transfer respectively? (2) How does the strength of ties between the knowledge source and the recipient influence knowledge transfer? (3) How does the social capital of the knowledge source and the recipient influence the effect of the strength of ties between the knowledge source and the recipient on knowledge transfer? Based on Social capital theory and Social network theory, a multi-level research model is developed to consider both the individual-level social capital of the knowledge source and the recipient and the dyadic-level strength of relationship between the knowledge source and the recipient. 'Cross-classified random effect model,' one of the multi-level analysis methods, is adopted to analyze the survey responses from 337 R&D employees. The results of analysis provide several findings. First, among three dimensions of the knowledge source's social capital, network centrality (i.e., structural dimension) shows the significant direct effect on knowledge transfer. On the other hand, the knowledge recipient's network centrality is not influential. Instead, it strengthens the influence of the strength of ties between the knowledge source and the recipient on knowledge transfer. It means that the knowledge source's network centrality does not directly increase knowledge transfer. Instead, by providing access to various knowledge sources, the network centrality provides only the context where the strong tie between the knowledge source and the recipient leads to effective knowledge transfer. In short, network centrality has indirect effect on knowledge transfer from the knowledge recipient's perspective, while it has direct effect from the knowledge source's perspective. This is the most important contribution of this research. In addition, contrary to the research hypothesis, company tenure of the knowledge recipient negatively influences knowledge transfer. It means that experienced employees do not look for new knowledge and stick to their own knowledge. This is also an interesting result. One of the possible reasons is the hierarchical culture of Korea, such as a fear of losing face in front of subordinates. In a research methodology perspective, multi-level analysis adopted in this study seems to be very promising in management research area which has a multi-level data structure, such as employee-team-department-company. In addition, social network analysis is also a promising research approach with an exploding availability of online social network data.

• 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.

• Knowledge Management Research
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• v.11 no.5
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• pp.1-23
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• 2010

In order to provide a better understanding about the phenomenon of KM assimilation, this study attempts to conceptually develop and empirically compare two different models: (1) the first model, which considers the KM process as the flow of knowledge that plays an intervening role between knowledge stocks (i.e., knowledge worker, technical knowledge infrastructure, external knowledge linkage, knowledge strategy, and internal knowledge climate) and the level of KM assimilation; and (2) the second model is a simple direct effect formulation without any distinction between knowledge stock and flow. These two models were then tested and compared using the responses of 187 Korean organizations that had already implemented enterprise-wide KM systems. The findings indicate that the two models are useful in explaining successful KM assimilation. However, the first causal model with the distinction between knowledge stock and flow assesses the effectiveness of KM more accurately than the second model without the distinction. Interestingly, the KM process was shown to be the most critical factor for the proliferation of KM activities across an organization. The findings of this study are expected to serve not only as early groundwork for researchers hoping to understand KM and its effective assimilation in organizations, but should also provide practitioners with guidelines as to how they can enhance their KM assimilation level so as to improve their organizational performance.