• Journal of the Korean Operations Research and Management Science Society
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• v.20 no.3
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• pp.77-104
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• 1995

Intelligent Decision System support the decision analysis process in the managerial problems with decision analytic knowledge as well as domain specific knowledge. Influence Diagram has been one of the major knowledge representation in the intelligent decision system. In the development of intelligent decision system, knowledge acquisition is also known to be difficult. This paper suggests a developing tool using an influence diagram and Verbal Protocol Analysis which facilitates knowledge acquision for intelligent decision system. An ennvironmental decision making problem is used as an illustrative example and validation of the suggested developing tool is discussed. The suggested tool is very flexible to be expanded or applied to similar problems.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.12
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• pp.421-429
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• 2021

The aim of the study is to explore the impact of intellectual capital and knowledge management on public sector innovation and also role knowledge management as the mediator variable. The study applied a descriptive quantitative method and by using a simple random sampling approach to 200 civil workers in Indonesian government entities. The data was gathered using an online questionnaire technique and analyzed using the AMOS program for structural equation modeling (SEM). According to the findings of the research, intellectual capital has a substantial influence on knowledge management. As a result, intellectual capital and knowledge management have a significant impact on public sector innovation, with knowledge management serving as a mediator between intellectual capital and public sector innovation. Besides that, the findings of this study suggest that organizations can increase innovation by choosing the right intellectual capital and utilizing good knowledge management. This work addresses a vacuum in the literature on applying knowledge management in the public sector, and so adds substantially to the theoretical progress of the area. Moreover, this is the first study to test the mediating role of knowledge management in the relationship between intellectual capital and innovation in the public sector of a developed country.

• Knowledge Management Research
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• v.14 no.3
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• pp.87-100
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• 2013

As the external knowledge networks of firms have become more and more important to their product and service innovations, many global leading companies such as P & G, IBM, and Samsung Electronics have formulated and implemented their open innovation strategy. This study attempts to empirically analyze the effects of CEOs' supports for external knowledge networks, external knowledge network-oriented cultures and inter-organizational knowledge management systems as the major antecedents to external knowledge networks by using the data based on organizational members' perceptions about them. Based on 847 samples collected from employees in three companies in the medical, the construction and the IT service industries, this study performed a structural equation modeling (SEM) analysis about the effects of the antecedents to the external knowledge networks on product and service innovations through Partial Least Squares (PLS). The empirical findings of this study show that CEOs' supports for external knowledge network positively influence product and service innovations, partially mediated by external knowledge network-oriented cultures and inter-organizational knowledge management systems. And they also show that external knowledge network-oriented cultures and inter-organizational knowledge management systems have a positive effect on product and service innovations, respectively, partially mediated by external knowledge networks. With these new findings, academic and practical implications are discussed.

• 한국디지털정책학회:학술대회논문집
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• 2006.12a
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• pp.355-366
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• 2006

Knowledge sharing is an essential component of effective knowledge management, however, individuals' knowledge does nottransform easiIy into organizational knowledge even with the implementation of knowledge management program, rather , individuals tend to hoard knowledge for various reasons. this article is to explore what factors have influenced the knowledge sharing intent ion and knowledge sharing mechanism. Althoughseveral factors have been identified to help create a high performing knowledge organization, including leadershlp, organizational culture and so on, the major objective of the research. is to explore what kinds of individuals' factors have influence on knowledge sharing intent ion and knowledge sharing mechanism by knowledge types. This paper applied personality trait ability, extrinsic motivation, intrinsic motivation structure to explain knowledge sharing in organization.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1999.10a
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• pp.103-103
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• 1999

• Knowledge Management Research
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• v.7 no.1
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• pp.31-47
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• 2006

In order to manage organizational knowledge efficiently, Knowledge Management System(KMS) is considered as mandatory. This study aims at developing a KMS performance model to predict user satisfaction as well as KMS usage, considering the unique features of KMS. By analyzing 261 surveys with LISREL, we found that community of practice(CoP) characteristics - participation and interactivity among users - significantly affects KMS user satisfaction. This implies that the development of KMS should focus on facilitating users' interactivity and participations such as CoP activity, which differs from the general information system context. We also found that KMS usage is influenced by CoP interactivity, not by CoP participation, and that KMS usage as well as user satisfaction leads to user performance. Interpretations and implications of the findings are discussed.

• The Journal of Information Systems
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• v.16 no.4
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• pp.223-241
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• 2007

This study extends prior research of knowledge management by proposing how social capital can positively impact the ability of organizations to manage knowledge. The purpose of this study is to examine the relationship between social capital and knowledge management and how both help organizations achieve a sustained superior performance. To serve this purpose, I conducted an extensive survey on 143 Korean firms in diverse industries. Analyzing hypothesized relationships with the data collected, I empirically assure that organizations with high levels of social capital have more knowledge management capabilities than organizations with low levels of social capital and there exist statistically significant relationships between knowledge management and organizational performance.

• Journal of Smart Tourism
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• v.2 no.4
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• pp.11-23
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• 2022

The use of robots in tourism and hospitality contexts have drawn increasing scholarly and practical regard. Although the number of recent robotics related studies continue to grow, a general knowledge map, which is important to point out promising directions for future studies, remains to be made. To understand the application of robotics in tourism and hospitality, this study conducts descriptive and bibliometric analysis to present a holistic knowledge map of this specific field where research trend, key contributors, highly cited references, and popular themes were identified. Collaboration networks among institutes and regions were additionally illustrated. Collaboration across fields, industries, and perspectives were encouraged following the findings and both theoretical and practical implications are accordingly provided.

• Knowledge Management Research
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• v.12 no.4
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• pp.77-90
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• 2011

This study examined the effects of knowledge management strategy and structural capital on organizational performance. Structured capital was classified into three dimensions: organizational culture, knowledge process, and information technology. Data were collected from 251 employees in a public institution. Results indicated that organizational knowledge-based strategy was positively related to employees' job satisfaction, and that information technology-based strategy was positively related to customers' satisfaction and institutional image. Results also indicated that organizational culture and knowledge process were positively related to customers' satisfaction, employees' job satisfaction, and institutional image, whereas informational technology was negatively related to customers' satisfaction and institutional image. Finally, the theoretical and practical implications of the results were discussed.

• Knowledge Management Research
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• v.9 no.1
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• pp.97-116
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• 2008

The purpose of this study lies in examining how knowledge management was applied to PMI(Post Merger Integration) in bank merger. Individuals and organizations in Korea have experienced a lot of changes since the 1997 foreign exchange crisis. In such a situation, individuals came to think the only thing to rely on was personal knowledge. Since organizations had to lay off workers in order of their birth year, not based on whether or not individuals had the knowledge necessary for the organizations, they needed to have such a system that could use their explicit knowledge and even outside knowledge or customers' knowledge as IT developed by changing individuals' tacit knowledge into explicit knowledge as needed in order to continue to maintain their competitiveness and for their own development. Thus, each firm started to pitch for the introduction of knowledge management. Individuals started to store their own experience and knowledge in their homepages or blogs. It was Woori Bank, the merged bank of Hanil Bank and Commercial Bank of Korea, that introduced the knowledge management system and Shared Service Center, in which knowledge creation is available, for the first time in the banking business. Its previous name was Hanbit Bank. Hanbit Bank wanted to construct an advanced bank system, bringing in their chief information officer(CIO) from a foreign bank and introducing an IT software used in Spanish banks to adjust all banking processes to it. However, they could not help giving up the plan in the middle of the road since there was a great difference between Spain and Korea in the financial system and more than 30% of software package had to be changed. In this situation, PMI was delayed, and customer inconvenience continued, which made the integration of organizational cultures slow down. As a breakthrough in this situation, knowledge management was introduced. To integrate knowledge of two organizations in the process of PMI is an important job for all merger candidates. This study aims at presenting the successful results from using knowledge management as a means to PMI ahead of other financial institutions so they can apply them to their organizations. PMI was not achieved properly after the two banks had been merged as Hanbit, but entering the era of Woori Bank, workers were integrated under one standard organization following the organizational and knowledge integration, and knowledge management was introduced for an efficient sharing of knowledge among members. A great number of mergers have occurred up to now, but Woori Bank is the first case that used knowledge management as a means to both PMI and competitiveness enhancement. Probably it was an appropriate time when Woori Bank introduced knowledge management as it was organized. Since Hanil Bank and Commercial Bank of Korea had not introduced knowledge management until then, it could use knowledge management as a means to PMI. Using knowledge management, it could create a new organizational culture and increase competitiveness in the banking industry.