• Knowledge Management Research
• /
• v.1 no.1
• /
• pp.91-107
• /
• 2000

This paper proposes the Organizational Knowledge Discovery Process Model (OK-DPM) as an initiative for developing a knowledge management methodology. OK-DPM is a model designed to effectively discover knowledge useful to the organization. It explains the knowledge discovery process from the conceptual level to the application level. It decomposes the organizational knowledge discovery process into 3 sub-processes; Creation, Suggestion and Validation. For each sub-process, design components are identified and possible methods for supporting each one are suggested. Also, the relationship patterns between the knowledge discovery process and knowledge type are explored. By applying OK-DPM to two real cases where the knowledge management projects are ongoing, the model was validated and revised. Even though we need to investigate with more cases to refine the OK-DPM, we found that it could provide some insights in developing the effective knowledge discovery process.

• Knowledge Management Research
• /
• v.11 no.3
• /
• pp.47-58
• /
• 2010

Knowledge is fundamental asset for firms in the contemporary economy. Organizations are attempting to leverage their knowledge resources by employing knowledge management. However, a large number of KM initiatives fail due to the ignoring of human factors. We adopt theoretical framework and augment it with extrinsic variables, individual, organizational, and systematic factors that are believed to influence knowledge sharing and outcome of travel agency.

• Knowledge Management Research
• /
• v.7 no.2
• /
• pp.97-122
• /
• 2006

The purpose of this study is to investigate the relationships between knowledge sharing antecedents and knowledge sharing intention in a financial institute and knowledge sharing behavior, knowledge sharing behavior and knowledge sharing performance. This paper first reviews the influencing factors of knowledge sharing and presents the research framework on knowledge sharing with categorized four factors such as structural factors, relational factors, personal and task characteristics. Based on a research framework, survey analysis was conducted with financial institution members. This paper examined the relationship between antecedents of knowledge sharing and knowledge sharing intention, knowledge sharing intention and knowledge sharing behavior. Also it analyzed the relationship between knowledge sharing behavior and the knowledge sharing performance. As a result, the paper suggested that the knowledge sharing intention consist of two dimensions. The first is voluntary knowledge sharing intention. The second is solicited knowledge sharing intention. The former has a significant positive relationship with the innovativeness, communication, personal creative propensity and perception of the knowledge sharing. The later has a significant positive relationship with the task interdependence but has a significant negative relationship with the knowledge sharing evaluation system. Knowledge sharing intention has a significant positive relationship with the knowledge sharing behavior. Also knowledge sharing behavior has a significant positive relationship with the knowledge sharing performance. Finally, the implications and limitations of the study are discussed.

• Knowledge Management Research
• /
• v.9 no.1
• /
• pp.129-146
• /
• 2008

The purpose of this study is to examine the effect of knowledge management on the organizational performance by using structural equation model and to suggest new integrated framework about knowledge management by understanding the determinants of organizational capability to knowledge management in social capital point of view. To serve the purpose of this study, we conducted the extensive survey on 256 Korean companies in diverse industries including the manufacturing. Specifically, from the empirical result of this study, we identified that knowledge management performs more actively as the level of social capital increases, and the company that achieve knowledge management actively shows relatively higher performance than one that do not. On the other hand, among the sub-factors composing the social capital, Vision/Purpose/Value and Norms of Reciprocity directly affect to the organizational performance without knowledge management.

• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.9 no.2
• /
• pp.508-514
• /
• 2008

Knowledge management has been spread rapidly since Knowledge is regarded as a crucial asset in future. Once, Knowledge had been obtained freely but hard to be shared. Studies on importance and share of knowledge have been taking place and it leads to development of knowledge management systems. However, decision makers still have problems even though they are using knowledge management systems. Eventually, for the decision makers are needed concentrated knowledge which is unconscious and embodied, when they make a decision. This is wisdom. Thus, wisdom is superior to knowledge for the decision makers. There are some researches on wisdom but wisdom management were overlooked. This study presents differences between knowledge and wisdom with theoretical research and empirical analysis on the wisdom management.

• Proceedings of the Korea Inteligent Information System Society Conference
• /
• 2001.01a
• /
• pp.265-271
• /
• 2001

It is highly for the research in artificial intelligence area to be able to manage knowledge as human beings do. One of the fantastic natures that human knowledge management systems have is being active. Human beings actively manage their knowledge, solve conflicts and make inference. It makes a major difference from artificial intelligent systems. This paper focuses on the discussion of the features of that human knowledge systems, which underlies the active nature. With the features extracted, further research can be done to construct a suitable infrastructure to facilitate these features to build a man-made active knowledge management system. This paper proposed 10 features that human beings follow to maintain their knowledge. We believe it will advance the evolution of active knowledge management systems by realizing these features with suitable knowledge representation/decision models and software agent technology.

• Knowledge Management Research
• /
• v.6 no.2
• /
• pp.149-168
• /
• 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.

• Journal of Korean Library and Information Science Society
• /
• v.46 no.1
• /
• pp.177-202
• /
• 2015

This research was conducted to evaluate whether knowledge and information resources produced in four educational institutions function as a knowledge management system in the institutions, and to suggest a proposed plan for the foundation of the national knowledge management system. Knowledge and information resources available on the institutes' websites were classified as 'knowledge and information resources of result', 'knowledge and information resources of process', and 'knowledge and information resources of communication'. The application of metadata and the configuration of the search system were examined by content analysis method. From the result, 8 ways to improve the management of knowledge and information resources have been found; the development of standardized metadata and classification scheme, high recognition that the website is a counter for external distribution of knowledge and information resources, various searching skills and the provision of knowledge maps available, provision of linked information for original information acquisition, awareness of the agency managers and homepage managers to the homepages as knowledge management systems, segmentation of appropriate data size unit in a mobile environment work, an organic linkage function of the internal electronic approval system and the homepage have been proposed.

• Information Systems Review
• /
• v.3 no.2
• /
• pp.245-260
• /
• 2001

While past knowledge management researches have focused on conceptualization and strategic implications, knowledge asset researches attempt to provide practical guidelines for companies. However, each research classifies knowledge asset from its own perspective, and thus it is not a trivial task to leverage consistent and inclusive criteria in managing corporate knowledge asset. The objective of this paper is to develop a knowledge asset classification schema on the basis of the three business functions: customer relationship management, product innovation, and infrastructure management. To demonstrate the feasibility of our schema, it has been applied to 9 Korean corporations. Knowledge assets are evaluated according to core capabilities, which are main drivers of sustainable competitive advantages. The results of case study show that the leveraged classification schema reflects current knowledge asset management and characteristics of corporations. Our finding is that most top-quality knowledge management corporations are likely to develop well-balanced knowledge asset.

• Journal of Information Technology Applications and Management
• /
• v.30 no.1
• /
• pp.97-114
• /
• 2023

The purpose of this study is to derive practical implications by verifying the influence of MSME owners' leadership type and management performance on knowledge management. In addition, we tried to verify the mediating role of knowledge management between the leadership type and management performance of MSME owners. Leadership types were divided into transformational leadership and transactional leadership. Transformational leadership consisted of charisma and inspirational motivation, while transactional leadership consisted of situational rewards and management by exception. For data collection, we conducted a survey targeting workers in small businesses. After excluding insincere data that were inappropriate for analysis, we used the remaining 243 samples for empirical analysis. To test the hypothesis, we adopted regression analysis and three-step mediated regression analysis as analysis methods. As a result of the empirical analysis, all seven hypotheses derived were supported, and the main results are summarized as follows. First, we found that MSME owners' transformational leadership and transactional leadership had a positive effect on knowledge management and management performance. Second, we found that knowledge management of MSME owners had a positive effect on business performance. Third, both transformational leadership and transactional leadership of MSME owners were found to be partially mediated by knowledge management in relation to management performance. Based on these research results, we derived practical implications for MSME owners.