• 지식경영연구
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• 제7권2호
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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.

• 대한안전경영과학회지
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• 제19권3호
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• pp.151-164
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• 2017

This study is an empirical study on the relationships among success factors of six sigma(support of top management, education and training, performance-based reward, customer and quality focused thought) on change management activity and business performance. In particular, mediating effect of change management activity on the relationship between success factors of six sigma and business performance is empirically analysed to find causes and impacts among these variables. The study results are as follows: First, there were positive relationships between critical success factors of six sigma(except support of top management) and change management activity. Second, there was also a positive relationship between change management activity and business performance. Third, there were also positive relationships between critical success factors of six sigma and business performance. Finally, change management activity was partial mediating effects on the relationship between critical success factors of six sigma(education and training, performance-based reward, customer and quality focused thought) and business performance. On the other hand, support of top management had no mediating effect on business performance.

• 치위생과학회지
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• 제21권1호
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• pp.28-37
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• 2021

Background: Career success is the psychological achievement associated with an individual's work. Protean career management behavior is the behavior of managing individual careers in order to achieve individual career goals. The purpose of this study was to clarify the career success of dental hygienists as perceived by clinical dental hygienists and to compare the relationship between career success and protean career management behavior. Methods: Nationwide convenience samples of clinical dental hygienists were obtained; 354 people were surveyed online, and the data of 350 people were finally analyzed. The perception of career success of dental hygienists was assessed using a multiple response method. T-test, ANOVA, and χ2 tests were performed to investigate the differences and relationships between protean career management behavior and career success according to the general characteristics. Results: Career success was recognized by clinical dental hygienists as "income", "work proficiency", "patient consultation", "self-satisfaction", and "recognition by superiors" in order. There were significant differences in protean career management behavior according to general characteristics (p<0.05). Higher career management behavior was common in those higher in age, in married participants, in those with higher educational background, and in those with a higher career, better position, and more job change experience (p<0.05). Among the variables of career success perceived by clinical dental hygienists, "work proficiency" had a significant effect on "career management behavior" (p<0.05). "Work proficiency" and "recognition by superiors" were significant in "protean technological development behavior," and they also influenced actual behavior (p<0.05). Conclusion: The relationship between dental hygienists' career success and protean career management behavior was clarified. Dental hygienists performed career management behaviors to develop work ability and skills. In addition, the relationship between career management behavior and long-term employment was confirmed.

• 산경연구논집
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• 제5권4호
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• pp.31-42
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• 2014

Purpose - According to the applied studies knowledge, management implementation can improve organizational performance. The main objective of this study is to develop an understanding of critical success factors that enhance the successful implementation of knowledge management. Research design, data, and methodology - This study used Analytical Hierarchy Procedure (AHP), which is a multi-criteria decision making model that works on fuzzy logic. Using this method, researchers can find the proportion of success due to the contribution of the critical success factors (CSFs). Results - The results show that more than 70% of respondents indicate the possibility of success in knowledge management implementation. Further, the results show that top management support has the greatest relationship with the success of knowledge management implementation. This was followed by information technology, performance measurement, and culture, which had a high relation with knowledge management success. Process and activities have a moderate positive relation, while education and training has a low relation with success. Because of an inappropriate p-value, knowledge management strategies show no relation to the success of knowledge management in the Iranian health Industry. Conclusions - This study was conducted because of a critical issue in the Iranian health industry that indicated that a significant portion of the workforce would retire in 5 to 10 years. Most highly experienced and knowledge oriented employees would become eligible for retirement. Therefore, knowledge management is presented as a complete solution in the Iranian health sector.

• 지식경영연구
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• 제5권1호
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• pp.1-17
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• 2004

Based on the diffusion of innovation paradigm, this study conceptualizes the constituent components (3P) and the growth stages (6C) for knowledge management. It is critical for knowledge management efforts to identify 'where we are' and decide 'where to go' and then to manage 'how to go'. As a framework for the success of knowledge management, the 3P6C model is intended to systematically guide these efforts toward knowledge asset management and implementation, for knowledge productivity. This model is illustratively applied to such success stories as in Skandia, Buchman Lab and Hall Mark Cards. Such applications of this model show that they have been through such prior activities required in the earlier stages, and thattechnological platform is just one of the 3 key components working as an enabler, implying together the existence of growth path in KM success. Provided in the appendix are a set of exemplary scenarios in knowledge management practice for growth stage assessment.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2008년도 추계학술대회
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• pp.383-393
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• 2008

In this thesis, We analyzed success enterprise case which is well worked by knowledge and is gained effect results. We searched key factor for success knowledge management and found problem which is able to happen when is introduced by success enterprise in knowledge management. We applied to in franchise real field with key factor found above results and experimented others real fields.

• Asia pacific journal of information systems
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• 제16권4호
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• pp.71-101
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• 2006

Modern companies have heavily invested in developing CRM systems without explicitly knowing how the systems improve customer relationship management. Many researchers have attempted to find the factors that contribute to the success of CRM systems. However, most research have investigated the direct relationships between CRM success factors and system success without explaining how the factors contribute to the system success. It seems to be logical to think that success factors enhance the customer equity value management (CEVM) capability of the firms and then these capabilities are the foundation for the success of systems. In this study, we developed a CRM success model that includes CEVM capability as a mediating variable. The research followed the following steps: (1) CRM success factors that have theoretical relationship with CEVM capability are identified and categorized, (2) the theoretical relationship between CEVM capability and CRM performance is established in the perspective of strategic CRM, and (3) the research model is tested with the survey data collected from Korean firms.

• 디지털산업정보학회논문지
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• 제8권4호
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• pp.245-261
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• 2012

This study thus set out to empirically analyze connections between the success factors of marketing and management performance in the silver industry. For that purpose, the investigator analyzed relations between independent variables, which include such success factors of marketing as market segmentation, product mix, customer relational management, brand asset, price strategy, and marketing information system, and dependent ones, which include financial and non-financial management performance. Those results partially support the hypothesis that the six success factors of marketing set in the study have effects on financial and non-financial management performance in the silver industry. Customer relational management had the biggest influence, being followed by brand asset and price strategy in the order. Those results indicate that companies need to consider customer relational management, brand asset, and price strategy before other success factors of marketing to achieve financial and non-financial management performance in the silver industry.

• 디지털산업정보학회논문지
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• 제8권4호
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• pp.231-244
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• 2012

The purpose of this study was to substantially analyze the relation between the success factors of quality management and performance. For this purpose, the success factors of quality management - CEO's leadership, customer-centeredness, process management, training, full participation of employees, and relationship with vendors - were identified as independent variables and performance was identified as dependent variable to substantially analyze the automotive parts industry. In result, the findings can be summarized into the following: First, for the relation between the success factors of quality management and financial performance, CEO's leadership, customer-centeredness, training, and full participation of employees were statistically significant, but process management and relationship with vendors were not statistically significant. Second, for the relation between the success factors of quality management and non-financial performance, CEO's leadership, customer-centeredness, full participation of employees, and relationship with vendors were statistically significant, but process management and training were not statistically significant. Third, it was also found that, among the success factors of quality management, CEO's leadership, customer-centeredness, full participation of employee should be considered more than any other variables to achieve performance. Based on the above findings, it was concluded that 'CEO's leadership' and 'customer-centeredness' had an influence on both financial and non-financial performances and were relatively more influential than other individual factors.

• 대한안전경영과학회지
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• 제17권1호
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• pp.309-320
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• 2015

This study is an empirical study on the relationships among success factors of six sigma(support of top management, education and training, performance-based reward, customer and quality focused thought), job satisfaction, and quality performance. In particular, mediating effect of job satisfaction on the relationship between success factors of six sigma and quality performance is empirically analysed to find causes and impacts among these variables. A survey was conducted on the employees working in 'H' company which is applying six sigma at Ulsan City. The survey questionnaires were sent to 300 people and 216 of them were returned. Data obtained was analyzed with SPSS 18.0. The study results are as follows: First, there were positive relationships between critical success factors of six sigma(except support of top management) and job satisfaction. Second, there was also a positive relationship between job satisfaction and quality performance. Third, there were also positive relationships between critical success factors of six sigma(except support of top management) and quality performance. Finally, job satisfaction were full mediating effects on the relationship between critical success factors of six sigma(education and training, performance-based reward) and quality performance. Critical success factors of six sigma(customer and quality focused thought) had a partial mediating effect on quality performance. On the other hand, support of top management had no mediating effect on quality performance.