• Journal of Technology Innovation
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• v.13 no.3
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• pp.1-25
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• 2005

This Paper examines the effect of IT knowledge and IT communication on the operational performance of small firms. Small firms which could be defined firms with less than 50 people in total lags behind medium and large firms in computerization. In order to fill up the computerization gap resulted from size differences, Korean government has been promoting the 'Networking Small Firms' project since 2001. Survey data with 698 small firms in Korea, we could find that If knowledge and IT communication significantly contributed to the operational performance of small firms. Internal process performance is affected by individual IT knowledge, traditional communication, and e-mail communication. Customer performance is affected by above three factors, organizational IT knowledge and internet/EDI communication. Interestingly, financial performance is not affected by traditional communication but only IT knowledge and IT communication.

• Asia pacific journal of information systems
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• v.23 no.1
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• pp.87-106
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• 2013

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization's management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dynamic capability and service innovation. Knowledge management capability is the basis of dynamic capability as well. The theoretical and practical implications are discussed further in the conclusion section.

• STI Policy Review
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• v.2 no.1
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• pp.55-73
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• 2011

Intermediaries are presenting not only transactional information that orchestrates electronic transaction, but also market related information and knowledge useful for sellers' understanding of the market status. However, we do not have strong evidence that the market related information and knowledge is properly utilized by sellers and that it has an actual influence on sellers' performance. According to the research result, absorptive capacity and the pattern of information system utilization is statistically significant to sellers' performance mediated by operational efficiency and market knowledge creation. Especially, explorative utilization of information system and realized absorptive capacity has a stronger influence on sellers' performance mediated by market knowledge creation. With this research result, this study maintains that sellers are required to absorb and utilize market related information and knowledge more actively through explorative utilization of information system to achieve better performance in the e-marketplace. On the other hand, intermediaries are recommended to provide abundant and valuable market related information and knowledge for the sellers to build up better e-marketplaces.

• Knowledge Management Research
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• v.10 no.3
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• pp.35-49
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• 2009

The purpose of this study is to examine whether suppliers are able to benefit by means of constructing a relationship-specific intangible asset and participating in collaboration with purchasers to actively maintain value created while mutually using inter-organizational information systems. To achieve the purpose of this study. 82 questionnaires have been analyzed from suppliers which are using electronic transactions through inter-organizational information systems. As a result, business process specificity and domain knowledge specificity, which are relationship-specific intangible assets, affect operational collaboration and strategic collaboration, which are classified by level of decision-making. Although both types of collaboration are needed to achieve both strategic and operational benefits, we find each collaboration to be uniquely promoted by a specific types of relationship-specific intangible asset. Operational collaboration is found to be an antecedent to operational benefit and strategic collaboration is found to be an antecedent to strategic benefits. No crossover between collaboration and supplier's benefits is found. Consequently, the result of this study shows collaboration is needed for domestic suppliers, which have relatively low levels of collaboration, to keep maintain relationship-specific intangible assets and to prevent the relationship termination cost when transactions have been stopped between supplier and purchaser. Also the results imply the supplier can have advantages by participating in collaboration.

• Journal of the Korean Society of Safety
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• v.11 no.3
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• pp.143-153
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• 1996

Shutdown of boiler plants is a dynamic, complicated, and hazardous operation. Operational error is a major contributor to danserous situations during boiler plant shutdowns. It is important to develop an automatic system which synthesizes operating procedures to safely go from normal operation to complete shutdown. Knowledge representation for automatic shutdown of boiler plants makes use of the hierarchical, rule-based framework for heuristic knowledge, the semantic network, frame for process topology, and AI techniques such as rule matching, forward chaining, backward chaining, and searching. This knowledge representation and modeling account for the operational states, primitive operation devices, effects of their application, and planning methodology. Also, this is designed to automatically formulate subgoals, search for positive operation devices, formulate constraints, and synthesize shutdown procedures in boiler plants.

• Journal of Educational Research in Mathematics
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• v.8 no.1
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• pp.299-312
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• 1998

In this study, we have investigated the meaning and mechanism of the 'construction' in the operational constructivism and the social constructivism. According to Piaget, a mathematical concept is the operational sch me, which is constructed through the reflective abstraction from a general coordination of activities and operations. The process of the reflective abstraction consists of 'reflechissement'and 'reflexion'. The reflechissement starting from 'intriorisation' concludes with 'thematisation', and the reflexion consists in the 'equilibration' of the result of reflechissement. The 'construction' in the social constructivism includes two process. One is the process from the individual, subjective knowledge of mathematics to the social, objective knowledge of mathematics, and the other is vice versa. The emphases is placed on the 'social interaction' and the 'representation' in this two processes. In this context, if we want to apply the social constructivism, we should clarify the meaning of 'society', and consider the difference between the society of mathematicians and the society of students.

• Safety and Health at Work
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• v.12 no.1
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• pp.28-34
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• 2021

Background: Safety management is required to ensure health and safety of personnel in Norwegian fish farming. However, few studies have addressed the status and practical relevance of this risk-reducing measure. Methods: This article provides new knowledge through interviews with 35 employees at different company levels, addressing perceptions of various safety management activities according to managers and operational personnel. Results: The interviews show that managers and operational personnel at fish farms agree that the quantity of measures aimed to improve safety has increased in recent years. However, some activities are perceived to have higher practical relevance than others. In general, measures that fit well with the practical reality are well received by the employees at the fish farms. Conclusion: Suggested improvements include involving operational personnel in the design of procedures, considering all risk dimensions that may affect occupational health and safety, and challenging the value of specific safety activities based on a detailed knowledge of the distinctive characteristics of work practice in fish farming.

• 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.

• ETRI Journal
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• v.27 no.5
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• pp.647-650
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• 2005

A new configuration to realize the most general n-th order voltage transfer function is proposed. It employs only one operational transresistance amplifier (OTRA) as the active element. In the synthesis of the transfer function, the RC:-RC decomposition technique is used. To the best of author's knowledge, this is the first topology to be used in the realization of n-th order transfer function employing single OTRA.

• Asia pacific journal of information systems
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• v.16 no.4
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• pp.121-149
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• 2006

This study tries to explain how the relationship-specificity of invested assets affects E-collaboration and consequently on performance of Small and Medium Enterprises (SMEs). We classify the relationship-specificity of invested assets into four types such as business process specificity, physical asset specificity, domain knowledge specificity, and site specificity. We define E-collaboration as composed of Electronic Information Sharing (EIS) and Electronic Cooperation (E-Co). In addition, we articulate firm's performance as operational and strategic one, and investigate the impacts of EIS and E-Co on its performance. The data were collected from 187 SMEs and used for analysis. Based on the survey results, we find the following: (1) EIS is directly influenced by business process specificity and physical asset specificity, (2) E-Co is affected by site specificity and domain knowledge specificity, (3) EIS has a positive and significant impact on E-Co, (4) EIS affects firm's operational performance, (5) E-Co influences on firm's strategic performance. In conclusions, the higher the level of EIS, SMEs seem to get greater operational performance, Respectively, the higher the level of E-Co, they tend to get greater strategic performance.