• 산업공학
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• 제13권1호
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• pp.1-9
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• 2000

This study developed an integrated management framework for KM, consisting of four major management objects and organizational initiatives: managerial and technical initiatives. Based on the developed framework, it proposes a stage model of organizational KM from Initiation, Propagation, Integration to Networking stage with detail explanations focusing on management goals and activities. To validate the proposed stage model, this study conducted a preliminary study with a latent content analysis of 15 KM cases. Form the results, though is could not validate the time sequence of each stage because of the limited information of cases, it shows meaningful findings in that there are a kind of relationship among management goals, activities and characteristics of management object of cases.

• 지식경영연구
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• 제1권1호
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• pp.1-18
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• 2000

Knowledge management has recently emerged as an appealing subject in management literature. Although its history is short, it can benefit greatly from the long history of other related disciplines in building its theories. Innovation, organizational learning, knowledge creation, organizational capability building, technology transfer and network, information technology, organizational behavior, and intellectual capital are the disciplines that have accumulated theories related to knowledge management. This paper first presents a conceptual framework that integrates three dimensions: the characteristics of knowledge (tacit and explicit), knowledge process (acquisition, creation, diffusion, storing, measurement, and application of knowledge), and the unit of analysis (individual, organization, sector, and nation). The conceptual framework produces a number of cells that need to be filled by new theories in order to understand knowledge management better. It then reviews existing theories available in the related disciplines that may be used as building blocks in constructing new theories for these cells. Finally, based on the theories available in other disciplines, the paper suggests a set of future research directions for knowledge management at the level of individual, organization, sector, and nation.

• Asia pacific journal of information systems
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• 제33권4호
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• pp.977-998
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• 2023

The study is based on the technology-organization-environment (TOE) model which, attempted to determine the factors that are going to influence ICT adoption. The proposed research model evaluates the interplay among technological context (IT infrastructure, system security, and user capacity), organizational context (top management commitment, and innovations strategies), environmental context (quick response to the external agencies, interactive network infrastructure, and competitive pressure) and ICT adoption (productivity growth, organizational change, and competitiveness). Data were collected from 243 senior executives of full member firms of the Bangladesh Garments and Manufacturers Association (BGMEA) of examining the relationships among the constructs in the proposed framework utilizing structural equation modeling (SEM). The analysis of TOE factors revealed that environmental, organizational, and technological factors have a significant impact on the successful implementation of ICT tools. The study also discusses implications for management practitioners.

• 경영과정보연구
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• 제16권
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• pp.1-35
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• 2005

The Virtual organization is a alternative organization for redesigning the classical organization. With the advantages of the quickness of decision making and also connection with other organization, it can be well prepared for the consumer's need. With recent increased interest in virtual organization, there are many companies that consider the virtual organization as practical use. However, it is still in an early stage of the research and the concept has not been established for the virtual organization. The purpose of this research is to systematize the understanding of the virtual organization for the future organizational model. The differences of existing organizational structure can be compared with these three reasons of practical use for the virtual organization, the development of information technology, the importance of strategic choice and unreliable environment. Also, the framework for the virtual organization can be presented with its profiles. The use of this research can be appeared by analyzing the given framework from the companies that are already made practical application of the virtual organization. For the future, this research will give the direction and its viewpoint how this will be used for achieving the competitive advantage of companies and practical use for actual aspects with the pursuit of this research.

• 지식경영연구
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• 제19권3호
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• pp.173-187
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• 2018

This study was aimed at suggesting an integrative framework for creating collective intelligence and enhancing group performance after reviewing previous studies including those related to learning organizations, organizational learning, knowledge management, and collective intelligence. In the first, we examined that the similarities and differences between collective intelligence and other similar concepts, such as learning organizations, organizational learning, and knowledge management. Next, an integrative framework for creating collective intelligence and channeling it into strong group performance were suggested. In this process, we reviewed conditions for creating collective intelligence and segmented the major variables as expectancy, valence, and instrumentality, according to Vroom's (1964) expectancy theory. Characteristics of problems and the roles of leaders were respectively considered as valence for inducing collaboration and expectancy for managing probability to achieve goals. Instrumental factors were also adopted from conditions for creating group intelligence suggested from several researchers, such as creativity, openness, willingness for working together, horizontal communication, centralization in decision making, and building effective information and communication technology system and active usage of it. We discussed two potentially disputable matters about the scope and level of collective intelligence and group performance and suggest several theoretical and practical implications in the Discussion.

• 기술혁신연구
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• 제10권1호
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• pp.148-173
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• 2002

This study examines the impact of the Internet on the organizational innovation. With the introduction of digital technology, the entire organizational process and structure is now being restructured. The purpose of this study is to develop a framework to help classify the organizational innovations and understand organizational innovation processes. This study suggests that the wide diffusion of digital technology has affected the modularization of the organizational routines and processes. The modularization of knowledge and organization give rise to a new organizational architecture, a modular architecture. In the Fordist regime, the characteristics of organizations were depicted as vertically integrated and tightly coupled system. The organizational processes and routines were tightly linked and integrated. However, the diffusion of Internet, which has a tendency to disassemble this tightly coupled system, has resulted in the emergence of loosely coupled and vertically disintegrated system. Eventually the modular architectures are emerging as a new organizational paradigm in the post-Fordist regime. In this study, the modes of organizational innovation is classified as follows. If the organizational innovation enhances both existing organizational components and tile tightly coupled architecture, it is incremental innovation (Mode 1): if it destroys both existing components and the tightly coupled architecture, it is radical innovation (Mode 4): however if only the tightly coupled architecture is transformed into the modular architecture and the codification of organizational component is enhanced, the innovation is architectural (Mode 3). The last one is component innovation (Mode 2), in which existing organizational components are destroyed but tightly coupled architecture is enhanced. It is argued that the organizational innovation process follows Mode I$\longrightarrow$ Mode II $\longrightarrow$ Mode III $\longrightarrow$ Mode IV in order.

• 한국항공운항학회지
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• 제25권4호
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• pp.161-169
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• 2017

The Human Factors Analysis and Classification System (HFACS) is a general human error framework originally developed and tested within the U.S. military as a tool for investigating and analyzing the human causes of aviation accidents. Based upon Reason's (1990) model of latent and active failures, HFACS addresses human error at all levels of the system, including the condition of aircrew and organizational factors. As a result, this study aims to examine the influence between the latent conditions based on HFACS. This study seeks to verify the factors of "Organizational Influence" effecting the "Precondition for Unsafe Acts" of HFACS. The results of empirical analysis demonstrated that the organizational influence had a positive influence on precondition for unsafe act, especially the "Organizational Climate" of organizational influence had even greater influence on precondition for unsafe acts.

• KSII Transactions on Internet and Information Systems (TIIS)
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• 제9권9호
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• pp.3611-3634
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• 2015

In this paper, we build a theoretical framework for quantitatively measuring and graphically representing the degrees of closeness centralization among performers assigned to enact a workflow procedure. The degree of closeness centralization of a workflow-performer reflects how near the performer is to the other performers in enacting a corresponding workflow model designed for workflow-supported organizational operations. The proposed framework comprises three procedural phases and four functional transformations, such as discovery, analysis, and quantitation phases, which carry out ICN-to-WsoN, WsoN-to-SocioMatrix, SocioMatrix-to-DistanceMatrix, and DistanceMatrix-to-CCV transformations. We develop a series of algorithmic formalisms for the procedural phases and their transformative functionalities, and verify the proposed framework through an operational example. Finally, we expatiate on the functional expansion of the closeness centralization formulas so as for the theoretical framework to handle a group of workflow procedures (or a workflow package) with organization-wide workflow-performers.

• 한국경영과학회:학술대회논문집
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• 대한산업공학회/한국경영과학회 2002년도 춘계공동학술대회
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• pp.804-808
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• 2002

A strategic decision making needs a sound process modeling to find out the right path of organizational changes; however, dynamic feedback processes involved in a real world business, make it difficult to predict the outcomes of strategic decisions. In this paper, we present a conceptual framework to facilitate strategic decision making process for organizational changes. The framework, which employs the concepts of analytic network process (ANP) and system dynamics (SD), can be used to prioritize various projects under consideration and to make a long-term strategic plan in a constructive manner.

• 아태비즈니스연구
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• 제4권1호
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• pp.15-24
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• 2013

This paper traces the issue of key account management success which has regarded as a pressing concern of many companies' sales efforts at the organizational business-to-business context. Based on the extensive review of extant literatures, we introduced a theoretical framework that covers the antecedents and consequence of key account management success. We theorized the conditions under which organizational and relational factors influence the success of key account management approach. We endeavor to develop research propositions for each construct and provide necessary suggestions to isolate a platform for future empirical research. Beyond this span, an improved understanding from this framework will help developing policies for successful key account management approach.