• Journal of Distribution Science
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• v.17 no.10
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• pp.93-105
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• 2019

Purpose - First, empirical research will reveal how personal creativity affects the knowledge sharing and innovation behaviors of organizational members. Second, self-management competency will be verified to explain the causal relationship between independent and dependent variables as a mediating variable and to reduce the time interval. Research design, data, and methodology - There are two major research models. First, personal creativity (professionalism, emotional intelligence, internal motivation) has a positive impact on knowledge sharing (creation of knowledge, organization of knowledge, use of knowledge) and innovation behavior (deriving ideas, implementing ideas, promoting ideas). Second, self-management competency (intellectual capacity, emotional capacity, personality capacity) plays a mediating role. In addition to descriptive statistics and correlation analysis, Cronbach's α was calculated for 259 workers in the retail industry. In addition, confirmatory factor analysis was performed using the AMOS 24.0 program, and the influence on the measurement model was analyzed to verify the structural equation model. Results - First, personal creativity had a positive effect on knowledge sharing and innovation behavior. In other words, it was confirmed that the decision-making process accompanied by individual creativity can create an atmosphere of knowledge sharing and continue to innovate. Second, personal creativity had a positive effect on self-management competency, and self-management competency had a positive effect on knowledge sharing and innovation behavior. Third, self-management competency was found to partially mediate the influence of personal creativity on knowledge sharing and innovation behavior. Conclusions - First, it is important for managers to recognize the value of creative talents who can be a fundamental source of organizational success and competitive advantage, and to attract talented people. Second, managers should be able to develop decision-making processes to develop potential creativity and encourage creative ideas, opinions, or solutions when organizing the work environment of their members. Third, managers should promote the sharing and integration of new knowledge that underlies the creative views and attitudes of teams and organizational members. Unlike previous studies, which emphasize the role of the work environment in which creative behaviors are promoted, this study shows that creativity of individual members, itself, is an important determinant of knowledge sharing and innovation behavior.

• The Journal of Information Systems
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• v.18 no.3
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• pp.89-110
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• 2009

In today's e-business environment, it is important to make decisions cooperatively between companies on a supply chain for their business success. This research analyzes empirically the influences of organizational factors on joint decision making and the ones of the joint decision making on business performance. We collected 188 corporate-level data through a Web survey and tested them statistically through PLS method based on a structured equation modeling. The results showed that (i) partner's knowledge creation capabilities, inter-organizational process modularity, and inter-organizational trust had direct effects on joint decision making, (ii) joint decision making and electronic business interfaces bad direct impacts on business performance. Contrary to our expectation, however, the moderating effects of electronic business interfaces between corporations on the relationship between joint decision making and business performance was not significant. On the basis of these results, we discussed theoretical and managerial implications of the findings. The results are expected to provide useful perspectives when companies establish strategies to improve capabilities of cooperative decision making and business performance.

• International Journal of Computer Science & Network Security
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• v.21 no.8
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• pp.327-341
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• 2021

The knowledge management was considered as the inevitable result of the rule of knowledge in this era, and its importance became clear in being the main source for achieving success, the need to consider and manage knowledge as an independent field that must be addressed with a clear scientific methodology has become intangible - they are very valuable and a strategic asset. On the other hand, the innovation process relates to all parts of the organization, and helps to improve the behavioral patterns of individuals and their attitudes towards adopting modern and innovative ideas, it is a purposeful process adopted by the senior management and works to provide the capabilities and requirements for embodying the innovative behavior in it. In the field of dealing with the market, it is a product of the organization's innovative approach, which aims at advancement, change, and intended and organized renewal. The main objective of this article is to determine the most appropriate ways to integrate knowledge management mechanisms to employ innovation factors within universities based on the role of universities in supporting innovation. This was achieved through reviewing many relevant research and listing the most prominent concepts of knowledge management, its importance, objectives, and processes determining the stages of knowledge management application, the requirements for applying knowledge management, and the obstacles that impede its application; Then the statement "Innovation in universities, through which it addressed the concept of innovation, its importance, stages, and requirements for its application, as well as identifying the most prominent models of innovation, and obstacles to innovation, in addition to that the role of universities in supporting innovation will be identified. From the surveyed study done in this article, we concluded that the relationship among organizational culture, knowledge management and innovation capability can provide useful insights for managers regarding developing a strong culture, promote knowledge management practices effectively and eventually enhance the whole organization's innovation capability. Also, we found that different components of Knowledge Management as Knowledge activities, Knowledge types, transformation of knowledge and technology have a significant positive effect in bringing innovation through transformation of knowledge into knowledge assets in universities.

• Knowledge Management Research
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• v.15 no.3
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• pp.67-93
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• 2014

The social capital of an organization is recognized as the origin of the knowledge capital creation, and it becomes the mechanisms which explain the interaction of members or which accelerate the behavior of the members to attain the goal of an organization (Park, 2001; Jang et al., 2011). Lots of researches show that this causal relationship empirically exists. Social capital and knowledge capital of an organization are one of the most important competitive advantages that a company needs. They are also the main dynamic drivers of the innovation activity. This study analyzes the relationship and examines the impact and role of an organization's social capital on intellectual capital and innovation activities in an organization. In other words, the main purpose of this study is to analyze the impact of social capital on the intellectual capital and innovation activities of, in particular, China local companies. This study empirically analyzed the survey data collected from the employees of the companies located in China. Our empirical results of this study showed that social capital has significantly causal effects on intellectual capital partially and also showed the intellectual capital has significantly positive effects on the innovation activities partially.

• Journal of Distribution Science
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• v.10 no.6
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• pp.39-53
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• 2012

It is widely known that knowledge management plays a facilitating role that contributes to upgrading organizational performance. Knowledge management systems (KMS), especially, support the knowledge management process including the sharing, creating, and using of knowledge within a company, and maximize the value of knowledge resources within an organization. Despite this widely held belief, there are few studies that describe how companies actually develop, share, and practice their knowledge. Companies in the domestic small franchise sector, which are in the early stages in terms of knowledge management, need to improve their KMS to manage their franchisees effectively. From this perspective, this study uses a qualitative approach to explore the actual process of knowledge management implementation. This article presents a case study of PB (Paris Baguette) company, which is the first to build a KMS in the franchise industry. The study was able to confirm the following facts through the analysis of target companies. First, the chief executive's support is a critical success factor and this support can increase the participation of organization members. Second, it is important to build a process and culture that actively creates and leverages information in knowledge management activities. The organizational learning culture should be one where the creation, learning, and sharing of new knowledge is developed continuously. Third, a horizontal network organization is needed in order to make relationships within the organization more close-knit. Fourth, in order to connect the diverse processes such as knowledge acquisition, storage, and utilization of knowledge management activities, information technology (IT) capabilities are essential. Indeed, IT can be a powerful tool for improving the quality of work and maximizing the spread and use of knowledge. However, during the construction of an intranet based KMS, research is required to ensure that the most efficient system is implemented. Finally, proper evaluation and compensation are important success factors. In order to develop knowledge workers, an appropriate program of promotion and compensation should be established. Also, building members' confidence in the benefits of knowledge management should be an ongoing activity. The company developed its original KMS to achieve a flexible and proactive organization, and a new KMS to improve organizational and personal capabilities. The PB case shows that there are differences between participants perceptions and actual performance in managing knowledge; that knowledge management is not a matter of formality but a paradigm that assures the sharing of knowledge; and that IT boosts communication skills, thus creating a mutual relationship to enhance the flow of knowledge and information between people. Knowledge management for building organizational capabilities can be successful when considering its focus and ways to increase its acceptance. This study suggests guidelines for major factors that corporate executives of domestic franchises should consider to improve knowledge management and the higher operating activities that can be used.

• Knowledge Management Research
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• v.24 no.4
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• pp.1-22
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• 2023

Knowledge management can be defined as the valuable storing and creation of new knowledge, as well as the sharing of this knowledge to be applied in all areas of an organization's management activities (Turban et al., 2003). In a knowledge-based society where intangible intellectual assets are the source of competitive advantage rather than tangible assets, knowledge management activities are emphasized in both academia and industry. This study analyzes research on "knowledge management" keyword indexed in the Korean Citation Index (https://kci.go.kr), operated by the National Research Foundation of Korea (NRF), to identify related research trends in Korea and suggest future directions for knowledge management activities. The results show that knowledge management is being researched through the integration of various fields and theories, indicating the potential for expanding research topics and fostering interdisciplinary collaboration. Furthermore, the study of knowledge management often include the keyword 'innovation', emphasizing its significant role in organizational and technological innovations. The analysis of keywords by year also reveals that they reflect the major environmental changes of each period, demonstrating the increasing importance of knowledge management in the era of the Fourth Industrial Revolution.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.6
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• pp.2528-2539
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• 2012

In the 21st century, knowledge is an important asset to improve productivity in the business world. In today's rapidly changing business environment, companies have rigorously brought in knowledge management system in order to secure the sustainable competitiveness and effective knowledge management. Knowledge management has now become mandatory, not optional. Today many companies which have built knowledge management on top of information technology and hardware-based infrastructure are having a difficulty in creating organizational culture in knowledge management. Even though companies have invested substantial time and money in knowledge management, the performances have not met their expectations. To solve this problem, software oriented strategy for knowledge management such as education and networking is more needed rather than hardware oriented strategy such as information technology systems. Though the knowledge management framework suggested in this study is exploratory, this study contributes to the clarification of the critical elements that companies which are about to build knowledge management should take in account.

• Asia pacific journal of information systems
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• v.16 no.2
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• pp.183-203
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• 2006

Firms are increasingly adopting online communities-of-practice (CoPs) with strong managerial support in hopes of promoting knowledge sharing and creation within the organization. Excessive managerial concern and sponsoring, however, could harm the spontaneity of CoP participants, which is one of the pivotal characteristics of virtual communities, and in the end, have negative impact on their smooth operation. In this regard, this study examines the factors which affect the stimulation of CoPs and explores the difference in their operating mechanisms under two differing organizational structural settings by the existence of a sponsor. By analyzing 133 samples of CoPs in a globally leading company, this study found that the existence of a sponsor designated by the organization, has serious influence on the working of CoPs, That is, leaders' enthusiasm and the level of off-line activities are critical factors for the stimulation of CoPs which have no sponsor, while in case of CoPs that have their sponsors, neither leaders' enthusiasm nor the level of off-line activities are significantly related to the stimulation of CoPs. At the same time, the performance of CoPs which have their sponsors was found significantly higher than that of CoPs which have no sponsor. These results indicate that firms need to pay special attention to organizational sponsorship when introducing CoPs within their organizations.

• International Journal of Computer Science & Network Security
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• v.21 no.8
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• pp.97-104
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• 2021

The key challenges and problematic aspects of the formation of intellectually and innovation-oriented strategies of regional entities at the present stage of their development are considered. The main tasks that arise in the process of strategizing the potential-forming development of regional economic systems in the context of digitalization are identified. The list of key organizational and economic directions of strategic character of providing intellectual and innovative development of regional economic systems is formed, which includes clustering of centers of high-tech development of regions, creation of creative hubs, development of knowledge infrastructure and improvement of interregional cooperation; a brief description of each of the presented strategic organizational and economic directions is given. Based on the analysis, the key strategic guidelines for the development of regional economic entities in the context of digitalization under the influence of potential-forming determinants, which form the content basis for further processes of strategizing qualitative aspects of development of specific regional entities.

• Journal of Industrial Convergence
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• v.20 no.8
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• pp.41-52
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• 2022

Education for an organization is implemented to improve the organizational and each individual's performance. However, the actual results are not as expected. Accordingly, this study is committed to investigate the education related factors that have impact on the organizational performance, which is defined by the trainee's organizational commitment and work performance. Based on the acquired knowledge, we suggest things to consider when designing corporate training for performance creation. First, it is investigated whether the task value and job relevance(educational content characteristics) and the degree of support for education within the company(organizational characteristics) affect learning-transfer of trainees. After that, the causal relationship from the learning-transfer to organizational commitment and work performance(organizational effectiveness) is analyzed. In this overall process, the effect of on-/off-line education is analyzed and compared. As a result, it is found that the task value, the job relevance, and organizational compensation have a significant impact on the learning-transfer, and the learning-transfer has impact on organization commitment and work performance. In addition, the moderating effect of the on-/off- education is identified. This study is conducted only with franchise enterprises and as a future study, a more general sampling is required to extend this work.