• Management & Information Systems Review
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• v.39 no.3
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• pp.53-82
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• 2020

Daejeon Metropolitan City has the best innovation capability infrastructure (ICT) required for the 4th industry. Nevertheless, there are scattered factors that hinder the industrial ecosystem. In this study, the factor of job creation was approached from the viewpoint of organizational ecology in consideration of regional characteristics during the 4th Industrial Revolution.That is, the case of job creation through overseas ICT-based clusters (or cities) was examined. Then, the factors of organizational ecology, 'niche', 'variation', 'selection', and 'retention' were derived. Through this process, we explored the environment surrounding Daejeon Metropolitan City and benchmarked lessons from existing overseas cluster cases. As a result, we discover the 'niche' of ICT-based job creation and suggest strategies for the 'variation' process to survive in the ecosystem and how to be 'retention' in the ecosystem. n conclusion, the strategy of the organizational ecological approach to establish itself as a metropolitan city as the strength of Daejeon city and the 'innovation hub' that is evident, such as '4th Industrial Revolution City', 'Innovation City Designation', and 'Secure Excellent Capability of SW' Insist on need. Through this study, we hope that there will be a theoretical contribution to the prior research lacking from original research such as the scarcity of ICT-based job creation research in response to the era of the fourth industrial revolution, recognition of the importance of the region in job creation, and presentation of an organizational ecological approach of sustainable clusters.

• Knowledge Management Research
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• v.15 no.4
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• pp.105-126
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• 2014

Knowledge integration is becoming a primary function of improving organizational capabilities and performance in today's convergence paradigm. The knowledge integration capability of employees has increasingly been regarded as a critical source for developing new products and services. This study investigates the influential factors of employees' knowledge integration capability and its effects. A theoretical research model was developed based on the socio-technical perspective and information processing theory. The model includes teamwork quality, expertise, IT support, and knowledge complexity as the primary influential factors of employees' knowledge integration capability. A large-scale survey was conducted for gathering data (a total of 316 samples from 141 organizations) to test the proposed model. The test results of the hypotheses show that expertise and knowledge complexity are the significant influential factors of employees' knowledge integration capability, and also the capability has a positive effect on the knowledge creation performance of employees. Our findings contribute to the development of initiatives for promoting employees' knowledge integration capability, especially in knowledge intensive organizations focusing on convergence products and services.

• Journal of Technology Innovation
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• v.21 no.1
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• pp.303-330
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• 2013

Korea has started new value creation which is the post catch-up innovation system from the catch-up innovation. Post catch-up innovation system is becoming the main R&D issue for Korea and is needed for the new concept of R&D management and planning frame. This study posed questionnaires : how to promote the knowledge creation in technology planning and what the role of organizational learning in the technology planning is. This paper suggests the relationship of success factors of knowledge creation in technology planning which is organized and operated by experts with different background. Based on the prior research on organizational learning, communications and collaborative interactions, four hypotheses that factors of knowledge creation in technology planning have positive relationship with organizational learning are extracted. This study adopts Structural Equation Modeling(SEM) to analyze the relationship between organizational learning and successful technology planning. The approach based on organizational learning and interaction will be useful for constructing the planning framework in the era of post catch-up innovation. This paper, therefore, suggests the possibility of new theoretical development and new research agenda.

• The Journal of Society for e-Business Studies
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• v.15 no.1
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• pp.173-189
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• 2010

This study empirically explores the relationship among knowledge management success factors (leadership, organizational culture, information technology, measurement, incentive, knowledge quality), knowledge management activities(knowledge creation and knowledge use), and task performance in disaster management area. Findings suggest that (1) organization culture, information technology, incentive and quality of knowledge are significantly related to knowledge creation activities while leadership, information technology, incentive and quality of knowledge are significantly related to knowledge use activities, (2) higher level of knowledge creation is related to high level of knowledge use, and (3) the level of knowledge use activities seems to be significantly related to task performance in disaster management, while knowledge creation activities are not.

• Knowledge Management Research
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• v.18 no.2
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• pp.1-22
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• 2017

Knowledge creation has become one of core assets for companies' survival and success, companies are putting their effort to find the way to stimulate sharing knowledge among their workers. In this vein, the purpose of this study was to examine the effect of supervisor support and co-worker support on knowledge sharing and the mediating effects of work engagement. 328 employees from varity of organizations located in Korea particiapted for questionnaire survey. Structural equation modeling was used to analyze the data. The result has shown that the static correlation exists between supervisor support, co-worker support and work engagement. Co-worker support had positive influences on knowledge sharing intention. However, supervisor support did not have any influence on knowledge sharing intention. There was a mediate effect of work engagement between both of supervisor and co-worker support and knowledge sharing intention. The study implies that co-worker support is important in order to improve organizational learning and work engagement as a strategy to enhance organizational performance.

• Journal of Navigation and Port Research
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• v.27 no.6
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• pp.683-691
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• 2003

This exploratory study aims to investigate issues that, according to the Nonaka's theoretical model, are believed to hold significant ramifications on the effectiveness of creating and sharing organizational knowledge among distributed workers. These include changes in accessibility of knowledge with different levels of implicity, and the choice of communication media as a knowledge management channel. Related data were gathered from distributed-workers in Japan through interviews and a survey questionnaire. Data analysis revealed changes in the dynamics of internal and external interactivity, in the accessibility of necessary knowledge, and in the reliance on electronic media for knowledge exchange. The findings' implications are discussed from the perspective of knowledge creation ana sharing, and further suggestions have been made for the direction of future research efforts.

• The Journal of Information Systems
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• v.22 no.1
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• pp.89-116
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• 2013

The influence factors on the development of information technology(IT) infrastructure for knowledge management(KM) were not empirically investigated and identified. This study empirically examines the relationships among strategic performance measurement systems(SPMS), organizational learning, the strategic alignment of business strategy with information systems(IS) strategy, which is the necessary condition to provide the kinds of knowledge required for the successful realization of business strategy, and the active construction of IT infrastructure for KM. This study demonstrates that SPMS directly affects the organizational learning, with which the members of an organization acquire the types of knowledge about strategic goals or objectives and the ways attaining these goals, and indirectly influences the IS strategic alignment through organizational learning. Thus, the alignment between business strategy and IS strategy can be facilitated and activated by the adoption and implementation of SPMS. According to the results of this study, it is observed that the IS strategic alignment and organizational learning positively affect the activation of the development of KM IT infrastructure in a firm. The results of this study also shows that the construction of KM IT infrastructure, which supports the realization of KM activities, such as knowledge creation, transfer and sharing, can enhance the strategic position of a firm, and the intensified competitiveness of a firm can lead to the improvement of performance.

• Knowledge Management Research
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• v.7 no.2
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• pp.35-52
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• 2006

Increasing competitive pressure, the constantly accelerating transformation of the economy, and a stronger focus on value creation have initiated the search for sustainable sources of competitive advantage in organizations. In this context, the concept of treating organizational knowledge as a valuable strategic resource has become quite popular recently. Knowledge has become the most critical component in the struggle for sustained competitive advantage and knowledge management (KM) has also been described for its possible role in creating sustainable competitive advantage. In order to examine the contingency between KM resources, KM strategies, and KM performance of organizations, a contingency model of KM, which is based on resource-based theory as well as knowledge-based theory, is developed from the information systems and strategic management literature in order to assess the following questions: (i) What KM resources affect the organization's KM strategies? (ii) Is there a relationship between KM strategies and organizational performance enhanced by KM? A detailed exploratory analysis of survey responses from 79 Korean companies provides the following significant findings: (i) This study found support for the proposed contingency model of KM; (ii) The organization's KM strategies are determined by social resources and its capabilities; (iii) An organization with a culture-based KM strategy is more likely to enhance organizational KM performance than an organization with a technology-based KM strategy.

• The Journal of Information Systems
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• v.24 no.1
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• pp.45-66
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• 2015

This study empirically investigated the relationships among organizational culture, target costing, knowledge management activities, and corporate innovations. The results of this study showed that innovative and supportive culture positively affects the adoption degrees of target costing. According to the results, it was observed that target costing as well as innovative and supportive culture have a positive impact on levels of knowledge management activities(i.e., knowledge creation, sharing, storage, and application). It was also demonstrated that organizational culture has an indirect effect on activation of knowledge management activities through target costing. Thus, to enhance knowledge management activities, target costing must be aligned with appropriate types of organizational culture. In examining the impact of knowledge management activities on the frequencies of product and process innovations, no significant effect was found. Additional analyses that compare across three groups(i.e., low level group, middle level group and high level group in knowledge management activities) and between two groups(i.e., between high level group and middle level group or between high level group and low level group) were performed. The results of comparison showed that the degrees of product and process innovations are highest in high level group, but no significant differences are found in the degrees of innovations between middle level group and low level group.

• The Journal of Information Systems
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• v.19 no.3
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• pp.149-179
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• 2010

This study empirically investigated the effects of both organizational culture(i.e., innovative, supportive and bureaucratic) and information technology(IT) infrastructure(i.e., knowledge storage, transfer and search IT) on the knowledge management(KM) activities(i.e., knowledge creation, sharing and application) in Korean manufacturing firms. We also partially demonstrated the impact of KM activities on the KM performance(i.e., KM satisfaction) of a firm. Through multiple regression analyses, it was found that innovative and supportive culture, and IT infrastructure have a positive impact on the activation of KM activities. The results of this study also showed that the innovative and supportive culture positively influence the adoption of IT infrastructure, and through the construction of IT, they have an indirect effect on KM activities. With a structural equation modeling technique, the causal relationships among organizational culture, IT infrastructure, knowledge management activities, and KM performance were confirmed. Hence, it is concluded that culture and IT infrastructure have direct effects on KM activities, and culture also indirectly influences KM activities through the adoption of IT infrastructure.