• 한국시스템다이내믹스연구
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• 제17권3호
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• pp.51-90
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• 2016

Learning is naturally embedded in organizational ongoing-processes and routines. Recent many research models of organizational failure ignore how failing masks breakdowns and recoveries of organization-embedded learning as a naturally occurring process. Organizational learning is the platform in tandem with base-modules of organization in this point. Organizations learn and unlearn while they acquire, discard, and forget organizational experiences or knowledges. These processes in public sector organizations are different from learning behaviors in private sector. This study expects to explore architectural components of learning organization in public sector, focusing on distinct characteristics of public organizations, and to implement learning model based on system thinking(system dynamic) approach.

• 지식경영연구
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• 제24권1호
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• pp.173-193
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• 2023

조직유효성은 오랫동안 조직 연구의 가장 중심적인 주제가 되어 왔지만, 그 개념은 연구목적과 연구대상에 따라 조작적 정의가 다양할 뿐만 아니라, 여러 가지 측정 요소로 구성되는 불확정 개념으로 보편적인 합의가 이루어지지 않고 있다. 본 리뷰에서는 공공조직과 사조직, 연구조직과 생산조직 등 연구대상의 유형별로 측정변수를 파악하여 하위변수로 가장 많이 연구되었던 심리적 지표였던 직무만족과 조직몰입에 대해 살펴보았으며, 향후 조직유효성 관련 연구의 방향과 주제를 설정하고 확장시켜 나가는 데 공헌하고자 하였다.

• 한국정보시스템학회지:정보시스템연구
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• 제19권3호
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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.

• International Journal of Contents
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• 제6권3호
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• pp.65-70
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• 2010

This paper addresses the importance of knowledge management (KM) and the relationship of that theory when applied to improving interior design organizational performance in four areas: people, processes, design products, and organizational performance. Included is the way knowledge theory manifests in three different professional settings: coaching and training, designing, and service settings. Knowledge management, although well established in interior design services, requires effort in coaching and training as motivation is a critical variable. Whereas, strategies for knowledge management vary from industry to industry given diversity in situational variables, knowledge in each professional setting can be significantly aided by capturing and storing empirical, tacit, and explicit information, providing real-time electronic storage and retrieval of information [5] and consistent with transformational theory, through opening communication channels across the full range of the organization, inspiring and motivating individuals, and aligning all members of the organization toward a common vision [8]. Professional settings discussed in this paper are:(a)an learning organization enumerated in KM; (b)designing factors for managing knowledge theory themes; and (c)service, effective, efficient, and innovative KM application that is relevant to the process of developing effective KM for interior design service organizations. Folded within each will be a discussion on KM's impacts on visions, strategies, costs, and organizational performance. It has reiterated the impact of KM on one level might lead to synergistic impacts on another. Thus, KM has the potential to produce several interconnected impacts on people, design products, processes, and organizations.

• 간호행정학회지
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• 제11권4호
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• pp.469-476
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• 2005

Purpose: This study is to identify the effect of organizational characteristics on knowledge sharing in a general hospital nurses. Method: The objects of this study were 358 nurses who had worked in a general Hospital. Data were collected from May, 3rd to May, 10th in 2004 through questionnaire. Five structured Instruments were used to collect the data. Result: The knowledge sharing of nurses was the positive correlation with openness of communication, learning orientation, the support of director of nursing department, and application of information technology(r=.431${\sim}$.611, p=.000). The degree of nurse's knowledge sharing showed a significant difference according to nurses' education level, duration of working, duty shift, working field, position in Hospital(p=.05). Openness of communication appeared into a most important predictor in knowledge sharing of Nurses, and then was learning orientation, the support of director of nursing department, application of information technology in order(p=.000). All of these variables explained 55.1% of knowledge sharing of nurses. Conclusion: To increase knowledge sharing of nurses, nursing organization will have to make up organization culture of opening communication and learning orientation of nurse, promote up the support of director of nursing department and application of information technology.

• 산업공학
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• 제13권1호
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• pp.17-28
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• 2000

As knowledge has been recognized as a new resource in gaining organizational competitiveness, Knowledge Management (KM) is suggested as a method to manage and apply knowledge for business management. KM research, however, has focused on identifying, storing, and distributing the transaction-related knowledge in an organization. There has been little research on applying the knowledge to decision-making or strategy development that is the main task of business management. The application of knowledge to decision making has higher impact on organizational performance rather than just the knowledge management for process transaction. In this research, we suggest System Dynamics (SD) for the knowledge-based decision-making. Based on the modeling method of SD, we can translate partial and implicit knowledge resident in individual's mental model into organized explicit knowledge. The simulation test of the organized knowledge model enables decision-makers to understand the structure of the target problem and its behavior mechanism, which facilitates effective decision-making. We will compare the proposed method and other KM methods and discuss this research based on the application case to a real telecommunication company.

• 지능정보연구
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• 제11권2호
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• pp.123-149
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• 2005

최근 몇 년 동안 연구자들과 실무자들에게 중요한 이슈가 되고 있는 것은 기업의 성과를 향상시키기 위한 지식 관리 역량이 어떠한 구조로 이루어져 있는가 하는 것이다. 본 연구에서는 자원 근간 이론과 지식 근간 이론에 대한 심도 있는 논의를 통해 이 이슈에 대한 답을 찾고자하였다. 이 두 가지 이론들을 바탕으로 지식 관리에 관련된 기존 문헌의 심도 있는 검토와 실무자들과의 인터뷰를 통해 지식 관리 역량의 6가지 중요한 차원들을 도출하였다. 그런 다음, 지식관리 역량의 통합적 개념 모델을 제안하고 이 지식 관리 역량이 기업의 성과와 어떠한 관계가 있는지를 분석하였다. 한국에서 전사적으로 지식 관리 시스템을 도입한 기업들로부터 수집된 자료를 바탕으로 PLS 분석을 실시하여 본 연구에서 제시한 모델을 검증하였다. 이 분석을 통해 실무자들과 연구자들에게 지식 관리 역량에 대한 의미 있는 결과와 향후 보다 효과적인 지식관리에 대한 방향을 제시하였다.

• 한국문헌정보학회지
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• 제44권2호
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• pp.427-445
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• 2010

지식기반사회에서 기업의 성장 동력은 물질적 경쟁우위 보다는 기업 내부, 즉 각 기업이 보유하고 있는 독특한 핵심역량에있다. 이는 창의적 조직 문화와 학습역량, 브랜드, 독창적인 마케팅 역량, 기술 등과 같은 무형의 요소를 말하는데, 따라서 지속적인 성장을 위해서는 이 요소들이 활성화되는 환경과 필요 요소를 우선적으로 파악하는 것이 중요하다. 이 연구는문헌연구를 통하여 조직 문화(organizational culture)와 조직 문화 변화(organizational cultural change)를 개념적으로 정의하고, 조직 문화 변화에 대한 조직원들의 태도와 저항 요인을 고찰하며, 조직 문화 변화 요소를 도출하였다. 도출된 성공 요소는 한국자산관리공사를 대상으로 실증적으로 적용하여 설명력을 높였다. 정보학의 관점에서 볼 때 이 연구는 다음 두 가지 시사점을 갖는다. 첫째, 지식의 대상이 암묵지인 인적 자산으로 확대되어 가고 있으며, 인적 자산은 매우 동태적인 속성을 갖고 있으면서, 조직 문화와 밀접한 관련성을 갖고 있다는 사실을 인식하는 것이다. 둘째, '도서관' 혹은 '지식정보센터' 는 자체의 조직 문화뿐만 아니라 그가 속한 모 기관의 조직 문화와 유리될 수 없다고 볼 때, 향후 조직 문화에 대한 관심과 연구가 매우 시급하다고 볼 수 있다.

• Asia pacific journal of information systems
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• 제11권1호
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• pp.139-154
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• 2001

Recently, more firms have shown an interest in implementing knowledge management methods. However, few companies are capable of adopting knowledge management methods effectively to improve organizational performance because it is still unclear how these methods improve corporate performance. To find this relationship between knowledge management methods and organizational performance, this paper analyses effects of knowledge management methods on corporate performance empirically. 51 Korean firms are selected as a sample base for empirical tests. Knowledge management methods can be categorized into four styles; harmony, codification, personalization, and ignorance. For example, the emphasis of harmony style is on both knowledge reusability using information technologies and knowledge sharing through informal intimacy among employees. Corporate performance varies depending on styles. Harmony style is founded to be most effective for corporate performance. Personalization and codification styles don't show any difference. This outcome is in line with the general observation that both tacit knowledge and explicit knowledge are important for effective knowledge management.

• 대한간호학회지
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• 제35권2호
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• pp.323-335
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• 2005

Purpose: The purpose of this study was to examine the problems and relevant variables for effective Organizational Socialization of new nurses, to produce a causal map, to build up a simulation model and to test its validity. Method: The basic data was collected from Sep. 2002 to July 2003. The Organizational Socialization process of new nurses was analyzed through a model simulation. The VENSIM 5.0b DSS program was used to develop the study model. Result: This Model shows interrelation of these result variables: organizational commitment, job satisfaction, job performance, intention of leaving the work setting, decision making ability, and general results of Organizational Socialization. The model's factors are characteristic of organization and individual values, task-related knowledge and skills, and emotion and communication that affects new nurses' socialization process. These elements go through processes of anticipatory socialization, encounter, change and acquisition. The Model was devised to induce effective Organizational Socialization results within 24 months of its implementation. The basic model is the most efficient and will also contribute to the development of knowledge in the body of nursing. Conclusion: This study will provide proper direction for new Nurse's Organizational Socialization. Therefore, developing an Organizational Socialization Process Model is meaningful in a sense that it could provide a framework that could create effective Organizational Socialization for new nurses.