• Knowledge Management Research
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• v.21 no.1
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• pp.41-59
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• 2020

This explorative study examines the difference in firm performance according to the adoption of the core technology of the Fourth industrial revolution, including artificial intelligence(AI), internet of things (IoT), cloud computing, and big data technology. Additionally, we investigate the importance of internal organizational structure exclusively responsible for information security. We analyze unique microdata offered by the Korea Information Society Development Institute to examine the impact of the adoption of the new technologies and the existence of organizational structure for information protection on firm performance, i.e., firm sales. By considering the core information technology as powerful knowledge assets, we argue that the adoption of such technology leads firms to have comparative advantage comparing to the competitors. Also, we emphasize the need to consider the organizational structure suitable for information security, which can become a structural asset of a firm.

• Asia pacific journal of information systems
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• v.32 no.1
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• pp.168-190
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• 2022

This review aims to synthesize social network theories by drawing on the importance of social network perspectives in understanding knowledge management with technology in organizations. I provide an overview of prior social network research with the following core ideas: the primacy of relations between organizational actors, the utility of actors' embeddedness in social fields, the social utility of network connections, and the structural patterning of social life. On top of that, I summarize critical social perspectives (the social capital theory, the structural hole theory, the embeddedness perspective, the social exchange theory, the organizational learning theory, and the innovation diffusion theory) to suggest potential research questions for future studies in social network research in the knowledge management discipline.

• 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.

• Knowledge Management Research
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• v.3 no.1
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• pp.19-39
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• 2002

Many companies have tried, with mixed success, to leverage knowledge resources by knowledge sharing functions. Trust is one of the integral factors for fostering knowledge sharing. This paper categorizes trust on the basis of its multi-dimension and multi-level. In view of this category, it investigates the relationship between trust and knowledge sharing. A sample of 191 employees from 24 companies is used for an empirical exploration. Our analysis results imply that both organizational trust and trust among peers are crucial for effective knowledge sharing.

• Information Systems Review
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• v.5 no.1
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• pp.113-127
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• 2003

In recent studies, there has been much interest in knowledge sharing between the company and customer. Yet, there is little empirical work on the impact of the factors on CRM performances. The purpose of this study is empirically analyzing the effects of organizational factors of knowledge management, CRM system factors, and trust on CRM performances. The findings indicate that 3 factors (knowledge-oriented organizational culture/characteristic, technical systems, trust) are significantly related to CRM performances. However, the relationships between other factors (knowledge-oriented leadership, knowledge-oriented strategy, education & reward) and CRM performances are not significant.

• Korean Journal of Adult Nursing
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• v.28 no.1
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• pp.83-94
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• 2016

Purpose: The purpose of this study was to explore how knowledge management of hospital and nurses' beliefs and competences on evidence-based practice can affect evidence-based decision making. Methods: In this descriptive study, a total of 184 nurses who were working in the five general hospitals participated. The data were collected through a self-administered questionnaire in September, 2014. Data were analyzed using descriptive statistics, independent t-test, one-way ANOVA, Pearson correlation coefficient, and step-wise multiple regression with SPSS/WIN Statistics 21.0 program. Results: Evidence-based decision making was correlated with EBP beliefs (r=.55, p<.001), EBP competence (r=.57, p<.001), and knowledge management (r=.50, p<.001). Hierarchical regression analysis showed that EBP beliefs (${\beta}=.18$, p=.005), EBP competence (${\beta}=.37$, p<.001), organizational knowledge management (${\beta}=.27$, p<.001) explained 48.6% of evidence based decision making (p<.001). Conclusion: The study results indicated that evidence-based practice competences, organizational knowledge management, and evidence-based practice beliefs were important factors on evidence-based decision making. In order to improve evidence-based practice among nurses through organizational knowledge management, EBP beliefs and competence at individual level need to be considered and incorporated into any systemic training of EBP.

• Asia pacific journal of information systems
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• v.20 no.3
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• pp.1-32
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• 2010

The implementation of Knowledge Management Systems does not guarantee knowledge sharing within organizations because knowledge sharing cannot be mandated. Although previous investigations have attempted to identify the motivational factors that facilitate knowledge sharing, the results of these studies cannot be easily applied across organizations due to the highly context specific nature of knowledge sharing. Societal culture, as well as organizational culture, affects knowledge sharing behavior. This is why successful knowledge sharing initiatives in the United States, for example, may prove ineffective in another country with a very different culture like China. Therefore, it is clearly important to understand the effects of different societal cultures on individuals' knowledge sharing behaviors. The principal objective of this study is to deepen our understanding about the impact of national culture on an individual's knowledge sharing intention. In order to achieve this goal, field data was collected from 197 employees from a variety of companies and organizations in two countries-Sweden and China. In a collectivistic culture such as China, anticipated reciprocal relationships have been shown to directly affect individuals' attitudes toward knowledge sharing, and the organizational climate has also been shown to affect subjective norms to a significant degree. Subjective norms can influence intentions to share knowledge indirectly through attitudes. In the highly individualistic culture of Sweden, one's sense of self worth and anticipated reciprocal relationships have been shown to profoundly affect individuals' attitudes towards knowledge sharing. In both countries, anticipated extrinsic rewards have been shown to exert no detectable effects on respondents' knowledge sharing attitudes, and subjective norms and organizational climate have been determined not to affect knowledge sharing intentions directly. Rather, in both cases, knowledge sharing intentions have been shown to be directly affected by attitude.

• Management & Information Systems Review
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• v.35 no.2
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• pp.119-136
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• 2016

The purpose of this study are as follows : First, This study conceptually provide an insight of reasons that organizations seek to create, acquire, store and distribute knowledge at the level of an organization and of process how they can transform or evolve to knowledge based organizations. Second, this study confirms examine what theories can be used to knowledge management, how such theories can be useful to analyse knowledge management and provide a theoretical foundation for knowledge management research. Applied to the theories of knowledge based and resource based view and institutional theory, the essence of knowledge management confirms that the organization finds job-related knowledge and know-how retained by individual of organizational members systematically and shares common knowledge within the organization and explains knowledge creation, multi-dimensional knowledge transition and share in all dimension of individual, group, and organization. As a result of comparative analysis of theory of organizational knowledge creation theory, In knowledge management, building of knowledge-creative culture, transitional process of explicit knowledge and tacit knowledge, knowledge creation and knowledge operation are important. In the basis on these study results, we discussed how the organizational knowledge creation theory can be used to manage knowledge in the organization, and also proposed hypotheses based on some arguments against the universal acceptance of the theory.

• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.4
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• pp.89-103
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• 2006

The purpose of this study is to examine influential factors in knowledge-sharing and to analyze how these factors influence the performances of knowledge management (KM) in public enterprises. Influencing factors of KM in this study include evaluation-compensation, knowledge management system, learning culture, and organizational structures. As a result, analysis turned out to be the KM system and organizational structure directly effects knowledge-sharing and KM performances. And knowledge-sharing performed as mediating effect between independent variables such as compensation system and organization structure, and dependent variable like KM performance. Therefore, this study concludes that each factor of evaluation-compensation system and learning culture has directly influenced to knowledge-sharing, yet KM performances have Indirectly influenced.

• Korea Journal of Hospital Management
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• v.20 no.2
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• pp.28-38
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• 2015

This study was conducted by extending Ajzen's Theory of Planned Behavior(TPB) model in analyzing physician's observance behavior of National Health Insurance review standards. An extended TPB model was proposed by including 'background knowledge'and 'dorganizational commitment'in original model to predict physician's review standards observance behavior. Surveys for data collection were carried out on the physicians who were working in a general hospital, clinics, specialized hospitals, local medical centers and long term care hospitals located in Daegu and Kyoung-Buk province in Korea. Two hundreds twenty copies of questionnaires were distributed and 166 physicians responded. Data were analyzed using a structural equation model. The results show that an affirmative attitude and subjective norms have significant positive effects on physicians' behavior of observing review standards. However, the effect of perceived behavioral control on intention to behavior is not significant. The organizational commitment and background knowledge have a positive effect on the intention of observance of review standards. In conclusion, because physician's observance behaviors are affected by background knowledge and organizational commitment as well as attitudes, subjective norms, hospital managements should establish a communication system to share information on the review standards among physicians and provide appropriate measures to increase physician's organizational commitment.