• Knowledge Management Research
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• v.2 no.1
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• pp.25-44
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• 2001

There are two types of organizational knowledge in terms of its creation process: experiential and analytical knowledge. The experiential knowledge is created by repetitive experiences of an individual or team through task execution, while the analytical knowledge is acquired by analyzing accumulated data or information in the organization. The experiential knowledge often remains tacit or implicit in the organization because it is primarily acquired at an individual or team level. Therefore, the issue on the experiential knowledge is to share it actively within the organization. On the other hand, the analytical knowledge is explicit in its nature since it is extracted from data or information. Thus, it is important to guide a systematic creation of the analytical knowledge rather than encourage to share it. The current trend of "knowledge management" mainly focuses on the experiential knowledge - know-how, idea, case, etc - and neglects another important knowledge in the organization. i. e., analytical knowledge. This paper tries to shed a new light on the "knowledge management" arena by introducing rather new perspective in the concept of knowledge. The purpose of this study is to identify the factors affecting the analytical knowledge creation in the organization. We conducted an exploratory case study of three companies with a previously defined research framework and found some critical factors for the analytical knowledge creation. They are "organizational resource", "effectiveness of feedback process", "data source management", and "experimental mind set". Finally, we proposed research model and propositions regarding the analytical knowledge creation in the organization.

• Knowledge Management Research
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• v.10 no.2
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• pp.105-119
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• 2009

This study addresses the following questions : how does organization citizenship behavior(OCB) affect knowledge contribution in online communities? does the antecedents of OCB, cohesiveness and affection similarity, influence knowledge contribution in online communities? In order to test our hypotheses with an empirical study, we have conducted a survey which resulted in 192 valid response in the final sample. The PLS analysis results indicate that OCB affects knowledge contribution and coherence and affection similarity of online community users have influence on OCB. Further, knowledge contribution is influenced by community users' affection similarity. Practical implications of these findings and future research implications are also discussed.

• Asia pacific journal of information systems
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• v.14 no.1
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• pp.125-142
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• 2004

Knowledge management has been increasingly recognized as important in business management context. Although knowledge management has been proposed as an enabler to reach competitive advantage, little research has considered applying knowledge to business decision-making activities, which may be the main task of enterprise management. The application of knowledge to decision-making has a more significant impact on organizational performance than mere knowledge management for operational level processing. For this purpose, the present study proposes a decision support loop based on the integration of knowledge by adopting a cognitive modeling approach. The proposed model is then discussed, in the real context of an application case.

• Journal of Technology Innovation
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• v.29 no.2
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• pp.1-30
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• 2021

Recent years have witnessed various attempts of firms to acquire new knowledge. Purchasing intellectual property or merger and acquisition (M&A) can be such attempts, but joint venture can also be an effective way internalizing new complementary assets from external partners. However, due to difficulties in the formation and implementation of learning strategies, many joint ventures have failed to acquire necessary knowledge. In this respect, based on contingency theory and dynamic capability, the current research aims to investigate the failure case of knowledge transfer in an international joint venture - KEFICO established by Hyundai motors and BOSCH. Case firm optimized for hardware technology but did not establish a differentiated learning strategy and organizational structure to acquire software skills, which are intellectuals of different natures. Due to this inconsistency, it was not able for KEFICO to absorb new type of knowledge (skills related to engine control system). This study suggests the theoretical framework illustrating the case and provides some important implications for organizational learning.

• Knowledge Management Research
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• v.23 no.4
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• pp.233-250
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• 2022

This paper aims to verify how the knowledge sharing culture of hotel companies affects psychological ownership awareness and organization citizenship behavior through knowledge sharing of millennials and generation Z employees. It also assumed that two types of knowledge, such as tacit knowledge and explicit knowledge, would have the effect of controlling knowledge sharing culture and knowledge sharing. This paper collected data from 138 employees working in hotels in the metropolitan area. As a result of the empirical analysis, it was found that the knowledge sharing culture of hotel companies influenced knowledge sharing. In addition, it was confirmed that it had a positive effect on psychological ownership and organizational citizenship behavior. In the case of hotel companies, it was found that the tacit knowledge was more effective in inducing knowledge sharing among employees that the explicit knowledge. If a company provides a knowledge-sharing culture using various forms of tacit knowledge strategies, it is expected to increase the organizational citizenship behavior and psychological ownership of MZ generation employees.

• Asia pacific journal of information systems
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• v.20 no.1
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• pp.33-56
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• 2010

The current business environment has been characterized as less munificent, highly uncertain and constantly evolving. In this environment, the company with dynamic capability is reported to be more successful than others in building competitive advantage. Dynamic capability focuses on the link between a dynamically changing environment, strategic agility, architectural reconfiguration, and value creation. Being characterized to be flexible and adaptive to market circumstance changes, an organization with dynamic capability is described to have high resource fluidity, which represents business process, resource allocation, human resource management and incentives that make business transformation faster and easier. Successful redeployment of the resources for dynamic adaptation requires organizational forms and reward systems to be well aligned with firm's technological infrastructures and business process. The alignment is considered to be an executive level commitment. Building dynamic capability is knowledge driven; relying on new knowledge to reconfigure firm's resources. Past studies established the link between the effective execution of a knowledge-focused strategy and relevant setting of architectural elements such as human resources, structure, process and information systems. They do not, however, describe in detail the underlying processes by which architectural elements are adjusted in coordinated manners to build knowledge-driven dynamic capability. In fact, understandings of these processes are one of the top issues in IT management. This study analyzed how a Korean corporation with a knowledge-focused strategy aligned its architectural elements to develop the dynamic capability and thus create value in the dynamically changing markets. When the Korean economy was in crisis, the company implemented a knowledge-focused strategy, restructured the organization's architecture by which human and knowledge resources are identified, structured, integrated and coordinated to identify and seize market opportunity. Specifically, the following architectural elements were reconfigured: human resource, decision rights, reward and evaluation systems, process, and IT infrastructure. As indicated by sales growth, the reconfiguration helped the company create value under an extremely turbulent environment. According to Ancona et al. (2001), depending on the types of lenses the organization uses, different types of architecture will emerge. For example, if an organization uses political lenses focusing on power, influence, and conflict. the architecture that leverage power and negotiate across multiple interest groups would emerge. Similarly, if an organization uses economic lenses focusing on the rational behavior of organizational actors making choices based on the costs and benefits of action, organizational architecture should be designed to motivate and provide incentives for the actors (Smith, 2001). Compared to this view, information processing perspectives consider architecture to be designed to maximize the capacity of information processing by the actors. Using knowledge lenses, the company studied in this research established architectural elements in a manner that allows the firm to effectively structure knowledge resources to form dynamic capability. This study is revelatory single case with a historic perspective. As a result of this study, a set of propositions and a framework are derived, which can be used for architectural alignment.

• Knowledge Management Research
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• v.3 no.1
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• pp.75-91
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• 2002

This research is interested in organization members' knowledge contribution, along with the requirement for the effective knowledge management as a critical corporate asset. We consider the performance appraisal and reward system on knowledge sharing as a key issue for the successful knowledge management. Analyzed will be the interactive relationship among the performance appraisal and reward system, individual knowledge contribution, and organizational knowledge contribution effectiveness. This case study is based on in-depth interviews in the consulting industry recognized as a knowledge-integrated industry. The purpose of this research is to examine how firms evaluate and reward organization members' knowledge contribution, to define how fim1s utilize IT for the knowledge management, and to show how the performance appraisal and reward system influence organizational knowledge contribution effectiveness. Besides, other determinants for knowledge contribution effectiveness are defined. It is recognized that knowledge contribution effectiveness is positively related to non-monetary rewards and informal appraisals. As for the future study, we recommend the empirical research based on several propositions developed in this study.

• Journal of Digital Convergence
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• v.6 no.1
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• pp.105-111
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• 2008

Knowledge has been widely recognized as a critical resource for competitive advantage of the organization. However, little has been done in the literature regarding under what conditions that organizations should develop knowledge internally or acquire knowledge from outside. Therefore, the purpose of this study is to examine the effects of some key factors such as environment and organizational climate, on the organization's decision to knowledge sourcing. Our findings suggest that organizations are more likely to acquire knowledge from outside if the environment is complex, munificent and dynamic; if they possess higher levels of goal-oriented and autonomy.

• 한국디지털정책학회:학술대회논문집
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• 2005.11a
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• pp.465-474
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• 2005

Knowledge has been widely recognized as a critical resource for competitive advantage of the organization. However, little has been done in the literature regarding under what conditions that organizations should develop knowledge internally or acquire knowledge from outside. Therefore, the purpose of this study is to examine the effects of some key factors such as environment and organizational climate, on the organization's decision to knowledge sourcing. Our findings suggest that organizations are more likely to acquire knowledge from outside if the environment is complex, munificent and dynamic; if they possess higher levels of goal-oriented and autonomy.

• Journal of Industrial Convergence
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• v.13 no.4
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• pp.29-37
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• 2015

The main purpose of this study was to examine the determinants of organizational form in the sport organization. This study found that the leader's quality had positive influences on the personality, knowledge ability, and change management. Based on the analysis of three hundred fifty cases, the following results were found. First, the leader's quality and personality had the significant effects on knowledge-Based management in the sports organizations. Second, the leader's knowledge competence and the transformative leadership had the significant effects on knowledge-Based management in the sports organizations. Third, the leader's knowledge :management had the significant effects on organiztional behavior in the sports organizations.