• Journal of Industrial Convergence
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• v.21 no.1
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• pp.9-31
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• 2023

This study is a study on the different cognitive systems and different knowledge systems of members participating in complex and diverse consulting projects, and it is a study on team collaboration that affects the team performance of the project. The purpose of this study is to analyze the mediating effects of team shared cognition, team transactive memory, team knowledge integration, and team efficacy in the cognitive interaction process of a consulting project. This study established a research model and research hypothesis based on previous studies. Data were collected from consultants who actually participated in the consulting project. To empirically analyze the research hypothesis, demographic analysis, validity and reliability analysis, structural model analysis for hypothesis verification, and mediating effect analysis using phantom variables were performed. As a result of the study, in order to increase team performance, it is necessary to improve team shared cognition and team transactive memory, which are cognitive systems, and team knowledge integration, which is a knowledge system, must also be improved. Therefore, there is a need for a sense of team efficacy that integrates disparate cognitive and knowledge systems, trusts each other's expertise, and enables successful team work. In addition, future studies on sub-factors of cognitive processes are needed.

• Knowledge Management Research
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• v.15 no.2
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• pp.129-145
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• 2014

As a community of practice (CoP) is known to facilitate team learning, it is increasingly important to understand the mechanisms of CoP, thereby enabling organizations to fully utilize it and optimize its benefits. To explain how CoP improves organizational performance, we focus on its effects on social capital and knowledge management activities, and propose a research model suggesting that shared goals and trust in CoP improve its performance through knowledge integration. Our analysis uses structural equation modeling, with field data collected from 372 members of 46 CoPs in three companies; the analysis validates our research model. Our findings also suggest that CoP diversity can strengthen the link between knowledge integration and CoP performance.

• Asia pacific journal of information systems
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• v.20 no.4
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• pp.101-123
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• 2010

Recently, firms are operating a number of teams to accomplish organizational performance. Especially, ad hoc teams like proposal preparation team are quite different from permanent teams like R&D team in the sense of how the team forms network structure and deals with organizational learning culture and knowledge management participation efforts. Moreover, depending on the team characteristics, individual creativity will differ from each other, which will lead to organizational performance eventually. Previous studies in the field of creativity are lacking in this issue. So main objectives of this study are organized as follows. First, the issue of how to improve individual creativity and organizational performance will be analyzed empirically. This issue will be performed depending on team characteristics such as ad hoc team and permanent team. Antecedents adopted for this research objective are cultural and knowledge factors such as organizational learning culture, and knowledge management participation. Second, the network structure such as degree centrality, and structural hole is used to analyze its influence on individual creativity and organizational performance. SI (System Integration) companies are facing severely tough requirements from clients to submit very creative proposals. Also, R&D teams are widely accepted as relatively creative teams because their responsibilities are focused on suggesting innovative techniques to make their companies remain competitive in the market. SI teams are usually ad hoc, while R&D teams are permanent on an average. By taking advantage of these characteristics of the two kinds of teams, we will prove the validity of the proposed research questions. To obtain the survey data, we accessed 7 SI teams (74 members), and 6 R&D teams (63 members), collecting 137 valid questionnaires. PLS technique was applied to analyze the survey data. Results are as follows. First, in case of SI teams, organizational learning culture affects individual creativity significantly. Meanwhile, knowledge management participation has a significant influence on Individual creativity for the permanent teams. Second, degree centrality Influences individual creativity significantly in case of SI teams. This is comparable with the fact that structural hole has a significant impact on individual creativity for the R&D teams. Practical implications can be summarized as follows: First, network structure of ad hoc team should be designed differently from one of permanent team. Ad hoc team is supposed to show a high creativity in a rather short period, implying that network density among team members should be improved, and those members with high degree centrality should be encouraged to show their Individual creativity and take a leading role by allowing them to get heavily engaged in knowledge sharing and diffusion. In contrast, permanent team should be designed to take advantage of structural hole instead of focusing on network density. Since structural hole can be utilized very effectively in the permanent team, strong arbitrators' merits in the permanent team will increase and therefore helps increase both network efficiency and effectiveness too. In this way, individual creativity in the permanent team is likely to lead to organizational creativity in a seamless way. Second, way of Increasing individual creativity should be sought from the perspective of organizational culture and knowledge management. Organization is supposed to provide a cultural atmosphere in which Innovative idea suggestions and active discussion among team members are encouraged. In this way, trust builds up among team members, facilitating the formation of organizational learning culture. Third, in the ad hoc team, organizational looming culture should be built such a way that individual creativity can grow up fast in a rather short period. Since time is tight, reasonable compensation policy, leader's Initiatives, and learning culture formation should be done In a short period so that mutual trust is built among members quickly, and necessary knowledge and information can be learnt rapidly. Fourth, in the permanent team, it should be kept in mind that the degree of participation in knowledge management determines level of Individual creativity. Therefore, the team ought to facilitate knowledge circulation process such as knowledge creation, storage, sharing, utilization, and learning among team members, which will lead to team performance. In this way, firms must control knowledge networks in permanent team and ad hoc team in a way mentioned above so that individual creativity as well as team performance can be maximized.

• Korean Journal of Computational Design and Engineering
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• v.2 no.1
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• pp.53-59
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• 1997

Current CAD systems used in the AEC community have some critical problems. One of them is that they hardly support design collaboration. Thus designers and engineers are hard to transfer design knowledge from one discipline to another. What we need is a common building database which creates and manages building plans/models and relevant design knowledge consistently and effectively. This paper presents a powerful CAD editor, called UNIFORM, which is being developed. Currently UNIFORM includes three main modules: a plan generator, a 3-D model generator, and component databases. A plan generator, called UNIFORM PLANNER, creates a plan which contains semantically-rich information of building. Each component in the plan can be presented in various ways and connected to component databases that contain knowledge of building components such as windows, doors, walls, etc. Based on the plan UNIFORM MODELER, another module of the program, generates a three dimensional building model which could be a multiple-story building. One of the main ideas behind the system is that it generates and maintains a common building form that can be easily delivered to other members of the project team. Thus it is expected to increase system integration, team interactions, and productivity.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.588-592
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• 2015

Many studies have affirmed a negative influence of fragmentation on learning and knowledge sharing in construction projects. However, the literature overlooked enablers of learning within this context. The purpose of this paper is to explore the factors that facilitate project learning and ways to negate any unbecoming effects of fragmentation. Qualitative study used to explore the enablers through interviews administered to 11 top management individuals working in different construction projects in Malaysia. The findings revealed the following factors: participation, relationships, togetherness, and roles of project leader and coordinator. The role of boundary objects was also highlighted including information technology (IT), contract and procedures, drawings, specifications, and reports. The outcome of this paper initiates the development of a model for better knowledge creation and sharing in construction projects. The significance of this model stems from its ability to connection both the characteristics of construction project and project learning theories using the enablers. It is envisaged that future work will be to confirm the model in a quantitative study.

• The Journal of Industrial Distribution & Business
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• v.11 no.3
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• pp.51-62
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• 2020

Purpose - This study examined the relationship between individual creativity and its related variables to observe how individual creativity contributes to organizational performance. In addition, this study strived to explore how to maximize the utilization of individual creativity and innovate the structure of the organization itself so that teams and organizations can respond more effectively to new rising trends. this study aimed to examine whether the value congruence between individuals and organizations (propensity congruence, goal congruence has a significant impact on knowledge sharing and innovation behavior as dependent variables by exerting individual creativity and synergy as independent variables. Research design, data and methodology - SPSS 24.0 program were used to analyze the data. Descriptive Statistics and correlation analysis were performed, and the reliability factor (Cronbach's α) was calculated. Afterwards, we analyzed the moderating effects of structural equation model analysis and hierarchical regression analysis. The number of samples used in the study were 309 copies. Results - First, Individual creativity had a positive effect on knowledge sharing and innovative behavior. In other words, it was confirmed that decision-making processes fused with individual creativity could create an atmosphere of knowledge sharing and transform the organization. Second, value congruence adjusted the influence of individual creativity on knowledge sharing and innovation behavior. Conclusions - First, it is important for managers to recognize the value and secure the pool of creative talents who will be a potential future basic source of organizational success and competitive advantage. Second, managers should be able to identify those with creative talents and expertise, and use them to increase their knowledge sharing performance, while also developing emotional and motivational creativity. Third, in order improve knowledge sharing performance, managers should pay attention to the emotional aspect of creativity. Fourth, managers should strive to create an environment that is beneficial for the reinforcement of individual self-management capabilities. Fifth, managers should be able to develop decision-making processes to develop potential creativity and encourage creative thinking, opinions, or solutions. Sixth, managers should promote the dissemination and integration of new knowledge based on the creative views and attitudes of team members.

• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.4
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• pp.157-179
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• 2006

Recently, as business becomes more dependent on information technology for their operations, SI project managers are under increasing pressure to implement SI projects on time and within budget, and to satisfy customer requirements. For the success of SI projects and customer satisfaction, SI project managers should master the critical shills and knowledge requirements and consider the proper leadership style to lead the team members and to manage SI projects. The leadership style includes four categories, such as directive leadership, supportive leadership, participative leadership, and achievement-oriented leadership. This study has examined the project managers' competency and suggests the three competency factors, which are technical, human, and conceptual shills, for the success of SI projects and customer satisfaction. The study suggests that SI project managers should master the three critical skills and knowledge requirements, and consider the proper leadership style for the successful implementation of SI projects. Also SI project managers should consider contingency factors such as project size and duration and outcome variables such as protect performance and customer satisfaction so as to enhance the leadership effectiveness.

• Management & Information Systems Review
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• v.23
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• pp.75-97
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• 2007

In the meantime hospital system of Korea has institutionally performed its errand in stable circumstance, however the system now faces with new environment of change of customer's satisfaction, of regime, deepening of competition, and opening market. Under the rapidly and complicatedly changing circumstance, the hospital system is required to promote getting a dominant position in the competition, enhancing outcome, creating value added, and customer satisfaction in both internally and externally likewise other organizations, as they continuously introduce a knowledge management and originate, accumulate, and put the knowledge to practical use. This organization capacity of knowledge management involves a process of management that requires great change of all organizations and individuals and it is brought up through four steps which are Initiation, Propagation, Integration, and Networking. The main factors of successful knowledge management are intension of the chief executive officer(CEO), organizational culture, appraisal and compensation of work, knowledge controlling system, and organizational structure, and each of these five stage has got different characteristic. To be successful by introducing knowledge management, hospital organization should be based on these premises. Not only CEO or the director of a hospital, but also the constituent members should be fully aware of knowledge, the characteristic of knowledge management, and successful factors of this operation. Should understand step-by-step characteristic of knowledge management, therefore able to analyse a situation of specific hospital and see which step corresponds to that hospital. By analysing, constituents should make up for the weak points and ready to move on to next step. CEO or the director of a hospital should be aware of knowledge management as a strategic factor which is able to get a dominant position in the rapidly changing environment, and also it should be firm in the director's intention to introduce the knowledge management into the hospital. By continuously carrying out education and training constituent members, the director of a hospital should promote their interest and participation in knowledge management, and build an organization culture that ultimately creates, accumulates, shares, and put the knowledge to practical use. The hospital organization needs to systematize an institution of objective compensation that corresponds to objective appraisal of knowledge management outcome. The hospital ought to build knowledge controlling system in stages, in order to take the initiative in rapidly changing environment. By considering the characteristic of hospital system, it is required to change the organizational structure into self-managing team which is a sort of horizontal structure that allows members to make decisions and take the responsibility by themselves. The limitation of this study is experimental study. Positive investigation about successful factors of hospital knowledge management and characteristic of each steps is expected with following study.

• Journal of Korean Library and Information Science Society
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• v.24
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• pp.189-219
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• 1996

Information technology will inevitably and profoundly alter every aspect of university life. New information technologies are creating new patterns in the research and teaching, with networks enhancing information sharing and data transmission. The revolution in information technology requires that universities integrate information technology with their traditional missions of teaching, research, and public service. Enhanced mode of information access and changing information-seeking behaviors suggest the need for new library services. New technologies have opened up many new services options for libraries. The nature of and potential for new information services suggest that libraries should become better connected with other campus units. Some of these issues will no doubt be addressed by the a n.0, pplication of new technologies and by building campus information infrastructure. An important element of the needed change for enhancing the library information services is the integration of the libraries and computing centers. Libraries and computing centers deal with the same commodity-information and delivering information. For the sake of scholarship and research, the two must devise an integrated a n.0, pproach to delivering the common commodity. Computing centers have special skills in system development and telecommunications. Libraries have good human interface skills and skills for organizing knowledge. Together they could be a particularly productive team. Noting this, some universities have created new information service units which unify the present-day computing, library and telecommunication functions. Existing models range from true merging to situations where some cooperative activities are being conducted. The purpose of this study is to suggest the direction in developing of information services in academic libraries by examining the changing information environment and trends of integrating libraries and computing centers. This paper inquires into the changing information environment, the impact of imformation technology on universities and libraries, some casses of integration of academic libraries and computing centers, and effects of integration of two and suggests the developing direction of information services in academic libraries.

• Korean Journal of Construction Engineering and Management
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• v.11 no.5
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• pp.65-74
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• 2010

The design with construction knowledge and experience can eliminate inefficiency in the process of construction and improve productivity in all phase of construction project. To utilize constructability knowledge most effectively in design phase, the information must be made available to the design team at the proper point in time. Current methods for effective utilization of constructability knowledge have focused on the structuralization of constructability knowledge such as checklist, which lack the consideration of the proper point in time. However, constructability knowledge which is used at the inapposite point in time consequently leads to unnecessary rework. To minimize this inefficiency and improve productivity, project manager needs to consider the design process and know what constructability knowledge is required for specific design activities. This paper therefore presents a design process management using Dependency Structure Matrix (DSM) that focus on information flows between design activities and constructability knowledge. We expect that the results of this paper will support that design process management become comprehensive management related to every phase of construction project beyond design review or inspection in design phase, and be used as a basis of the integration of design and construction.