• Journal of the Architectural Institute of Korea Planning & Design
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• v.34 no.9
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• pp.3-8
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• 2018

In the social information facilities with physical stacks, it is critical to arrange categories of knowledge since there should be conventional methods by which users and visitors can browse index of all sorts of media relating to their topics. The classical index system of knowledge has been developed with primitive libraries and museums and therefore the system can be addressed by analyzing typical cases of precedents. As the forth industrial revolution has emerged, there will be quite innovative approach to provide information to the public as well as the private. The coalition between knowledge and space has always been considered as essential characteristics that remind scholars of hierarchical layout of knowledge resources such as maps, books, documents and diverse specimens. This research assumes that the spatial layout of knowledge can be classified in terms of physical attributes, symbolic entities, and information media and it defines what coalition between knowledge and space is creative in order to enacting interactive dialogue among information navigators. The spaces in between the knowledges function as trasition areas where the index system informs and stimulates, where the interface between the different knowledges is optimized and therefore the library as the public facilities no longer dedicated to the text, but as an information space in which all sorts of media are distributed equally.

• Knowledge Management Research
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• v.9 no.2
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• pp.169-191
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• 2008

Information technology instruments arc being rampantly used for knowledge management in companies. IT is used as an interplay tool to enhance the flow of knowledge and information between people. KMS, especially, supports the knowledge management process including sharing, creating, and using of knowledge within a company, and maximizes the value of knowledge resources within an organization. The purpose of this paper is to understand how IT is changing the knowledge management activity. through various examples based on exploratory research from MANDO, the Korean automotive parts manufacturer, and POSCO, the global leading steelmaker. The result shows that IT boosts communication skills, thus creates a mutual relationship outcome. In the same context, the process of knowledge conversion by Nonaka's SECI model simplifies to an Externalization-Internalization process. This process accelerates the birth of explicit knowledge and Socialization, supplements the Limitations of the creation of knowledge in the E-I cycle. The E of knowledge simultaneously promotes the I, and eventually brings an advanced learning skill. IT aids the E of knowledge and furthermore, I and E activity, through the knowledge sharing, brings vitality into an organization. The interplay stage for knowledge activity is to be reorganized to a cyber ba. Furthermore, IT will galvanize the formation of core knowledge through systemized acquisition, management of core knowledge and standardization of work.

• Asia pacific journal of information systems
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• v.11 no.1
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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.

• Proceedings of the Korean Society of Computer Information Conference
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• 2008.06a
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• pp.243-249
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• 2008

Based on a comprehensive framework that reflects lifecycle requirements of KMs and BPMs, we propose an PKMS(Process based KMS) for integrating KMs and BPMs in order to combine the advantages of the two paradigms. This paper first defines the priority order of knowledge according to knowledge type and classifies it into three groups which consist of Basic KM, Practical KM and Reference KM. Then, it suggests PKMS knowledge map composed of much core-knowledge each of which has information about a unit of the related business process. Using the PKMS Knowledge map, we can directly provide related core-knowledge related for the business process while a person is working a unit of business process. This paper designed the PKMS applied to employment insurance business part. Long term goal of the concepts is to concern a change management organization of knowledge on PKMS.

• Management & Information Systems Review
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• v.14
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• pp.181-193
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• 2004

This paper is concerned with the study of 'Knowledge Management', a paradigm of thought based on the idea that the future will be a knowledge-centered society. This paper also provides an overview of both 'what to manage' and 'how to manage' if an organization wants to develop in this environment. The process of 'Knowledge Management' begins with a decision. Presented with a myriad of information, of which we can't afford to obtain it all, what information is of value to the organization? Further, by systematically organizing not only the primary information but also that which was accumulated in the process, Knowledge Management is capable of suggesting a value-added plan of action. This research presents the necessary principles needed in order to successfully use Knowledge Management, specifically a harmony between the human and technological aspects. There cannot be a static solution to the problem, as the environment of the enterprise's problem is dynamic in nature. Throughout the process, the enterprise will constantly change its strategy and structure in order to adapt to variable knowledge, technology, strategy, regulations, consumer interest, etc... The essential constant of these problems is the importance of spending on education. Investments in educations help develope a infrastructure for Information Technology, the development of knowledge distribution strategies, and the creation of efficient Knowledge Management policy.

• International Journal of Knowledge Content Development & Technology
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• v.6 no.2
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• pp.43-66
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• 2016

The primary objective of this study was to investigate the perception of informational professionals' knowledge sharing practices in social media platforms. The specific objectives of the study included learning professionals' perceptions and awareness of knowledge sharing using social media, understanding their opinions and beliefs, and gaining familiarity with and reasons for using these tools. Open & close ended web-based questions were sent out by email to the international training program (ITP) participants. Findings indicated that most of the respondents' were aware of using social media and that they used social media for knowledge sharing. Speed and ease of use, managing personal knowledge, easier communication with users and colleagues and powerful communication tool are the areas that motivated them to use it. It also stated some barriers like lack of support, familiarity, trust, unfiltered information and fear of providing information. The study was limited to the perceptual aspect of the issue, specifically from the individuals' opinions and sentiments.

• Asia pacific journal of information systems
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• v.32 no.4
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• pp.728-749
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• 2022

The information and communication technology (ICT) value creation process is inherently unobservable. In addition to the direct effect of ICT on productivity, some information or knowledge can create value through other knowledge activities. In this paper, we study the impact of ICT on productivity through R&D. We tested the mediating effect of R&D between ICT and productivity using panel data from 47 US industries from 1987 to 2013 from the Bureau of Labor Statistics. The results show that R&D partially mediates ICT and productivity. That is, ICT directly increases productivity, and some of its effects can be realized through R&D. Recipients who acquire knowledge through ICT have to interpret codified ideas and apply them to practice. The increased absorptive capacity that can be developed through R&D improves interpretation ability, allowing employees to share more complex ideas. Thus, ICT helps people to effectively communicate, but some information and knowledge can be realized and applied through R&D knowledge activities. This is the first study empirically examining the process of ICT value creation through R&D. It also provides practical guidelines for knowledge management, such as making decisions about ICT and R&D investments that are better done concurrently rather than individually to maximize their impact on productivity.

• Knowledge Management Research
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• v.21 no.4
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• pp.109-127
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• 2020

This study empirically investigates the effects of information search on new product development (NPD) process and performance with a sample of 82 NPD projects in 5 firms. The information search is consisted of general sources, internal sources, and external sources. The performance is consisted of technological and market performance. Findings show that information search from internal sources increases the technological knowledge of the NPD team, and information search from external sources increases the market knowledge of the NPD team. The technological and market knowledge of the NPD team increases its technical performance respectively. Only the market knowledge of the NPD team increases its market performance. Overall, the technological knowledge of the NPD team fully mediates the relationship between the information search from internal sources and its technical performance. The market knowledge of the NPD team fully mediates the relationship between the information search from external sources and its technical performance, and the relationship between the information search from external sources and its market performance. There is no other significant mediation relationships between the information searches and the performances. Implications of the research findings are discussed, and recommendation for future research are provided.

• Journal of Korean Library and Information Science Society
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• v.40 no.1
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• pp.133-155
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• 2009

To deal with a new environment of information technologies in the 21 Century, many libraries around the world have made great efforts to develop online knowledge-information services. In Korea, the National Library initiated an online knowledge-information services, in 2008. Through case studies and practical tests of online knowledge-information services, this article discusses plans for developing . The article explores definitions and types of online knowledge-information services, and analyzes online knowledge-information services in Denmark, Sweden, Finland, and Korea. Futhermore, practical reviews on the four services are conducted through 'question-answer' tests. As a result, the article discusses present and future tasks for improving .

• Asia pacific journal of information systems
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• v.23 no.1
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• pp.107-132
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• 2013

Despite the importance of knowledge complementarities (KC) to firm performance, very little is known about exactly what constitutes KC and how synergistic knowledge is created in KC. This research looks into the dimensionality of KC and how synergistic knowledge as an essential component of KC is generated in a process innovation (PI) project. We propose that KC consists of potential complementary knowledge, collaborative elaboration (CE) process, and synergistic knowledge. The model is investigated quantitatively, using a sample of 26 matched-pairs of client and consultant who participated in a PI project, and then qualitatively using interviews of a sub-sample of 7 matched-pairs of client and consultant. Data were collected in a longitudinal way at four different points during the four month project period. Results show that consultant's learning about the client's business occurs first and then client learning about IT capabilities follows through CE. With this enhanced clients' knowledge about IT capabilities, clients play an initiative role in designing the To-Be business processes, while consultants play a supporting role by introducing best practices or making suggestions based on their experiences. Future research implications as well as practical implications are also discussed.