• 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.6 no.2
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• pp.91-108
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• 2005

In recent years, organizations have chosen a team-organization as a standard activity level and it leads a significant change in process of knowledge producing. Nevertheless team-organization for building up effective performance and a good communication in organization has influenced knowledge management performance, the empirical analysis and survey have not proved yet. This study, therefore, makes an analysis that the change of organization base on team activity influences knowledge management performance. This study, based on 312 data by using LISREL as a model for studying, provides a result that a team-based activity positively influences knowledge management efficiency.

• Knowledge Management Research
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• v.12 no.1
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• pp.17-37
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• 2011

This paper is aimed at investigating the influence of the learning organization's structural characteristics, learner's characteristics, and perceived organizational support (POS) on organizational knowledge creation. also the POS is tested as a moderator on the relationship between learner's characteristics including learning goal orientation and learning self-efficacy and organizational knowledge creation. the results are as follows. for main effect hypotheses, both connecting the organization to its environment and establishing systems to capture and share learning system representing learning organization's structural characteristics have significant positive impact on organizational knowledge creation. the POS also has a significant impact on organizational knowledge creation. However, learning goal orientation and learning self-efficacy have not significant impact on organizational knowledge creation. for moderating effect hypothesis, POS moderates the relationship between learning goal orientation and organizational knowledge creation, which means if the POS is high then learning goal orientation has more significant positive impact on it. Based on our findings, we conclude that structural characteristics of learning organization provide organizations with an opportunity of knowledge creation. in particular, interconnectedness of organization with environment and organizational knowledge sharing systems determine the ways of behaving that are related to learning within organizations. however, learner's characteristics did not have a significant effect on organizational knowledge creation, which could be interpreted due to the fact that employees are not motivated to create new knowledge if they are rarely required to involve challenging works, generate new knowledge, or share preexisted knowledge with others.

• International Journal of Knowledge Content Development & Technology
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• v.6 no.2
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• pp.93-108
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• 2016

Rethinking and re-conceptualization of knowledge organization has become necessary as a result of recent changes brought by digitization, networked resources, and interdisciplinary shifts. This paper calls for a review of curriculum and changes in teaching approaches to respond to these changes. The paper suggests expanding the scope of knowledge organization by adding new topics, and recommends placement of these topics in different courses (introductory or foundation courses, core or required courses, and electives or specialized courses) for a balanced approach. The paper also proposes a change in the mindset about the target of these courses and recommends knowledge organization work be extended from institutions to individuals. It is also suggested that knowledge organization work responsibilities are broadened to involve authors, knowledge workers, and information users rather than restricting it only to trained information professionals. The paper highlights that the digital environment makes it necessary to change the context for teaching KO courses and goes beyond the collection of information resources and addresses personal information management needs as well. The paper concludes that fundamental changes tantamount to re-conceptualization of the area of knowledge organization, which is expected to open up new opportunities for information graduates aspiring to work in information environment beyond libraries.

• The Korean Journal of Health Service Management
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• v.7 no.4
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• pp.49-63
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• 2013

This study attempted to examine what effect knowledge management factors have on cooperative organizational culture regarding knowledge sharing depending on workplace types and occupations in order to seek for solution to increase efficiency and effects of knowledge management in the hospital organization. Key findings are as follows: For members of the hospital organization, the higher their recognition was in relation to 'concern and support of chief executive officer for knowledge management', and 'problem solution by specialists or superior in the organization and acquisition on the task knowledge', the more they worked as factors exerting positive effects on 'cooperative organizational culture regarding knowledge sharing'. And influence factors were different depending on workplace types and occupation.

• Knowledge Management Research
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• v.1 no.1
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• pp.65-80
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• 2000

The main purpose of this study is to answer a question that how a company can be a learning organization producing useful knowledge by applying neuro-cybernetics approach. This approach borrows its working principles from the human body systems. The current study urges that the principles can be applied to build a learning organization. System 1 to 5, the core parts of neuro-cybernetics, are explained. And it is explored that how these systems can be designed for a company to be a learning organization. Limitations of the current study are discussed at the end of the paper.

• Journal of Technology Innovation
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• v.7 no.2
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• pp.119-144
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• 1999

Recently, knowledge management(KM) has attracted increasing attention from academicians and practitioners alike. Amongst others, technological knowledge(TK) is considered principal asset of KM and R,&D organization of private firms selves as primary actor of KM. It is also noted that the notion of sectoral pattern of innovation highlights idiosyncratic differences across industrial sectors in terms of TK management. That is, knowledge contents, knowledge generation and How pattern are considerably different among industries. This paper first analyzes the correlation between structural of R&D organization and industrial(sectoral) type to identify the dominant structure of R&D organization for each industry. Second, sector-specific architectures of TK management system are proposed. According to structural characteristic of R&D-organization type, test-practice forms of TK management system are suggested in terms of such factors as knowledge contents(technology information), knowledge generation activities, and knowledge storage/retrieval modes.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.3
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• pp.1815-1823
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• 2015

This research empirically analyzed the effect of introduction factors of knowledge management system on organization performance with companies and agencies introducing and operating knowledge management system. As a result of analysis: first, it showed that CEO support among the sub-variables of organization factors affected organization performance; second, quality, reliability and convenience in use of knowledge information, sub-variables of knowledge information factors, had a significant influence; and vision and goal among sub-variables of organization factors, didn't have an influence on organization performance. These research results were identical with those of precedent studies. But we found out that vision and goal assessed by core strategy and establishment of vision, clarity and concreteness of vision and strategy, necessity of knowledge management, and regularization of core knowledge were analyzed as the variables having no positive effect on organization performance and analyzed differently from the precedent studies' results.

• Journal of Environmental Health Sciences
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• v.41 no.2
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• pp.102-115
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• 2015

Objectives: A learning organization was designed and implemented on the basis of the selection criteria and essential elements of knowledge translation theory. Methods: The learning organization was designed on the basis of biosafety harmonization criteria and risk management strategy and was implemented as the learning organization for biosafety management by the National Institute of Health, Korea Centers for Disease Control & Prevention. The effect of knowledge translation in the research institutions by evidence-based policy was verified. Results: The result of applying the knowledge translation theory involving all stakeholders showed a positive reaction in establishing and implementing biosafety management strategy and embodied risk assessment criteria and evoked sympathy with the necessity of learning and using of expert knowledge about risk assessment and risk management. All stakeholders initiated voluntarily action toward new human-network construction and communication between similar organizations. The learning organization's capability expanded the base of knowledge translation. Conclusion: These results showed that a learning organization could enhance the autonomous safety management system by diffusion of knowledge translation.

• Information Systems Review
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• v.7 no.1
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• pp.195-217
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• 2005

Individual recognizes knowledge sharing as a transaction action. This transaction occurring in knowledge sharing is considered as a special and complicated transaction derived from employee's relationship rather than a economic transaction. In addition, It is important that knowledge sharing among individuals is established through a closed interrelationship with situation. In this point of view, knowledge sharing can be explained by a social exchange relationship. Therefore, there are two study's purpose as follows. First, The study draws factors affecting to knowledge sharing in the view of social exchange theory. The study reviews factors that are presented at previous social exchange theories and affecting to knowledge sharing focused on organization contingency traits, relationship traits, and individuals traits among individuals in an organization. Second, even though trust and organization involvement is resulted in above affecting factors, most previous studies are mainly examined as the same level to other factors affecting to knowledge sharing. Thus, this paper focused that the above factors affect to trust and organization involvement that affect to knowledge sharing intention. That is, this study presents that when affecting factors mediate trust and involvement, there is a knowledge sharing intention for creating organization knowledge. For the study, 160 government employees are administered for the survey so that the research model and hypothesis are developed. Empirical study shows that in public organizations knowledge sharing affects to relationship traits factors and individuals traits affects trust and organization involvement. Also, it is examined that trust and organization involvement affecting to knowledge sharing intention in such a sequence.