• 한국IT서비스학회지
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• 제8권1호
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• pp.143-163
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• 2009

The study investigates the challenge of knowledge maintenance in the KMSs. Knowledge pieces are the embodiment of structures in an organization and need to be modified tuned to environmental change over time. Since the change of knowledge in the KMS is not made automatically, it requires user's active participation which is called maintenance action. This study shows that users are not voluntary in taking maintenance action with empirical data based upon knowledge pieces that are already established in the KMS. This article shows that the intention of maintaining KMS is negatively influenced by KM-related culture, organizational culture and the authority of knowledge piece rather than the organizational demography. An organizational culture has an influence directly upon the intention of maintaining knowledge but influence upon KM-related culture or the authority of knowledge piece, the influence indirectly related to the intention of maintaining knowledge. It can be argued that the organizational demography have only meager influence upon the intention of maintaining knowledge only by KM-related culture. This research has the implication that what factors are to be considered in maintaining knowledge pieces over time for the organization managers.

• 한국정보시스템학회지:정보시스템연구
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• 제16권4호
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• pp.1-31
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• 2007

The current study investigates the relationship of antecedents of flow, organizational commitment, knowledge sharing, information technology usage for knowledge sharing, and job satisfaction of organizational employees. This study analyze the effects of psychological states of employees both on affective states of them and on knowledge sharing by applying the internet-based flow theory to knowledge sharing. The antecedents of flow are found to have positive effects on organizational commitment. In addition, it is found that organizational commitment has a positive effect on knowledge sharing, information technology usage for knowledge sharing, and job satisfaction. While it is found that knowledge sharing has a positive effect on job satisfaction, it is found that information technology usage for knowledge sharing does not have an effect on job satisfaction, but have a positive effect on knowledge sharing. The result of this study would not only provide significant insights to knowledge management researchers and practitioners but also contribute to applying the flow theory to knowledge sharing.

• 정보관리학회지
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• 제35권4호
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• pp.285-308
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• 2018

지식활용은 조직의 역량 제고와 직접적으로 연결하는 활동이며 새로운 가치를 다시 생산하게 하는 지식관리의 가장 핵심적 활동이라 할 수 있다. 따라서 지식활용 활동에 영향을 미치는 요인 및 환경에 대한 체계적이며 종합적인 연구는 더욱 필요하다고 본다. 본 연구의 목적은 지식관리 활동 중 마지막 단계인 지식활용에 직접적으로 영향을 미치는 정보문화와 조직문화를 파악하고자 지식활용에 영향을 미치는 정보문화 및 조직문화 요인을 규명하는 것이다. 이를 위하여 정부출연연구소, 도서관, 기업연구소에 근무하는 사서직, 연구직, 일반직 300명을 대상으로 설문조사를 수행하였고 이를 통하여 수집된 데이터는 다중회귀분석을 적용하여 정보문화의 여섯 가지 속성과 조직문화의 네 가지 유형이 지식활용의 문제대처, 지식재생산, 지식확산에 미치는 영향관계를 분석하였다. 분석결과, 정보문화(제어성, 공개성, 적극성)와 조직문화(관계지향문화, 혁신지향문화, 과업지향문화)가 지식활용의 중요한 요인으로 나타났으며, 이러한 연구결과를 토대로 조직의 지식활용에 있어서 시사점을 논의하였다.

• 한국직업건강간호학회지
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• 제26권4호
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• pp.236-246
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• 2017

Purpose: This study aimed to investigate the relationships among job characteristics, knowledge sharing, organizational culture, and organizational commitment in occupational health nurses (OHN) and clinical nurses (CN) to identify factors that might influence organizational commitment. It aimed to contribute to the improvement of knowledge management in health care organizations, including industrial workplaces and hospitals. Methods: A convenience sample of 188 nurses, specifically 100 OHN and 88 CN, was selected. Data were analyzed with descriptive statistics, t-tests, correlation coefficients, and multiple regression analysis. Results: OHNs had a significantly higher education level and current work experience; higher proportion of participants with contract employment status, day work shift, less turnover experience, good lifestyle; and higher scores on organizational culture ($3.3{\pm}0.61$) and organizational commitment ($3.1{\pm}0.60$). Additionally, the correlations among organizational commitment, job characteristics, knowledge sharing, and organizational culture ware higher (r=.38~.57) among OHNs as compared to those among CNs. Further, the organizational commitment of OHNs was significantly influenced by knowledge sharing, organizational culture, working hours, and salary ($R^2=.32$), while that of CNs was influenced by organizational culture and life event stress ($R^2=.11$). Conclusion: There is a need to develop measures to enable nurses to contribute to the improvement of knowledge management in health care organizations as major human resources, by including interventions for the major factors leading to between-group differences in organizational performance.

• 아태비즈니스연구
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• 제13권1호
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• pp.19-36
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• 2022

Purpose - Previous studies tried to find antecedents of innovative behavior. However, research on knowledge hiding behavior, psychological mechanism, and perception of organizational justice has been relatively limited. In this sense, this study has investigated the impact of organizational justice on employees' innovative behavior and explored the factors that affect the above relationship. Especially, this study tested the direct effect of organizational justice on innovative behavior. This study also examines the mediating roles of knowledge hiding behavior in this causal relationship. Moreover, the process of organizational justice to innovative behavior is assumed to be influenced by leadership style. Therefore, we examined the moderating effect of authentic leadership on the relationship between organizational justice and knowledge hiding behavior. Design/methodology/approach - For the empirical test, we collected data via a questionnaire survey of a sample of 252 employees from Korean firms. We conducted a hierarchical regression analysis to test hypotheses. Results - The results of the empirical analysis revealed that organizational justice was positively related to innovative behavior and negatively related to knowledge hiding behavior. The results also showed that knowledge hiding behavior negatively mediated the relationship between organizational justice and innovative behavior. In addition, we found the moderating role of authentic leadership. More importantly, we found that the conditional indirect effect of organizational justice on innovative behavior via knowledge hiding behavior was depending on authentic leadership. Uncovering the relationship between organizational justice and innovative behavior through the mediating role of knowledge hiding behavior and the moderated mediating role of authentic leadership has useful theoretical and practical implications. We also suggest directions for future research by providing several limitations.

• 한국정보시스템학회지:정보시스템연구
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• 제24권1호
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• pp.45-66
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• 2015

This study empirically investigated the relationships among organizational culture, target costing, knowledge management activities, and corporate innovations. The results of this study showed that innovative and supportive culture positively affects the adoption degrees of target costing. According to the results, it was observed that target costing as well as innovative and supportive culture have a positive impact on levels of knowledge management activities(i.e., knowledge creation, sharing, storage, and application). It was also demonstrated that organizational culture has an indirect effect on activation of knowledge management activities through target costing. Thus, to enhance knowledge management activities, target costing must be aligned with appropriate types of organizational culture. In examining the impact of knowledge management activities on the frequencies of product and process innovations, no significant effect was found. Additional analyses that compare across three groups(i.e., low level group, middle level group and high level group in knowledge management activities) and between two groups(i.e., between high level group and middle level group or between high level group and low level group) were performed. The results of comparison showed that the degrees of product and process innovations are highest in high level group, but no significant differences are found in the degrees of innovations between middle level group and low level group.

• 지식경영연구
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• 제13권2호
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• pp.73-93
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• 2012

Although a wide range of theoretical researches have emphasized on the importance of knowledge management in cooperative R&D network, the empirical researches to synthetically examine the role of organizational learning and open innovation which influence on the performance of technological innovation are not enough to meet academic and practical demands. This study is to investigate the effect of open innovation and organizational learning in venture business on technological competitive advantage and establish the mediating role of organizational learning. For the purpose, the questionnaires, made based on the reviewing previous researches, were collected from 274 Korean venture businesses whose managerial focus is on developing technological innovation. As a result of analysis, the relational dimensions of open innovation - network, intensity and trust shared by a firm with external R&D partners - as well as the internal organizational learning system and competence have positive influence on building technological competitive advantage whose sub-variables are technological excellence, market growth potential and business feasibility. In addition, it is identified that organizational learning has the mediating and moderating effect in the relationship between open innovation and technological competitive advantage. These results imply that open innovation complements and expend the range of limited resources and the scope of innovation in technology-intensive small and medium-sized enterprises. Besides, organizational learning activity reinforces the use of knowledge and resources, obtained from external R&D partners. On the basis of these results, detailed issues and discussion were made in the conclusion.

• Asia pacific journal of information systems
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• 제11권1호
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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.

• Journal of Information Technology Applications and Management
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• 제16권1호
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• pp.137-148
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• 2009

Knowledge management becomes the key point for organizations to survive and maintain competitive advantages in the knowledge economy era. E-learning plays a vital role for the organizational learning. How to share the experience of knowledge and the success of the knowledge management has great connection with the organizational culture. This study focuses on the factors of effective E-learning as well as its relation to the organizational culture. A successful e-learning system should not only aim at different statistical variables but emphasize on : course contents, variety of teaching methods and establishes a stable network environment. A stable E-learning platform and speedy bandwidth is a must to achieve the non-barrier communication and built an interactive learning environment. To achieve success in E-learning, it is not necessary to divide the organizational culture to strengthen the course content multiplication and plans the E-learning supervisory work by the sole responsibility unit. It should establish an ample teaching frequency width and platform and also must establish the appropriate study network frequency width and hardware equipment to achieve the best E-learning effect. The interaction in different organizational culture in adapting E-learning, those Ad-hoc and Marketing Culture, are mostly influence by the external environment and have more interactive content. Those in Clan and Hierarchy Culture are affected by traditional conception and lack of interaction. Meanwhile, under the cost consideration, Clan and Ad-hoc Culture on the dynamic side prefer to spend more cost on E-Learning while the stable side, Hierarchy and Marketing culture are willing to pay more expenses on E-Learning.

• 지식경영연구
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• 제7권2호
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• pp.35-52
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• 2006

Increasing competitive pressure, the constantly accelerating transformation of the economy, and a stronger focus on value creation have initiated the search for sustainable sources of competitive advantage in organizations. In this context, the concept of treating organizational knowledge as a valuable strategic resource has become quite popular recently. Knowledge has become the most critical component in the struggle for sustained competitive advantage and knowledge management (KM) has also been described for its possible role in creating sustainable competitive advantage. In order to examine the contingency between KM resources, KM strategies, and KM performance of organizations, a contingency model of KM, which is based on resource-based theory as well as knowledge-based theory, is developed from the information systems and strategic management literature in order to assess the following questions: (i) What KM resources affect the organization's KM strategies? (ii) Is there a relationship between KM strategies and organizational performance enhanced by KM? A detailed exploratory analysis of survey responses from 79 Korean companies provides the following significant findings: (i) This study found support for the proposed contingency model of KM; (ii) The organization's KM strategies are determined by social resources and its capabilities; (iii) An organization with a culture-based KM strategy is more likely to enhance organizational KM performance than an organization with a technology-based KM strategy.