• Asia pacific journal of information systems
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• v.25 no.3
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• pp.445-472
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• 2015

Although knowledge transfer between two different parties occurs in IS development projects, the majority of prior studies focused on knowledge transfer from IT consultants to clients. Considering two parts of knowledge transfer in IS development projects, we must consider both 'where knowledge is transferred from' and 'where it is transferred to'. Therefore, in this study, we attempt to describe two different routes of knowledge transfer, such as knowledge transfer from an IT consultant to a client and knowledge transfer from a client to an IT consultant. In this regard, we have examined the effect of two different routes of knowledge transfer on system implementation success in IS development project. Specifically, we adopted the knowledge stock-flow theory to examine the causal relationship between IT consulting firms and clients in terms of knowledge transfer and eventual system implementation success. Survey data collected from 213 pairs of individuals (both clients and IT consultants) were used to test the model using three different analytic approaches such as PLS (partial least squares) and two types of mediated regression techniques. We found that knowledge transfers partially mediated both the relationships between IT consultants' IT skills (project members' business knowledge) and system implementation success. Furthermore, the effects of each knowledge transfer were distinguished by depending on the types of system, such as ERP or groupware. Our attempts have significant implications for both research and practice given the importance of effective knowledge transfer to IT consulting.

• Knowledge Management Research
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• v.11 no.3
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• pp.13-29
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• 2010

This study aims to investigate the effect of mentoring functions (career development, role modeling, and psychosocial function) on the motivation to adopt knowledge and the success of knowledge transfer in formal mentoring relations. There are considerable empirical investigation into the antecedents and consequences of mentoring, such as organizational commitment, organizational citizenship behavior, job satisfaction, In this paper, based on the relevant literatures, hypotheses are established and empirically tested that are about the effect of mentoring functions on the motivation to adopt knowledge, and the effect of motivation to adopt knowledge on the success of knowledge transfer. Using a sample of 287 service industry employees, the empirical results shows that career development and role modeling functions ware positively related to motivation to adopt knowledge, but psychosocial function was not significantly related. In addition, the motivation to adopt knowledge was positively related to the success of knowledge transfer. Based on these findings, implication and future direction are discussed.

• Journal of Information Technology Services
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• v.12 no.2
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• pp.13-29
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• 2013

Offshore software development by Korean companies is mainly led by big SI (System Integration) companies. They open Offshore Development Centers (ODC) in developing countries such as India, China, and Vietnam to source software development for their mother companies. Firms with ODC consider transferring knowledge such as business and cultural knowledge as the most complicated yet essential process for the success of offshore development. This study investigates whether the selection of a governance mechanism is related with knowledge transfer and thus the success of offshore development. The results of this study indicate that a hierarchical governance mechanism is appropriate for transferring company-specific, sensitive, complex knowledge in offshore software development.

• Journal of Digital Convergence
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• v.13 no.11
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• pp.119-132
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• 2015

This study empirically examined which factors facilitate or disturb the learning and practical knowledge transfer in consulting and which factors have most powerful influence on the learning and transfer of consulting knowledge. Analysing 160 data collected from FTA origin managers in export companies, the study findings show the ambiguity(-), complexity(+), consulting competences(+), intervention design and delivery(+), self-efficacy(+) and government subsidies(+) significantly affected on Client's learning, while consultant's expertise(+), consulting involvement(+), transfer culture(+) significantly affected on consulting knowledge transfer, respectively. It showed that consulting competence and causal ambiguity have an greater influence on learning while consultant's expertise has a greater influence on consulting knowledge transfer, respectively. The findings implicate that consulting success depends on rather consultant's factors(consultant's expertise and consulting competence) than client's input factors. To succeed in consulting project, it is important that the consultants effectively develop and apply consulting methods & tools as shared interfaces between consultant and client.

• Asia pacific journal of information systems
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• v.15 no.3
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• pp.9-39
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• 2005

Recently, knowledge transfer has been recognized as one of the major factors for success of IT projects but little investigated in Information Systems research. IT project, which needs collaboration between organization's IT project team and external partner, is an critical source for a firm to acquire external knowledge and to achieve its competitive advantage. Based on this recognition on knowledge transfer under IT project, we investigate a mediation role of knowledge transfer to IT project performance after identifying its antecedents such as project team capabilities and partner capabilities. The research model is tested by analyzing 161 sample data gathered from firms' employees who have participated IT projects within last two years. The results reveal that knowledge transfer has full-mediation effect between its antecedents and IT project performance. Moreover, project team capabilities have more impacts on knowledge transfer than partner capabilities do.

• Journal of the Korea Society of Computer and Information
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• v.24 no.6
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• pp.211-216
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• 2019

Knowledge sharing is safe to say that we have already embarked on knowledge-based global economy where knowledge is a decisive factor in global competition for corporations. So in the age of knowledge-based management, it is how we use knowledge that decides success or failure for corporations and the competitiveness of their countries at large as well. We did this research with the help of those who were working in ICT industry including manufacturing, tourism, and others. In this research, we looked into how project participants, organizational characteristic, and relational characteristic affect knowledge sharing and utilization, and what are the factors that have positive effects on corporate success. And all the factors presented in the research are found to have positive effects on the knowledge sharing and utilization. The factors appeared to have positive effects starting with project at first and then on corporate success at large.

• Asia-pacific Journal of Multimedia Services Convergent with Art, Humanities, and Sociology
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• v.6 no.1
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• pp.39-48
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• 2016

The tacit knowledge transfer cultivate the value and mount of tacit knowledge. The tacit knowledge transfer plays the most important role for improving the competitiveness of the organization. Despite the tacit knowledge transfer is very important, the research related with tacit knowledge transfer has not been actively carried out. The barriers to tacit knowledge transfer interfere with the tacit knowledge transfer. The barriers to tacit knowledge transfer are lack of understanding knowledge experts, heavy over-work, insufficient compensation, trust shortage and knowledge stickiness. In order to overcome the barrier of the tacit knowledge transfer, it is necessary to promote knowledge broker. The knowledge broker is the foundation for the tacit knowledge transfer and the critical success factor for efficient tacit knowledge transfer. However, most research related on the knowledge broker had focused on the degree, centrality and density of the knowledge network. The framework is needed to performance indicator for diagnosing the tacit knowledge transfer. Therefore, we suggest the knowledge broker framework based on the social network analysis.

• Knowledge Management Research
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• v.14 no.5
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• pp.15-34
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• 2013

In a turbulent environment, it is important for a firm to obtain competitiveness through acquiring new technologies and new knowledge. Many studies has shown that R&D has positive effects on innovation and performance. However, the limitation of resources and research personnel for SMEs leads to the needs of collaboration between government R&D and SMEs. The quantitative results of government R&D comes in the form of patents or publication of papers while the qualitative results comes in the form of commercialization (revenue increase or cost reduction) of the SMEs acquiring the technology through technology transfer. Korean government invested 16.9 Trillion Won in 2013 and achieved remarkable quantitative results but the qualitative results are still yet to be improved. The technology transfer rate in 2011 was 26.0% while the success rate of commercialization of the transferred technology is only 23.6%. Therefore it is meaningful to study the success factors of the technology commercialization in Korea. In this study, a case of technology commercialization between ETRI and Initech is studied. Initech was a venture firm which started in 1997 with 2 employees and after transfer of technology from ETRI in 1999, it has grown to a firm of 238 employees. In this study, Jolly's commercialization model was used to analyze the success factors of the commercialization. It was shown that four main factors that leads to the success are (1) mobilizing interest and endorsement through customer oriented R&D by ETRI, (2) mobilizing resources for demonstration through systematic technology commercialization process by ETRI, (3) mobilizing market constitutents through government standardization that leads to the reliability of the participants, and (4) mobilizing complementary assets for delivery by management strategies of Initech.

• Knowledge Management Research
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• v.19 no.4
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• pp.19-37
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• 2018

Knowledge transfer among employees integrates individual knowledge scattered within a firm, thus increases organizational effectiveness. In particular, the role of knowledge broker, which enables knowledge sharing across multiple teams or subunits, is critical for the success of knowledge management. This study classified the types of knowledge broker that facilitates knowledge flows among team, and examined the influences of various intra- and inter-team social networks. Survey responses from 128 employees of four R&D teams were gathered and analyzed using partial least square structural equation modeling. The results of analysis showed that all types of inter-team networks(i.e., emotional closeness network, frequency of interaction network, and perceived expertise network) had significant influences on related knowledge brokerage behaviors. In case of intra-team networks, only the emotional closeness network showed significant influence. These results proved the necessity of managing various types of intra- and inter-team networks to encourage knowledge brokerage behaviors within a firm.

• Information Systems Review
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• v.9 no.2
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• pp.1-14
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• 2007

The structure chosen to govern knowledge transfer in Inter Organizational Relationship(IOR) is often argued to be critical to the success of IOR. However, little research is done on the effective governance structure for knowledge transfer in global Business Process Outsourcing(BPO). The objective of this study is to explore the effective governance structure for knowledge transfer in IT intensive global BPO. Ground theory building methodology is used for this study. First, a generic framework on governance structure for knowledge transfer is derived from extant literature. The framework consists of potentially important constructs to study the governance mechanism for knowledge transfer. For the governance mechanism, this study focused on hierarchy/market structure, formal/informal control mechanisms and information systems. For knowledge type, the study focuses on sensitive knowledge, codifiable knowledge and non codifiable knowledge. This framework is applied to case analyses of two firms to explore effective governance mechanism to transfer each type of knowledge. As results of this study, pertinent propositions for future academic inquiry are derived.