警察의 知識管理시스템에 關한 硏究 = (A)study on knowledge management system of national police in Korea

국문 초록 (Abstract)

영문초록: As a result of a successful implementation of comprehensive IT strategy by police administration in the 1990s, the police have achieved promptness, accuracy, and reinforced their investigational capability to handle the production, distribution and searching of various police data. However, the simple distribution and utilization of police data was somewhat limited in terms of carrying out innovative police organization strategies and responding to rapidly changing criminal trends. A new paradigm of thinking is required to respond to the increase of international crimes such as drugs, terrorism, and skyrocketing cyber crime. This new way of thinking is also crucial to improving inter-Korean relations. Therefore, this study intends to promote the organization of knowledge police and provide an alternative for knowledge management and policy in the early stage of introduction. In order to achieve this goal, we are obliged to implement the research on general theories, case studies and analysis on both private and governmental sectors. First, we established refined information designed to realize investigational capability reinforcement and quality security service, and defined 5 variables to affect knowledge management: organization members, organization, information technology, risk-taking and leadership. Next, we performed a case study on 4 private sector companies and 4 governmental sector institutions. As a result, we found out that they were interested in voluntary participation by members and KM to induce the creation and sharing of knowledge, and made tremendous efforts on building appropriate KMS for each institution. Then, we examined the recognition level of police officers on KM and KMS. We found that they did not have the proper means to obtain necessary knowledge. Police officers with advanced university degrees and those who often use computers on the job tend to understand KMS more. There was little difference in the recognition level between groups who serve in metropolitan areas and those who serve in provinces. Finally, we concluded that we had plenty of potential. Since management organization, budget, police culture, leadership, and so on are still in the introductory stage, they are known to leave a lot to be desired. However, we found that the recognition and attitude of each individual was quite high. We estimate that an ideal KMS is highly likely to be launched and activated. Putting all of the above research results together, we suggest an alternative policy to promote an effective introduction and management of KM and KMS in the police force. First, we should secure a base of human resources. An individual police officer is the first driving force of knowledge activity and a human infrastructure of knowledge police. Those who deal daily with computers had a higher understanding of KM and KMS than those who do not. Thus, we must build a KMS in line with the work system in order to raise the human resources in the knowledge police. We also have to offer a strong incentive such as evaluation and compensation for knowledge activity. Continued training using job curriculum and PR activities such as a knowledge contest are required. Second, it is urgent that we equip the force with flexible organization and a professional knowledge management group of KM and KMS. The theoretical background for knowledge management is efficient communication. That is, we should have a horizontal working system, not a hierarchy. It should be turned into an organization that guarantees voluntary and creative activities of the police officers. It is especially important that we have a professional organization that manages the knowledge activities of policemen. Third, we should design the knowledge base according to the characteristics of the police in consideration of the convenience of use. We should also consider the features of police business and culture and build a unique KMS. At this point, we need the convenience of process/knowledge registration, reconsideration of knowledge classification, and glossary index. KM and KMS must be based on the voluntary participation of police officers and their sharing culture. In the case of activated organizations, their organizational culture was relatively flexible and they had a positive incentive and the capability of top managers had an influence. Especially, we should consistently move on with a positive change management to induce a sharing of knowledge and creation of new knowledge. Fifth, we need a strong leadership based on vision and trust. We found during reality investigation that they complained of poor information sharing with their superiors and of closed doors for their complaints, which suggests poor leadership. At this stage, the leader of the police KM needs to try to induce participation of officers, move towards discussion-oriented work type, and urgently needs to manage changes. Sixth, we need a institutionalized guarantee for improving the quality of knowledge. Since the source to create knowledge is the individual officer, not the organization itself, we can safely say the core of KMS is a institutionalized guarantee to create, share, and utilize the quality knowledge of each individual officer. If these alternatives are applied and KMS comes into practice, we can expect to promote knowledge-based police administration as well as contribute to social security