공기업에서의 지식경영 성공적 운영에 관한 사례 연구 : 농업기반공사와 한국전력을 중심으로

이영수 대한경영교육학회 2005 경영교육저널 Vol.7 No.-

Knowledge management is theory based on the general management paradigm which acts on constituting elements of groups, individuals, culture, and etc. In the 21st century, increase of competitive power based on knowledge is absolutely necessary in order to with the world' s elite businesses, For a business, the future' s most important object of production has become knowledge. Since world economy has converted to "knowledge economy" where national competitive power is determined by knowledge accumulated by individuals, countries, individuals, businesses without knowledge revolution cannot survive in the never-ending competition of knowledge society. Agriculture based corporation(will be now mentioner as N corporation) is a public enterprise combined of 3 domestic agriculture -related facilities which started in 2000. 1.1. To support its business purpose and strategy, it set up an "Information Strategy Plan"(ISP) in 2001 and opened a knowledge management system in 2002. 2. 1. Currently its knowledge management level is moving upward from an introductional level(level 1) to a settling level(Level 2). Still, since the accumulation and completeness of information is still at a low level, I have studied here what is needed and must be done in order to reduce trial-and-error and successfully move on to level 4, maturity of knowledge management, which will ultimately bring revolutionary business success. This study shows the difficulties N corporation faces in operating knowledge management. The study's purpose is to contribue to the successful knowledge management of n corporation by examining and comparing other businesses difficulties of knowledge management arranged in order of significance and causes. This study is made up of 4 chapters and the contents are as follows. Chapter one deals with the study' s purpose, method, and extents. in chapter two, basic information required for the understanding of knowledge management is shown through studying concepts and types of knowledge, and theoretical concept of knowledge management. In the area of concept and practical theory of knowledge management, world' s famous doctors/professors' works and studies on the theory of knowledge management are mentioned. In chapter three, a Questionnaire given to 342 business members of N corporation, Korea Electric Corporation(will be now mentioned H corporation), and Economist Union is used to examine the knowledge management system in domestic corporations. Also, difficulties faced in knowledge management is grouped in 5 types, and factors of difficulty is examined in order of significance and causes mainly through the case of N corporation, Through these examinations and current affairs dealt with them, the main factors in overcoming difficulties in knowledge management is explained in detail. In chapter four, the study' s results are summarized in a conclusion. It provides good examples of overcoming difficulties in the process of introducing knowledge management for new businesses. Of course, converting the structure and culture of N corporation to fit knowledge management will not be so easy since the corporation consists of 3 conservative and straight facilities with stubborn traditions each. This study, however, provides a plan to overcome the difficulties faced by N corporation in adjusting to knowledge management system through thorough and careful examination and analysis. By complementing the weakness of N corporation' s knowledge management through this study, it will hopefully overcome difficulties and achieve revolutionary business success. For knowledge management to successfully function, not only the knowledge management system must be introduced to the business, but also the change of people, culture, regulations, and system must be followed. In order to achieve that, management department' s continuing interest, and individuals' change of awareness and positive participation are required. 지식 경영은 단체 개인, 문화 등의 구성요소가 결합된 일반적 경영개념의 이론적 바탕에 근거한다고 할 수 있다. 21 세기에는 지식을 바탕으로 한 경제적 힘의 증가가 세계의 우수한 인재를 가진 경쟁을 위해서 절대적으로 필요한 것이다. 기업에서 미래의 가장 중요한 생산성 있는 대상은 지식이 될 수밖에 없다. 그래서 세계 경쟁은 개인, 국가, 기업의 지식 향상에 의해 경쟁력을 결정하는 것이며, 지식의 혁신 없이는 지식기반 사회에서 결코 승리할 수 없고 생존 할 수 없을 것이다. 농업기반 공사는 2001 년 1월에 효율적 운영에 관련된 세계의 지배 농업을 가진 조직이다. 이 기업의 목적과 전략적 경영을 위해서 혁신전략 계획(ISP)을 2001년에 계획하여 2002년 2월 2까지 지식 경영체계를 합리하였다. 최근 그 지식 경영 수준은 제 1단계 수준에서 제 2단계 수준으로 옮겨가고 있다. 본고는 시행착오를 최소화하고 필수적으로 실천해야 할 것이 무엇이며, 4단계의 성공적인임 무수행을 위해서 지식경영의 성숙이 기업의 성공을 절대적인 혁신과제임을 연구하고자 한다. 이러한 연구는 농업 기반 공사의 체계적인 지식 경영을 보여줄 것이다. 본 연구 목적은 타기관의 원인과 해결을 위해서 지식 경영의 어려움을 비교하고 시험함으로써 농업기반공사의 성공적인 지식경영에 도움이 되고자 한다. 본 연구는 4 장으로 구성되어 다음과 같은 내용을 전개하고 한다. 제 1 장에서는 연구 목적과 방법 그리고 제반 내용을 다루고 제 2 장에서는 기본적 지식경영의 이해와 지식경영의 형태 및 개념을 보여줄 것이다. 아울러 이론적인 것과 실질적 지식경영의 사례를 세계 유명한 석학들의 논문을 참고하여 지식경영에 대한 연구를 시도할 것이다. 제 3장에서는 농업기반 공사에서 근무하는 342명을 상대로 설문조사를 하고, 한국 전력과 관련 기관을 대상으로 지배구조의 체계에서 지식 경영에 대해서 실험하고자 한다. 아울러 지식경영에서 있어서 어려운 장면을 다섯 가지의 유형으로 나누어 지식경영의 어려운 요소를 보인 농업기반 공사의 예를 통해 해결방안을 위한 실험을 해볼 것이다. 또한, 실험과 유형, 분석을 통해 지식 경영 사례를 다루고, 지식 경영에 대한 어려움을 극복했던 주된 요인을 자세하게 설명하고자 한다. 제 4장에서는 연구 결과를 압축하여 결론으로 맺고자 한다. 새로운 기업을 위해서 지식 경험을 소비하는 과정에 그 어려움을 극복했던 사례들을 제공하고자 한다. 물론, 전통적으로 굳어진 유용성 있고 심사숙고하는 지식경영의 협동적 구성요소가 있어 왔지만 지식경영이 농업기반공사에 쉽게 적용될 수는 없을 것이다. 이러한 연구는 농업기반공사에 분석과 실험을 통해 지식경영을 조정할 수 있도록 하는 데에는 어려움이 직면할 것이다. 성공적인 지식경영체계가 기업을 발전시킬 뿐만 아니라 인적, 문화적, 체계적 그리고 시스템이 변화될 수 있을 것이다. 이러한 성공을 위해서 경영 분야의 끊임없는 관심과 지식 변화의 긍정적인 참여가 요구되어지는 것이다. 이러한 연구를 통해서 우리는 성공적인 지식경영에 따르는 필요 요소를 이해할 수 있으며, 지식 경영에 대한 관심과 흥미를 가질 것이다. 아울러 이러한 연구를 통하여 다른 기업들도 그들의 체계에 맞는 지식경영을 해결하는데 다소간 영향을 줄 수 있기를 희망한다.

Managing knowledge performance: testing the components of a knowledge management system on organizational performance

조태준,Russell Korte 서울대학교 교육연구소 2014 Asia Pacific Education Review Vol.15 No.2

The main purpose of the current study is to validate the framework of knowledge management (KM) capabilities created by Gold (Towards a theory of organizational knowledge management capabilities. Doctoral dissertation, University of North Carolina, Chapel Hill) 2001) in a study of South Korean companies. However, the original framework did not provide a thorough explanation of the effect of incentives, which motivate and encourage the knowledge management process. In this study, the modified framework that includes incentives in the knowledge infrastructure capability was tested. Moreover, since there is a weak linkage between KM and organizational performance, this study used empirical evidence to identify the relationship between KM capabilities (KMC) and four perspectives of organizational performance. Since structural equation modeling (SEM) is mostly used to describe causal relationships among unobserved (latent) and observed variables, this study used SEM procedures to determine whether there were any structural relationships between knowledge management capabilities and four perspectives of organizational performance. Moreover, the SEM procedure is “a statistical test to find whether a model fits a set of data, whether it matches a theoretical expectation” (Vogt, Dictionary of statistics & methodology. Sage Publications Inc., Thousand Oaks, CA, p 135, 2005). Therefore, this study also used SEM procedures to test a hypothesized model that had a good fit indicates that the model adequately describes the sample data. This study assumed that knowledge management capabilities could be divided into two types: knowledge infrastructure and process capabilities. The original hypothesized model showed that there was a positive relationship between knowledge management capabilities and organizational performance, but the overall model fit was insufficient to be accepted, because knowledge infrastructure and process capabilities were highly correlated. This study proposed two alternative models to find the best fit and found that knowledge infrastructure and process capabilities should be combined under the higher-order latent variable as subordinate latent variables. Lastly, there was a positive relationship between KMC and organizational performance. This study might not be free from common method bias to some degrees. It would be better to divide participants into two groups to respond to either the knowledge management capabilities survey or the organizational performance survey and to investigate the correlation between them. There are two main contributions for the field of knowledge management. First, this study attempted to integrate the fragmented literature of knowledge management into a holistic view and develop a framework for knowledge management. Moreover, this study found that there is a strong and positive relationship between KM infrastructure and process, which could refer that, to improve organizational performance, an organization should support KM processes, as well as build decent KM infrastructure. The results of this study would help KM practitioners to advocate the importance of KM to top managements.

정부조직의 지식관리에 대한 인식론적 담론과 지식관리성과에 미치는 영향요인 실증 분석

김관보 서울행정학회 2008 한국사회와 행정연구 Vol.19 No.1

This paper deals with the impact analysis of determinants to knowledge management performance under the THINKFAIR (KMS brand name) of the Korea Fair Trade Commission along with the epistemology discourse of knowledge management. The model of twelve hypotheses is specified and tested through exploratory factor analysis(EFA) and partial confirmatory factor analysis(CFA) by using the SEM with AMOS. The determinants of knowledge management performance are organizational leadership, organizational competency, organizational culture, KMS network, and innovation management & maintenance activity. The findings show that those five independent variables are positively related to the performance of knowledge management in the total effect. First of all, organizational leadership and innovation management & maintenance activity of KMS are the most powerful factors of the determinants on the performance of knowledge management. Also, KMS network affects positively the performance of knowledge management. Organizational culture affects indirectly the performance of knowledge management via innovation management & maintenance activity and KMS network and shows a positive relation in the total effect. Finally, organizational competency shows a positive relation in the total effect via innovation management & maintenance activity and KMS network, while it affects negatively the performance of knowledge management. The major policy implications are to govern the five determinants of KMS in a configurational way and to develop the rational policy evaluation indicators of governmental knowledge administration along with the continuous epistemology discourse of knowledge management.

프랜차이즈 기업의 지식경영 전략 : 파리바게뜨 사례를 중심으로

조준상,김보영 한국유통과학회 2012 유통과학연구 Vol.10 No.6

It is widely known that knowledge management plays a facilitating role that contributes to upgrading organizational performance. Knowledge management systems (KMS), especially, support the knowledge management process including the sharing, creating, and using of knowledge within a company, and maximize the value of knowledge resources within an organization. Despite this widely held belief, there are few studies that describe how companies actually develop,share, and practice their knowledge. Companies in the domestic small franchise sector, which are in the early stages in terms of knowledge management, need to improve their KMS to manage their franchisees effectively. From this perspective, this study uses a qualitative approach to explore the actual process of knowledge management implementation. This article presents a case study of PB (Paris Baguette) company, which is the first to build a KMS in the franchise industry. The study was able to confirm the following facts through the analysis of target companies. First, the chief executive’s support is a critical success factor and this support can increase the participation of organization members. Second, it is important to build a process and culture that actively creates and leverages information in knowledge management activities. The organizational learning culture should be one where the creation, learning, and sharing of new knowledge is developed continuously. Third, a horizontal network organization is needed in order to make relationships within the organization more close-knit. Fourth, in order to connect the diverse processes such as knowledge acquisition, storage, and utilization of knowledge management activities, information technology (IT) capabilities are essential. Indeed, IT can be a powerful tool for improving the quality of work and maximizing the spread and use of knowledge. However, during the construction of an intranet based KMS, research is required to ensure that the most efficient system is implemented. Finally, proper evaluation and compensation are important success factors. In order to develop knowledge workers, an appropriate program of promotion and compensation should be established. Also building members’ confidence in the benefits of knowledge management should be an ongoing activity. The company developed its original KMS to achieve a flexible and proactive organization, and a new KMS to improve organizational and personal capabilities . The PB case shows that there are differences between participants perceptions and actual performance in managing knowledge; that knowledge management is not a matter of formality but a paradigm that assures the sharing of knowledge; and that IT boosts communication skills, thus creating a mutual relationship to enhance the flow of knowledge and information between people. Knowledge management for building organizational capabilities can be successful when considering its focus and ways to increase its acceptance. This study suggests guidelines for major factors that corporate executives of domestic franchises should consider to improve knowledge management and the higher operating activities that can be used.

The review for theoretical discussion and importance of knowledge management

김철희 ( Cheol-hee Kim ) K·기업경영연구원 2019 KBM Journal(K Business Management Journal) Vol.3 No.2

본 연구는 소상공인의 핵심성공요인에 대한 심도 있는 연구를 통해 소상공인이 경영활동을 영위하기 위해 필요한 성공 요인이 무엇인지 밝히고 소상공인의 성공적인 창업과 경쟁력을 갖추도록 하는 방안을 모색하여 소상공인에게 핵심 성공 요인을 제시하고 예비창업자와 현재사업을 운영하는 소상공인들의 자생력 향상과 경쟁력 확보에 도움을 주는 목적이다. 구체적으로, 첫째, 소상공인의 현항과 역할의 본질에 대해 알아보고자 한다. 둘째, 소상공인의 핵심 성공 요인에 대해 고찰하고자 한다. 셋째, 창업과정요인에 대해 살펴보고자 한다. 넷째, 경영자의 특성 요인에 대한 제시한다. 다섯째, 연구 결과 및 시사점을 도출한다. 연구결과는 다음과 같다. 첫째, 소상공인의 마케팅 차별화 전략을 고객 지향성, 창업 과정의 요인과 경영자의 특성 요인으로 구분하였고, 이들 요인이 소상공인의 경영성과를 유발하는데 중요한 요소임을 확인했다. 둘째, 고객 지향성 요인이 소상공인의 실적에 미치는 영향은 비금융성은 고객 관계 관리와 고정고객(단골)의 매출 비중이 실적에 유의한 영향을 미치고 재무적 성과는 고객 관계 관리만으로도 영향을 주는 것으로 나타났다. 셋째, 창업 과정 요인이 소상공인 실적에 미치는 영향을 보면 사업 기회, 사업계획, 전문가상담 등이 모두 비금융이나 금융적 성과에 영향을 주는 것으로 나타났다. The business environment for companies is changing more rapidly than ever due to intensifying global and national competition, the development of various services for customer satisfaction, and fierce competition among companies. In addition, long-term prediction is difficult and its shape is also changing significantly. Knowledge management is a core management strategy of a company that increases the efficiency of management and performance and creates high added value. This paper analyzed the importance and success factors of knowledge management through the progress of discussions. Knowledge management is acting as a success factor that has an important impact on management performance, and analyzing the relationship between each factor is necessary in promoting knowledge management. As a result of the analysis, it was found out that the introduction and operation of knowledge management is necessary and important to acquire internal knowledge and information, to increase awareness and competitiveness of environmental changes surrounding the company, and to create added value. In addition, it was seen that it is necessary to establish a knowledge management system based on information technology so that companies and members can share, preserve, and use the knowledge acquired through job activities. The implications derived through this paper is: First, companies can efficiently develop and manage human resources through the introduction and operation of knowledge management, and systematically manage, maintain, and utilize the knowledge possessed by the company and its members. Second, it is necessary to build a system that can maximize the creation, sharing, and utilization of knowledge by raising the awareness of members so that knowledge management can be well established as a corporate culture, and appropriate compensation for contributions. Third, knowledge management is impossible without thorough preparation and systematic management. For successful knowledge management, it is important to introduce and operate in consideration of the corporate situation. Above all, knowledge management can succeed only when the overall paradigm shift in corporate management must precede.

지식경영을 활용한 기업인수 후 합병후 통합(PMI): 한일은행과 상업은행의 합병 사례를 중심으로

제갈정웅 ( Jeong Oung Jekarl ),최도성 ( Do Soung Choi ) 한국지식경영학회 2008 지식경영연구 Vol.9 No.1

The purpose of this study lies in examining how knowledge management was applied to PMI(Post Merger Integration) in bank merger. Individuals and organizations in Korea have experienced a lot of changes since the 1997 foreign exchange crisis. In such a situation, individuals came to think the only thing to rely on was personal knowledge. Since organizations had to lay off workers in order of their birth year, not based on whether or not individuals had the knowledge necessary for the organizations, they needed to have such a system that could use their explicit knowledge and even outside knowledge or customers` knowledge as IT developed by changing individuals` tacit knowledge into explicit knowledge as needed in order to continue to maintain their competitiveness and for their own development. Thus, each firm started to pitch for the introduction of knowledge management. Individuals started to store their own experience and knowledge in their homepages or blogs. It was Woori Bank, the merged bank of Hanil Bank and Commercial Bank of Korea, that introduced the knowledge management system and Shared Service Center, in which knowledge creation is available, for the first time in the banking business. Its previous name was Hanbit Bank. Hanbit Bank wanted to construct an advanced bank system, bringing in their chief information officer(CIO) from a foreign bank and introducing an IT software used in Spanish banks to adjust all banking processes to it. However, they could not help giving up the plan in the middle of the road since there was a great difference between Spain and Korea in the financial system and more than 30% of software package had to be changed. In this situation, PMI was delayed, and customer inconvenience continued, which made the integration of organizational cultures slow down. As a breakthrough in this situation, knowledge management was introduced. To integrate knowledge of two organizations in the process of PMI is an important job for all merger candidates. This study aims at presenting the successful results from using knowledge management as a means to PMI ahead of other financial institutions so they can apply them to their organizations. PMI was not achieved properly after the two banks had been merged as Hanbit, but entering the era of Woori Bank, workers were integrated under one standard organization following the organizational and knowledge integration, and knowledge management was introduced for an efficient sharing of knowledge among members. A great number of mergers have occurred up to now, but Woori Bank is the first case that used knowledge management as a means to both PMI and competitiveness enhancement. Probably it was an appropriate time when Woori Bank introduced knowledge management as it was organized. Since Hanil Bank and Commercial Bank of Korea had not introduced knowledge management until then, it could use knowledge management as a means to PMI. Using knowledge management, it could create a new organizational culture and increase competitiveness in the banking industry.

A Study On The Architecture of Knowledge Management System

Kim, Min-chul,Choi, kyung-ah 한국인터넷비즈니스학회 2000 TheJournalofe-Business Vol.1 No.1

Knowledge society, which knowledge Is the most important element of product, has come following the eras of the societies of agriculture, industry and Information. In Korea, since the introduction of "Knowledge" in 1998, People have come to pay-attention to the words in 1999 ; Knowledge Management, Knowledge Society, Knowledge Management System, through media such as professional magazines, and seminars. This study shows seven cases of advanced Knowledge Management System, and performs researches on two cases in Korea. It will also lead you to getting more familiar with Knowledge Management. Knowledge Management System and understanding what kinds of information technology are needed to build Knowledge Management System which is built in many companies. Through the studies of those case, you could conclude the direction of the development in the management of Knowledge Management System. According to the results of the study, the factors deciding Knowledge Management System Architecture are as follows : Internet/Intranet/Extranet, Electronic Documents or Data System, Groupware, Datawarehousing, Datamining, Database, Information Retrieval, Collaboration, Security and Push. This study would lead you to functions which Knowledge Management System should have and the element of technologies which are used to embody those functions through the prospect of the development of the element of technologies premature. This study shows Integration Knowledge Management System in the future.

우리나라 기업의 지식경영 성공전략에 관한 실증적 연구

권혁기(Kwon,Hyeok Gi),송경수(Song, Kyung Soo),이병길(Lee, Byung Kil),박상봉(Park, Sang Bong) 한국인적자원관리학회 2010 인적자원관리연구 Vol.17 No.1

Top management's will was considered most positive by all of the surveyed local businesses, followed by organizational culture,information technology, evaluation and reward, and organizational structure in order. When influences of educational background on factors of success in knowledge management were analyzed, it was found that such background was affecting organizational structure at the significance level of 0.01 and information technology and top management's will at that of 0.05. Those who were more educated responded that success in knowledge management were dependent more on top management's will. but less on organizational structure. Concerning effects of organizational position on factors of success in knowledge management, it was found that such position was influencing top management will at the significance level of 0.01 and organizational structure at that of 0.05. Those who were higher in organizational position responded that success in knowledge management were dependent less on top management's will, but more on organizational culture, and evaluation and reward. It was generally agreed among the surveyed businesses that knowledge management is a key strategy for business survival in the 21st century. To utilize knowledge management as their strategy,Korea's businesses should change their recognition of such management, reform their organizational Culture,have CEOs of strong conviction and will and firmly establish their own information technology. It is necessary to make recognized the importance of knowledge management and culture knowledge management culture. If a person has a strong conviction or will of achieving goals by using intellectual efforts, creative imagination and necessary information, such information can be regarded as a proper knowledge. In conclusion, knowledge enterprises should strengthen their ability of knowledge use by associating their competition strategies with knowledge management. They also need to positively invest in the capture and new development of knowledge and build up infrastructures for knowledge management. 21 세기 무한경쟁의 시대에 경쟁력을 강화하기 위해서는 지식경영전략이 필요하다. 본 연구에서는 21 세기 한국기업의 국가경쟁력을 강화하기 위해 실증연구를 통해 지식경영 성공전략을 파악하고자 한다. 한국기업이 지식경영을 전략요소로 활용하기 위해서는 지식경영에 대한 인식전환과 문화개혁 그리고 강력한 CEO 의 신념과 의지 그리고 정보기술이라고 할 수 있다. 지식경영이 왜 중요한지를 인식시키고 지식경영문화를 배양시키는 것이다. 그리고 개인의 지적 고뇌와 창조적인 상상력 그리고 필요한 정보를 활용하여 목표를 달성하겠다는 강한 신념과 의지가 발휘될 때 정보는 비로소 지식이 된다고 할 수 있다. 따라서 지식기업들은 지식관리와 경쟁전략을 연계시키면서 지식활용의 능력을 강화하고,지식포착과 새로운 지식개발에 과감하게 투자하고,지식경영 인프라와 지식경영의 활용능력이 필요한 것으로 보고 있다. 결론적으로 지식경영 성패는 경영진 추진의지와 구성원 인식전환(조직문화)이 좌우하는 것으로 나타남으로써 경영진의 추진의지와 조직문화가 지식경영을 성공전략으로 중요하게 대두됨을 알 수 있다.

기업용 마이크로블로그의 사용행태에 대한 사례연구

강민수(Kang Min Su),박아름(Arum Park),이경전(Kyoung-Jun Lee) 한국지능정보시스템학회 2015 지능정보연구 Vol.21 No.1

As knowledge is paid attention as a new production factor that generates added value, studies continue to apply knowledge management to business environment. In addition, as ICT (Information Communication Technology) was engrafted in business environment, it leads to increasing task efficiency and productivity of individual workers. Accordingly, the way that a business achieves its goal has changed to one in which its individual members are willing to take part in the organization and share information to create new values (Han, 2003) and studies for the system and service to support such transition are carrying out. Of late, a new concept called ‘Enterprise 2.0’ newly appears. It is the extension of Wen 2.0 and its technology, which focus on participation, sharing and openness, to the work environment of a business (Jung, 2013). Enterprise 2.0 is being used as a collaborative tool to prop up individual creativity and group brain power by combining Web 2.0 technologies such as blog, Wiki, RSS and tag with business software (McAfee, 2006). As Tweeter gets popular, Enterprise Microblog (EMB), which is an example of Enterprise 2.0 for business, has been developed as equivalent to Tweeter in business circle and SaaS (Software as a Service) such as Yammer was introduced The studies of EMB mainly focus on demonstrating its usability in terms of intra-firm communication and knowledge management. However existing studies lean too much towards large-sized companies and certain departments, rather than a company as a whole. Therefore, few studies have been conducted on small and medium-sized companies that have difficulty preparing separate resources and supplying exclusive workforce to introduce knowledge management. In this respect, the present study placed its analytic focus on small-sized companies actually equipped with EMB to know how they use it. And, based on the findings, this study examined their knowledge management strategies for EMB from the point of codification and personalization. Hypothesis ?“as a company grows, it shifts EMB strategy from codification to personalization’- was established on the basis of reviewing precedent studies and literature. To demonstrate the hypothesis, this study analyzed the usage of EMB by small companies that have used it from foundation. For case study, the duration of the use was divided into 2 spans and longitudinal analysis was employed to examine the contents of the blogs. Using the key findings of the analysis, this study is aimed to propose practical implications for the operation of knowledge management of small-sized company and the suitable application of knowledge management system for operation Knowledge Management Strategy can be classified by codification strategy and personalization strategy (Hansen et. al., 1999), and how to manage the two strategies were always studied. Also, current studies regarding the knowledge management strategy were targeted mostly for major companies, resulting in lack of studies in how it can be applied on SMEs. This research, with the knowledge management strategy suited for SMEs, sets an Enterprise Microblog (EMB), and with the EMB applied on SMEs’ Knowledge Management Strategy, it is reviewed on the perspective of SMEs’ Codification and Personalization Strategies. Through the advanced research regarding Knowledge Management Strategy and EMB, the hypothesis is set that “Depending on the development of the company, the main application of EMB alters from Codification Strategy to Personalization Strategy.” To check the hypothesis, SME that have used the EMB called ‘Yammer’ was analyzed from the date of their foundation until today. The case study has implemented longitudinal analysis which divides the period when the EMBs were used into three stages and analyzes the contents. As the result of the study, this suggests a substantial implication regarding the application of Knowledge Management Strategy and its Knowledge Management System tha

지식경영환경과 조직구조특성이 지식경영프로세스에 미치는 영향에 관한 연구

정성희,박민수 대한경영교육학회 2007 경영교육저널 Vol.11 No.-

기업의 지식경영에 구체적 도움을 주기 위해 지금까지 진행되어온 개념적 연구결과 들을 종합하고 지식경영환경 및 지식경영프로세스에 대한 이해를 높일 뿐 아니라 지식경영 프로세스에 대한 기존 실증적 연구들을 포괄 할 수 있는 지식경영 통합모형을 제시하였다. 본 연구에 따르면 지식경영을 통하여 경쟁우위를 실현하기 위해서는 지식경영환경요인의 기반 형성에 따라 각각의 지식경영프로세스 영향관계도 다르게 나타났다. 그리고 조직이 어떠한 특성을 가지고 있느냐에 따라 각각의 지식경영프로세스에 미치는 영향은 다르게 나타났다. 본 연구는 연구자 및 기업의 경영진들에게 시사하는 바가 크다. 연구자 입장에서 본 연구는 지식경영환경요소와 조직구조 특성, 그리고 지식경영프로세스와의 관계를 파악할 수 있는 실증연구 모형을 제안하였고 경영자의 입장에서 보면 지식경영 환경요소와 지식경영 프로세스와 경영성과간의 실증적 규명을 통해 기업의 경쟁우위를 확보하기 위해 지식경영 프로세스를 어떻게 발전시켜나가야 할 것인지에 대한 실마리를 제공하고 있다. This study proposed an empirical study model that helps us identify key environmental factors of knowledge management, in-house structural characteristics, knowledge management process from a comprehensive angle. From the standpoint of management staffs, this study also makes a positive examination into environmental factors of knowledge management, knowledge management process, so that it may give possible clues about how to develop knowledge management process to secure company"s competitive edges. Furthermore, this study indicates that it is possible to improve business performance through knowledge management. First, the results of verifying how much key environmental factors of knowledge management may have influences on knowledge management process showed that the factors affecting knowledge acquisition process included human resource management(HRM), IT application and in-house culture. In other words, creating and obtaining knowledges for knowledge management requires the clear definition of each staff"s authority and responsibility, harmonized mutual cooperation and in-house organization fit for job distribution and accomplishment. Secondly, as the result of verifying the influence of in-house structural characteristics on knowledge management process, it was found that the in-house structural factors having significant influence on the process of knowledge conversion were represented by in-house specialty, in-house formulation and open-minded feedbacks. The in-house structural factors having significant effects on knowledge application process included in- house specialty and open-minded feedbacks. And the in-house structural factors having significant impact on knowledge protection process were represented by in-house specialty and open-minded feedbacks. In more depth, in-house specialty had the most significant impact on the overall process of knowledge management, while open-minded feedbacks affected the process of knowledge conversion and protection significantly. Summing up, it is essential that the success of knowledge management should be based on in-house specialized works and each qualified staff should have specialized knowledges required for his works. Moreover, it is advisable that qualified staffs join critical decision-making processes for work promotion.