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This research examined the mediation effects of knowledge absorptive capacity (KAC) and knowledge management capability (KMC), between information communication technology (ICT) implementation and firm performance. In the past, studies investigated KAC and KMC separately. While studies of KAC focus on the flow of information, those of KMC focus on knowledge creation triggered by innovative information. However, KAC and KMC are not mutually exclusive and as such we investigated them together in this research. We surveyed 126 companies and analyzed hypotheses with LISREL analysis. This research provided empirical support for the Nonaka’s contention that the information processing has a positive effect on knowledge creation. We also found that there is a mediation effect between ICT implementation and firm performance. Not only is there a direct effect of ICT implementation on firm performance, but there is an indirect effect through KAC and KMC. KAC has a positive effect on both KMC and firm performance. However, it has been discovered that while KMC has mediation effect, it is not significant as an independent factor for firm performance.

지식경영은 많은 기업들에게 생산성향상을 위한 필수도구로 여겨지고 있다. 따라서 급변하는 경영환경에서 지속 가능한 경쟁력확보의 도구로 지식경영의 중요성은 날로 높아지고 있다. 현재 지식경영시스템을 도입하고 있는 많은 기업들을 살펴보면 하드웨어적 인프라는 비교적 잘 구축되어 있으나 지식경영을 활성화 시킬 수 있는 문화는 아직 만들어내지 못하고 있다. 따라서 지식경영의 비용대비 성과는 그리 만족할 만한 수준이 못되고 있다. 이러한 문제점을 해결하기 위해서는 본 연구에서는 하드웨어 기반의 인프라스트럭춰와 지식경영문화가 지식개발역량에 영향을 주고, 이러한 지식개발역량은 하이테크벤처기업의 혁신성과에 영향을 준다는 모델을 제시하였다. 본 모델은 대덕혁신클러스트에 위치하고 있는 131개의 벤처기업으로부터 수집된 데이터에 의해 검증되었다. 그 결과 지식경영인프라스트럭춰 및 지식경영문화가 지식개밸역량을 강화시킴으로 벤처기업의 혁신성과를 향상시키는 것으로 나타났다.

Knowledge management is considered as the prerequisite tool for many enterprises to enhance their productivity. Recently, the importance of knowledge management as a tool for retaining the competitive advantage keeps growing. While most enterprises are currently well equipped with hardware based knowledge management system, they are not good at creating the culture for facilitating the knowledge management. To improve the overall performance of the knowledge management, we propose that both hardware based infrastructure and knowledge management culture affect knowledge development capability and, in sequence, the knowledge development capability affects innovation performance in Hi-tech venture enterprises. To test the above proposition, data were collected from a sample of 131 hi-tech venture enterprises in Daedeok Innopolis, the largest and oldest R&D cluster in Korea. In general, we found that knowledge management infrastructure and knowledge management culture strengthened knowledge development capability, which increased the innovation performance of venture enterprises. More specific empirical findings were as follows. First, knowledge development capabilities (such as knowledge acquisition and information sharing) were enhanced in proportion to the efficiency of people and processes which were essential elements of the knowledge management infrastructure. Second, the result of management and process innovation as innovation performance was enhanced in proportion to the efficiency of people and processes which were essential elements of the knowledge management infrastructure. Third, the knowledge development capabilities were enhanced in proportion to the level of innovativeness of the organization of knowledge management culture. Fourth, the knowledge management culture had an indirect positive impact, but no direct impact, on innovation performance. Fifth, innovation performance was enhanced in proportion to the activities for knowledge acquisition, information sharing, and organization memory, which were knowledge development capabilities. Implications of the results were suggested.

In the service-oriented economy, knowledge and skills are considered core resources to secure competitive advantages and service innovation. Knowledge management capability, which facilitates to produce, share, accumulate and reuse knowledge, becomes as important as knowledge itself to create service value. Along with knowledge management capability, dynamic capability and operational capability are the key capabilities related to managing service delivery processes. Previous studies indicated that these three capabilities are related to service innovation. Although separately investigate the relationship between the three capabilities. The purpose of this study is 1) to define variables that have effects on service innovation including knowledge management capability, dynamic capability and operational capability, and 2) to empirically test to identify relationship among variables. In this study, knowledge management capability is defined as the capability to manage knowledge process. Dynamic capability is regarded as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Operational capability refers to a high-level routine that, together with its implementing input flows, confers upon an organization’s management a set of decision options for producing significant outputs of a particular type. The proposed research model was tested against the data collected through the survey method. The survey questionnaire was distributed to the managers who participated in an educational program for management consulting. Each individual who answered the questionnaire represented a knowledge based service firm. About 212 surveys questionnaires were sent via e-mail or directly delivered to respondents. The number of useable responses was 93. Measurement items were adapted from previous studies to reflect the characteristics of the industry each informant worked in. All measurement items were in, 5 point Likert scale with anchors ranging from strongly disagree (1) to strongly agree (5). Out of 93 respondents, about 81% were male, 82% of respondents were in their 30s. In terms of jobs, managers were 39.78%, professions/technicians were 24.73%, researchers were 12.90%, and sales people were 10.75%. Most of respondents worked for medium size enterprises (47,31%) in their, less than 30 employees (46.24%) in their number of employees, and less than 10 million USD (65.59%) in terms of sales volume. To test the proposed research model, structural equation modeling (SEM) technique (SPSS 16.0 and AMOS version 5) was used. We found that the three organizational capabilities have influence on service innovation directly or indirectly. Knowledge management capability directly affects dynamic capability and service innovation but indirectly affect operational capability through dynamic capability. Dynamic capability has no direct impact on service innovation, but influence service innovation indirectly through operational capability. Operational capability was found to positively affect service innovation. In sum, three organizational capabilities (knowledge management capability, dynamic capability and operational capability) need to be strategically managed at firm level, because organizational capabilities are significantly related to service innovation. An interesting result is that dynamic capability has a positive effect on service innovation only indirectly through operational capability. This result indicates that service innovation might have a characteristics similar to process innovation rather than product orientation. The results also show that organizational capabilities are inter-correlated to influence each other. Dynamic capability enables effective resource management, arrangement, and integration. Through these dynamic capability affected activities, strategic agility and responsibility get strength. Knowledge management capability intensify dynamic capability and service innovation. Knowledge management capability is the basis of dynamic capability as well. The theoretical and practical implications are discussed further in the conclusion section.

본 연구는 경쟁전략, 지식경영전략, 외부학습역량 간의 적합성이 경영성과에 미치는 영향을 분석하여 전략실천수단의 전략적 적합성이 경영에 미치는 중요성을 제안하였다. 주 연구대상은 경쟁전략, 지식경영전략, 외부학습역량들이 개별적으로 경영성과에 미치는 영향이 아니고 두 변수 간의 적합성이 경영 성과에 미치는 영향이다. 본 연구는 경쟁전략은 Miles and Snow의 전략유형을 이용하고, 지식경영전략은 활용형과 탐험형으로 분류하였으며 조직학습역량 중 외부학습역량을 변수로 택하여 지식서비스산업의 지식담당 전문경영인으로부터 회수한 134부의 설문지를 토대로 한 실태조사연구이다. 공격형 경쟁전략을 채택한 기업이 탐험형 지식경영전략을 채택하면 활용형 지식경영전략을 채택하는 경우보다 경영 성과가 더 높았다. 공격형 경쟁전략을 추구하는 기업은 외부환경과의 상호작용과 외부지식 응용경험에서 모두 유의적인 양의 상관계수를 보였다. 탐험형 지식경영전략을 추구하는 기업이 활용형 지식경영전략을 추구하는 기업보다 외부학습역량과 경영 성과 간의 상관계수가 높다. 본 연구는 기업의 경영 성과에 영향을 미치는 다수의 요인들을 동시에 고려하여 컨틴젼시 이론의 한계를 부분적으로 극복하였다는 점에서 연구의 의의를 찾을 수 있다.

The purpose of this study identifies the relationships between competitive strategy, knowledge management strategy and external learning capability, and suggest the implications of strategic fit or alignment. This study is to examine the impact of the fit between them on business performance. Our research data were collected through a questionnaire survey of 112 listed manufacturing companies in Korea. Miles and Snow's typology is adopted as competitive strategy and knowledge management strategy is classified into exploration and exploitation. Organizational learning capability is focused on external learning capability. Firms adopting exploratory knowledge management strategy are more fitted with prospectors of competitive strategy than defenders of competitive strategy, and the fit has a positive effect on business performance. Prospectors of competitive strategy have more external learning capability (both interaction with external environment and experience) than defenders of competitive strategy. Firms adopting exploratory knowledge management strategy have more positive effect of external learning capability on business performance than firms adopting exploratory knowledge management strategy do. These results contribute to overcoming the limitation of contingency approach by including fit between strategy and strategic tools.

최근 몇 년 동안 연구자들과 실무자들에게 중요한 이슈가 되고 있는 것은 기업의 성과를 향상시키기 위한 지식 관리 역량이 어떠한 구조로 이루어져 있는가 하는 것이다. 본 연구에서는 자원 근간 이론과 지식 근간 이론에 대한 심도 있는 논의를 통해 이 이슈에 대한 답을 찾고자하였다. 이 두 가지 이론들을 바탕으로 지식 관리에 관련된 기존 문헌의 심도 있는 검토와 실무자들과의 인터뷰를 통해 지식 관리 역량의 6가지 중요한 차원들을 도출하였다. 그런 다음, 지식관리 역량의 통합적 개념 모델을 제안하고 이 지식 관리 역량이 기업의 성과와 어떠한 관계가 있는지를 분석하였다. 한국에서 전사적으로 지식 관리 시스템을 도입한 기업들로부터 수집된 자료를 바탕으로 PLS 분석을 실시하여 본 연구에서 제시한 모델을 검증하였다. 이 분석을 통해 실무자들과 연구자들에게 지식 관리 역량에 대한 의미 있는 결과와 향후 보다 효과적인 지식관리에 대한 방향을 제시하였다.

What the structure of knowledge management capability (KMC) to improve the organizational performance is an important issue for researchers and practitioners with growing interest in recent years. In this paper, we begin with a deep thinking about the resource-based view and knowledge-based view of the firm applying to knowledge management issues. By exploring the two underlying theories of knowledge management, together with an intensive review and interpretation of existing literatures, we obtain six major dimensions of KMC. We then propose an integrated conceptual model of KMC and its relationship with organizational performance. A PLS analysis of the gathered data from organizations in Korea which already have enterprise-wide knowledge management systems is conducted to validate the proposed model. We discuss several meaningful implications and draw several insightful conclusions surrounding the KMC.

Purpose: This study examines the impact of knowledge management on organizational performance in the hospitality industry, particularly in five-star hotels in Bali. It further investigates the mediating role of organizational innovation and the moderating effect of dynamic capability. Design/methodology/approach: A quantitative survey was conducted among 94 five-star hotels in Bali, yielding 90 valid responses from key managerial personnel. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) through SmartPLS 4. Findings: The results confirm that knowledge management positively influences both organizational innovation and performance. Dynamic capability strengthens the link between knowledge management and innovation. Additionally, organizational innovation significantly mediates the relationship between knowledge management and organizational performance. Research limitations/implications: This study focuses on five-star hotels in Bali, which may limit the generalizability of the results to other regions. Its cross-sectional design also restricts insights into the long-term dynamics of knowledge management and innovation. Future studies could explore broader geographical contexts and adopt longitudinal approaches. Theoretically, this research contributes to the Resource-Based View and Dynamic Capability Theory by showing how dynamic capability moderates the relationship between knowledge management and organizational innovation. Practically, the findings provide a framework for hospitality managers to better utilize knowledge, build dynamic capabilities, and support continuous innovation to enhance performance. Originality/value: This is the first study to investigate the moderating role of dynamic capability in the relationship between knowledge management and organizational innovation within the hospitality industry.

In today’s volatile, uncertain, complex and ambiguous environment, organizational resilience is a strategic capability to stay afloat “stormy waters” when faced with business disruptions that have grave impacts on the organization’s business operations, supply chain, and reputation. A true resilient organization needs to be constantly scanning for potential threats, identify the probable risks, plan and be prepared to deal with the consequences and impacts when the risks materialize. However, many organizations approached this capability in varied methodologies with some focusing on business continuity while others are emphasizing on crisis management. This paper uncovers the converging domains-interplays between the concepts and the building blocks of enterprise risk and resource management, emergency and crisis management, business continuity and disaster recovery management to act as the bedrock to achieve business resilience through the Incident Management Body of Knowledge as the amalga- mated framework for total resilient capability; using the Adaptive Incident Management Methodology, to enable organizations to build an “Adaptive System: Integrated Approach, Dynamic Response” to the management of all-risks and all-hazards incidents.

Given the large investment and prevalence of knowledge management (KM) in organizations, it has become important to analyze the effects of KM activities on organizational performances. A theoretical framework is proposed to investigate the impact of KM activities on innovation capabilities in the IT service industry. This study considers KM activities as the major determinant that enhances absorptive capacity. KM activities enhance employees’ability to obtain external knowledge, resulting in increasing intellectual capital. Thus, this study proposes that absorptive capacity plays a mediating role between KM activities and innovation capability. Additionally, this study investigates the key antecedents of KM activities that promote employees’ knowledge sharing. Based on prior studies on KM, this study posits KM team activities and top manager support as KM activities. The proposed research model was tested by using survey data collected from 556 employees in the IT service industry. PLS (partial least squares) was employed for the analysis of the data. The findings of this study showed that KM activities and absorptive capabilities play a significant role in enhancing service innovation and process innovation in the IT service industry. The results also shed light on the mediating role of absorptive capacity between KM activities and innovation capability. Moreover, both KM team activities and top manager support serve as the salient antecedents of promoting employees’ knowledge sharing.

본 연구에서는 기술혁신 성과에 기술혁신 역량과 R&D 지식경영이 어떠한 영향을 미치는지, 그리고 기술혁신 역량과 기술혁신 성과 간의 관계에 있어 R&D 지식경영이 매개효과를 지니는지를 분석하고자 하는 데 연구목적을 두고 있다. 기술혁신 역량으로 학습역량, 조직역량, 연구개발역량과 전략기획역량을 사용하였으며, 매개변수로 R&D 지식경영, 종속변수로 기술혁신 성과를 사용하였다. 분석결과, 기술혁신 성과에 학습역량을 제외한 기술혁신 역량과 R&D 지식경영이 유의적인 정(+)의 영향을 미치는 것으로 나타났으며, 기술혁신 역량은 모두 R&D 지식경영에 유의적인 정(+)의 영향을 미치며, R&D 지식경영을 통한 기술혁신 성과로의 간접효과 분석에서는 모두 유의적인 정(+)의 영향을 미치는 것으로 나타나 R&D 지식경영은 기술혁신 역량과 기술혁신 성과 간에 매개효과를 지님을 보여주었다. 이러한 결과는 기술혁신 성과에 기술혁신을 촉진시킬 수 있는 조직의 기술혁신 역량이 중요하며, 또한 R&D부서에서 연구개발 된 R&D 지식이 현업부서에 제대로 전달되고 구현될 있도록 R&D 지식을 체계적으로 관리하는 것이 중요함을 보여주고 있다. 또한 기술혁신 역량 중 일부 변수는 기술혁신 성과에 직접적인 영향을 미치지 못하였으나, R&D 지식경영을 통해 유의적인 영향을 미치는 것으로 나타나 성공적 기술혁신 성과의 달성을 위해서는 R&D 지식을 체계적으로 관리하는 지식경영이 중요함을 보여주었다.

The purpose of this study is to analyze the effect of R&D knowledge management on technological innovation performance and the mediating effect of R&D knowledge management on the relationship between technology innovation capability and technology innovation performance. As the technology innovation capacity, we used learning capability, organizational capability, R&D capability and strategic planning capability. We used R&D knowledge management as a parameter and technology innovation performance as a dependent variable. As a result of the analysis, it was found that technology innovation capability and R&D knowledge management have a positive influence on innovation performance, And R&D knowledge management has a significant positive effect on the indirect effect analysis on the technological innovation performance through R&D knowledge management. Therefore, R&D knowledge management has mediating effect between technology innovation capability and technology innovation performance. These results show that it is important for the innovation capability of the organization to promote technological innovation in the technological innovation performance and to systematically manage the R&D knowledge so that the R&D department's research and development knowledge can be properly communicated and implemented in the business department.

지식경영 관점에서 볼 때 기업의 기술혁신활동은 지식창출의 비중이 가장 높은 기업활동이며, 서로 다른 영역의 지식 통합이 중요한 지식경영 활동이다. 따라서 연구개발조직의 기술혁신 활동은 지식 경영 이론을 통하여, 잘 설명될 수 있는 분야라 할 수 있다. 본 연구는 한국의 기업들을 대상으로 하여 기술혁신과정의 지식경영활동이 기술능력 축적에 어떠한 영향을 주었는지에 대하여 조사하였다. 기존문헌의 분석을 바탕으로 기술혁신과정에서 발생하는 5가지 지식경영활동과 지식경영활동의 영향요인을 도출하고, 이후 지식경영활동과 기술능력의 향상 정도를 실증적으로 분석하였다. 분석 결과 지식공유, 지식활용, 결과성찰 세 가지 지식경영활동이 기술능력 증가와 유의한 영향을 미치는 것으로 제시되었다. 마지막으로 본 연구의 의의와 결론, 향후 연구방향을 제시하였다.

본 연구는 조직의 혁신성과에 대한 CEO의 지식경영추구가 커다란 역할을 하고 있음에도 불구하고 지금까지 연구가 미흡한 점과 이들 간의 관계에서 기술역량의 매개역할과 학습지향성이 조절역할을 하는지를 실증분석하고, 이에 따른 연구의 시사점을 제공하고자 하였다. 본 연구는 지식경영추구, 기술역량, 학습지향성, 혁신성과 간의 관계에 대한 선행연구들을 검토한 후 가설을 설정하였다. 자료는 중소·중견기업의 CEO 88명에게 설문조사를 통하여 수집하였고, 이를 통하여 가설을 검증하였다. 가설검증을 위하여 신뢰성 및 타당성 검토와 위계적 회귀분석을 실시하였다. CEO의 지식경영추구와 혁신성과 간의 관계에서 학습지향성이 조절역할을 하는 것으로 나타났고, 기술역량과 혁신성과 간의 관계에서도 학습지향성이 조절역할을 하는 것으로 나타났다. 또한 기술역량은 지식경영추구와 혁신성과 간의 관계를 매개하고 있었다. 그리고 지식경영추구가 기술역량을 통해 혁신성과에 미치는 영향관계는 학습지향성의 수준에 따라 차이가 있는 것으로 규명됨으로써 완전매개된 조절효과가 있는 것으로 나타났다. 본 연구는 최고경영자를 대상으로 지식경영추구와 혁신성과 간의 관계에서 매개역할, 조절역할을 동시에 고려하였으며, 이를 통해 매개된 조절효과를 규명함으로써 학문적 연구 영역을 확장하였다는 점과, 혁신성과 향상을 위한최고경영자의 지식경영추구, 조직의 기술역량, 조직의 학습지향성이 중요하다는 실무적 측면에서의 시사점을 제공하였다.

In this study, the pursuit of CEO’s KM for IP plays a large role. Nevertheless, the empirical analysis has been conducted on the lack of research and how TC played a mediating role and LO played moderating role in the relationship between them. This study established hypothesis after reviewing precedent studies on the relationship between KM pursuit, TC, LO, and IP. Data were collected through a survey with CEOs of SMEs. In the relationship between the CEO’s pursuit of KM and IP, and the relationship between TC and IP, it was found that LO plays a moderating role. Also, TC was mediating the relationship between the pursuit of KM and IP. In addition, the influence of KM pursuit on IP through TC was found to have a difference according to the season of LO, indicating that there is a completely mediated moderating effect. In the relationship between the CEO’s pursuit of KM and IP, both the mediating role and the moderating role were considered at the same time, and through this, the mediated moderating effect was identified, thereby expanding the field of academic research. In addition, it provided implications from the practical aspect.

본 연구는 고몰입 인적자원관리시스템과 기업의 지식역량과의 관계를 매개하는 요인으로 제도 내재화와 냉소적 분위기의 효과에 초점을 맞추었다. 그리고 고몰입 인적자원관리시스템의 지식역량에 대한 직접적인 효과도 함께 분석하였다. 자료의 조사는 전체산업을 대상으로 하였으며, 한 기업의 인사담당 관리자와 전략기획담당 관리자를 대상으로 설문조사를 실시하였다. 최종 분석에는 124개 기업의 자료를 사용하였다. 분석 결과, 고몰입 인적자원관리의 정도는 제도를 수용하고 정착화 하는 제도 내재화에 긍정적인 효과를 보였다. 또한 고몰입 인적자원관리의 정도가 높을수록 조직의 냉소적 분위기가 줄어드는 효과를 보였다. 고몰입 인적자원관리시스템은 지식역량에도 긍정적인 효과를 보였다. 제도 내재화는 고몰입 인적자원관리시스템과 긍정적인 관계를 갖는 동시에, 지식역량에도 긍정적인 효과를 보여 부분적인 매개효과를 보였다. 반면, 냉소적 분위기는 유의한 매개효과를 보이지 않았다. 본 연구를 통해 인적자원관리시스템의 조직차원의 성과에 대한 긍정적인 효과를 다시 한번 확인할 수 있었다. 또한 인적자원관리시스템과 지식역량간의 관계를 연결하는 요인으로 제도 내재화의 부분적인 매개효과를 확인할 수 있었다.

The purposes of this study are to examine relationship between human resource management system and knowledge capability, and identify the mediating effect of employees' internalization of the system and cynical climate of the organizations on knowledge capability. Data were collected through questionnaire instruments from both HRM managers and planning manager in 124 firms. Research findings are summarized as follows. First, high commitment human resource management system has a positive and significant effect on knowledge capability. Second, it was found that employees' internalization has an mediating effect on knowledge capability. The results of this study imply that human resource management system is a critical source of the firm performance. It was also found that employees' internalization of the system is a important mediator between HRM system and knowledge capability.