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In the present competitive organizational environment more organizations are implementing knowledge management initiatives to gain strategic advantage. One such initiative is that of implementing electronic knowledge repositories (EKR) which often leads to a rapid increase in the quantity of information employees have to process daily; raising concerns of employees being overloaded. This is especially true for current EKRs using distributive technology, enabling customizable individual workspaces which can result in loose knowledge structures. This paper identifies a new type of information overload (IO), extending the concept as occurring in both knowledge seekers and contributors and uses cognitive dissonance theory to provide evidence that IO can change employees' perception of EKR usage. This research paper provides the first empirical evidence that overload has no sufficient affect on EKR continuance intention directly, but has significant negative affect on the two main success measures; perceived usefulness and satisfaction of the system.

The purpose of this research is to explore the possible relationship between the successful im-plementation of knowledge management technology and specific organizational culture orientations. Data used to test hypothesis derived for this research were obtained from 227 responders from the Organizational Culture Profile (OCP) survey instruments and 67 responders from the Knowledge Man-agement Technology Profile (KMTP) survey instruments representing 26 separate organizations. The OCP provides a profile of an organization's culture orientations while the KMTP provides a profile of the organization's degree of the KM technology implementation success. The results of this research suggests that employees of organization which are more successful in implementing KM technology have identified organizational cultures that embody a healthy mixture of both production-oriented and people-oriented attributes indicative of the culture orientation.

In this thesis, We analyzed success enterprise case which is well worked by knowledge and is gained effect results. We searched key factor for success knowledge management and found problem which is able to happen when is introduced by success enterprise in knowledge management. We applied to in franchise real field with key factor found above results and experimented others real fields.

In the information society where knowledge plays a significant role, the value of the corporate organization creates knowledge strategically and spreads it to the whole organization so as to reinforce the efficiency of the work force. After KMS was recognized as one of core competences of company, KMS based on information technology has been introduced actively to many corporate organizations for the implementation of realizing knowledge management. As the strategic use of KMS increases in company, it has attracted attention to the system and the investment in the system, now attention has brought to the effect of the system. The efficiency and effectiveness of KMS has been tackled as one of the most important issues, and then many studies have been implemented to measure the result of the system. The purpose of this study is to overcome these problems and to help make an important decision in establishing introduction strategy by abstracting the reasons and success factors and result indices which are important sources for introducing KMS.

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's 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 as 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.

본 연구는 지식경영 구현을 위한 핵심성공요인과 기업의 지식관리시스템 및 혁신성과의 관계를 고찰하였다. 경산산업단지 입주 기업 중 87개 ‘기술혁신형 중소기업(Inno-Biz)’ 인증 기업들을 대상으로 분석을 하였다. 설문은 자사의 혁신성과를 가장 잘 파악할 수 있는 최고위 임원 이상의 경영자가 응답하도록 하였다. 자료 분석을 위한 통계처리는 SPSS 18.0을 활용하여 기술 통계, 탐색적 요인분석과 무응답 편의 검증을 위해 t-검증을 하였다. 그리고 연구 모형과 가설 검증을 위해 PLS를 활용하였다. 연구결과는 다음과 같다. 첫째, 지식경영 구현을 위한 핵심성공요인은 지식관리시스템과 기업의 혁신성과에 유의한 영향을 미치는 것으로 나타났다. 둘째, 지식관리시스템은 종업원의 지식 향상과 기업혁신에 유의한 영향을 미치는 것으로 나타났다. 셋째, 지식경영 구현을 위한 지식관리시스템과 기업의 혁신성과에 중요한 핵심성공요인은 조직문화와 보상 및 동기부여임이 밝혀졌다. 따라서 지식경영을 정착시키기 위해서는 종업원에 대한 보상 및 동기부여에 세심한 노력이 요구된다. 본 연구의 결과는 학문적으로나 실무적으로 기업의 지속 가능한 지식경영 모델을 발전시키는데 이바지할 수 있을 것으로 기대된다.

In this study, we explore the relationships among the key for success factors in the knowledge management, knowledge management system & corporate innovation performance. We empirically test our hypotheses based on sampli data including 87 ' innovation business (Inno-Biz) ' firms. The survey questionnaire will be able to grasp the innovation performance of the corporate of the company best manager of above highest rank director answer. Data analysis for statistics processing can take advantage of the technical statistics, SPSS 18.0 exploratory factors analysis & an unresponsive convenience t-test for verification. & research models & hypotheses were utilized for PLS. The research results as follows : First, critical success factors for the implementation of knowledge management & corporate knowledge management system appeared to have meaningful impact on innovation performance. Second, knowledge management system has been shown to have meaningful impact on knowledge innovation & corporate innovation. Third, knowledge management for the implementation of critical success factors appeared an important factor of the organizational culture and the reward & motivation. Therefore, to establish knowledge management, employees close will require efforts to the reward & motivation. The results of this study are expected to contribute the development of sustainable knowledge management model in terms of theory & practice.

Project management knowledge has gained much intention due to ever-changing market demands, shorten life span of innovations and technological complex scenarios. Projects managers in all domains are using scientific project management tools and techniques. Nevertheless, still project successes are deemed not to be real due to higher rate of failures. To help the project management professionals and practitioners, consulting firms have come forward with the aim to exploit tacit knowledge, its formation in implicit knowledge and its implementation for project management success. Project management consulting firms are outfitted with up-to-dated project management professionals to transfer this knowledge. These professionals are comprehended with project management experiences and skillfulness in the command of fundamental deriving for practice and familiarity with project management tools. These organizations help the firms or enterprises to train their project managers for best project management techniques to accomplish the project targets. This research contribution has portrayed the case study of Huading Project Management (HPM) in China. HPM has trained almost 6 million project management experts, practitioners and managers which is a great achievement for any domestic project management firm. HPM has provided project management consultancy services to a large state owned petrochemical enterprise in oil and gas sector, China Petroleum Engineering and Construction Company (CPECC). CPECC faced problems in project execution where mega projects were deviating from its target to meet time lines and budget constraints. CPECC hired the services of HPM to provide better solutions in the light of scientific approaches of project management practices. It has been reported that after implementing the project management scientific approach, projects comes close to the successful execution and met the time and budget restraints. HPM has provided solution in the form of enterprise project management system with various and parallel modules. Considering the characteristics of client organization, project can be carried out at three levels through this enterprise system: company level, molecular level and project level.

Based on the diffusion of innovation paradigm, this study conceptualizes the constituent components (3P) and the growth stages (6C) for knowledge management. It is critical for knowledge management efforts to identify 'where we are' and decide 'where to go' and then to manage 'how to go'. As a framework for the success of knowledge management, the 3P6C model is intended to systematically guide these efforts toward knowledge asset management and implementation, for knowledge productivity. This model is illustratively applied to such success stories as in Skandia, Buchman Lab and Hall Mark Cards. Such applications of this model show that they have been through such prior activities required in the earlier stages, and thattechnological platform is just one of the 3 key components working as an enabler, implying together the existence of growth path in KM success. Provided in the appendix are a set of exemplary scenarios in knowledge management practice for growth stage assessment.

최근 기업들은 글로벌 경쟁과 국내외 경영환경의 빠른 변화로 인해 과거와 같은 경영방식과 생산수단으로써는 경쟁에서 이겨나가기가 어려워지고 있다. 이와 함께 정보와 지식의 효과적인 활용을 통한 기업 경쟁력을 향상하려는 지식경영에 대한 관심이 높아지고 있다. 따라서 본 연구는 지식경영의 성공요인들을 계층분석과정(AHP)을 통해서 찾아내고 성공요인들 간의 상대적인 중요도를 파악하여 지식경영을 도입하려는 기업들에게 성공적인 도입을 위한 시사점을 제공하고자 한다.

A firm is very difficult to find sustainable competitive weapons due to global competition and rapid changes in business environments. As a sequence, an increasing number of organizations are focusing their attention on utilizing knowledge management which can effectively disperse, share, and create information and knowledge. Therefore, this study is purposed to investigate success factors of knowledge management through AHP techniques, to analyze the relative importance among success factors, and to contribute to the organizations which have a plan to introduce KMS by providing theoretical background.

본 연구는 지식관리 성공을 위한 운영요인으로써 CoP 발전방향을 제안하는데 목적을 두고, 탐색적 연구와 사례연구를 통해 살펴보았다. 탐색적 연구에서는 CoP 중요성을 뒷받침하는 이론적인 논의로 상황학습론과 조직실천 및 조직학습론을 전개하였으며, 사례연구에서는 우리나라 지식관리 선도 조직이라고 할 수 있는 민간부문과 공공부문의 운영 실태를 소개하였다. 사례분석 결과, 민간부문과 공공부문 모두 조직차원에서 CoP 운영을 공식적으로 지원하고 있으며 온라인과 오프라인을 병행하고 문제해결중심으로 운영하고 있었다. CoP 운영 발전방향으로서는 ① 지식공동체로써의 접근, ② 조직문화 조성을 위한 변혁적·지원적 리더십 구현, ③ 신뢰관계의 형성, 그리고 ④ 유무형의 조직적인 지원 등을 제안하였다.

A purpose of this study is examined that propose the framework of CoP (Communities of Practice) development with a strategic operating factor for KM success. An approach of this study is exploratory research and case study; the former be developed situated learning and organizational learning as theory to prove CoP importance in organization, the latter have a good looked the realities of private sector and public sector in Korea. Therefore, a framework to develop CoP is suggested that approach to CoK(Communities of Knowledge), transformational and support leadership to aid of organization culture, formation of trust relationship, and tangible and intangible support of organization.

본 연구는 지방행정기관의 공무원을 대상으로 CoP 활동수준 평가를 위한 평가 틀과 측정지표를 개발하고, CoP 활동성과를 인과적 맥락에서 살펴볼 수 있는 인과모형을 실증분석을 통해 제시하였다. 이를 위해 CoP 평가와 관련된 선행연구를 검토하였으며, 이를 기반으로 평가 틀과 측정지표를 발굴하였다. 평가 틀에서는 CoP 활동의 지원메커니즘, CoP 형성과 발전, CoP 활동과정, CoP 활동산출, 그리고 CoP 활동성과 등이 상호순환적 관계로 이루어진다는 것을 제시하였다. CoP 측정지표는 정량적 지표와 정성적 지표로 구분하고, 개념적 척도를 발굴한 다음 실증분석을 통해 최종 지표와 척도를 확정하였다. 그리고 확정된 지표로 탐색적 인과모형을 제시하였다. 본 연구 결과의 활용 국면에서 고려해야 될 사항으로는 첫째, 관리자의 관심과 지원 및 조직차원의 분위기조성, 둘째, 장기적으로 지속가능성의 평가요소 고려, 셋째, 학습과 지적활동에 대한 자극을 줄 수 있는 것을 제고하는 평가, 넷째, 평가 틀에서 제시된 영역별/지표(문항별)에 대한 가중치 고려, 다섯째, 측정지표의 구성 개념의 정교성 및 명확성 확보 등을 제안하였다.

This study is proposed a framework and indicator and an exploratory causal model to measure the performance evaluation about operating CoP(Communities of Practice) in local government servants. It is examined the antecedent research connected with the CoP evaluation for the purpose of this study, be created an evaluation framework, indicators, and scales based on that. An evaluation framework is a mechanism to support CoP, formulation and development, process, output, and impact with interactive cycle relation. A matter to consider for using an evaluation framework and indicator is such as following; First, a supervisor have concern and support, and made up atmosphere by organization. Second, evaluation elements are considered at long-time aspect. Third, should contribute to stimulus about learning and intellectual activities. Fourth, be considered a scale to indicators. Fifth, should to be ensured a construct of indicators with precision and distinction.

This paper aims to explore the success factors of knowledge management in the perspectives of knowledge management integration into operations and to examine the effect of those factors on the knowledge management performance of individual users and organizations in order to link knowledge management performances to operational performances. I found two factors such as “knowledge management integration into operation processes” and “knowledge management integration into application systems” and their measures by means of literature review and modified Delphi research. Exploratory and confirmatory factor analysis confirmed that those two factors and their measures are statistically valid. Besides, the structural equation modeling analysis showed that the relationship between “knowledge management integration into operation processes” and “individual user’s performance on knowledge management” and the relationship between “individual user’s performance of knowledge managemen” and “organizational performance of knowledge management” are significant.

The demands for knowledge in the rapid social change and the competitive environment are being increased day by day. As to reflect the demands, much scholarly and practical work has been done on the topics of Knowledge Management (KM). However, the study of KM in nonprofit organizations (NPOs) is insufficient. This study, while discussing the nature of NPOs, which have the different purposes of existence and characteristics from for-profit organizations, has the purpose of finding out the special strategy for KM in NPOs. Through understanding the characteristics and the status of NPOs, this study suggests that that the interorganizational KM is the method to lead successful KM in NPOs. And the critical success factors (CSFs) are presented in the three major factors, such as the systematical, the interorganizational and internal consideration factor for organization. This not only provides the successful KM strategy of NPOs but also enlarges the understandings about interorganizational KM.

본 연구는 여행업의 지식경영 성공요인을 도출하고, 성공요인이 지식공유와 지식창출의 지식경영활동에 미치는 영향과 지식경영활동이 여행업의 경영성과에 미치는 영향을 실증 연구하고자 하였다. 여행업의 지식경영 성공요인은 문헌연구를 토대로 종사원요인과 기업요인 그리고 환경요인으로 나누어 파악하고자 하였으며, 실제 요인분석 결과 종사원요인으로 참여의지와 신뢰가 도출되었고, 기업요인으로 기업문화, 보상제도, 경영층의지가 도출되었으며, 환경요인은 시스템품질과 시스템 내의 지식품질로 구분되었다. 또한 지식경영활동은 지식공유와 지식창출로 분류되었고, 경영성과는 재무적 성과와 비재무적 성과로 구분되었다. 가설검증 결과 종사원요인인 참여의지와 신뢰, 기업요인인 기업문화, 보상제도, 경영층의지가 지식경영활동에 유의한 영향을 미치는 것으로 나타났고, 환경요인인 시스템품질과 지식품질은 유의한 영향을 미치지 않는 것으로 나타났다. 지식공유와 지식창출의 지식경영활동은 여행업의 재무적 성과와 비재무적 성과에 유의한 영향을 미치는 것으로 연구되었다. 본 연구의 실증분석을 통해 여행업에서 경영성과를 제고시킬 수 있는 새로운 방안으로 지식경영활동을 활성화 시키는 것임을 알 수 있었다.

The purpose of this study is to deduce the Critical Success Factors of Knowledge Management in Travel Agency. And also, the writer is to research positively how their Critical Success Factors will affect the Knowledge Management Activity of Knowledge Sharing and Knowledge Creation, and this Knowledge Management Activity will influence upon Management Performance in Travel Agency. The researcher divided the Critical Success Factors of Knowledge Management in Travel Agency, based on the literature study, into employee factor and enterprise factor in human aspects and system factor in Knowledge Management System aspects, and grasped them minutely. And this actual factor analysis says that participation will and trust was deduced with the employee factor, enterprise culture, compensation system, the management volition was drawn with the enterprise factor, and system quality and knowledge quality within some system with the system factor was divided. Also, this Knowledge Management Activity was classified into Knowledge Sharing and Knowledge Creation, and this Management Performance was divided into financial result and non-financial result. This hypothesis inspection showed that participation will and trust as a employee factor, enterprise culture, compensation system, the management will as an enterprise factor had a meaningful effect on the Knowledge Management Activity. However, it showed that this system quality and knowledge quality as a system factor didn't have a meaningful effect on this Knowledge Management Activity. In this study, all the Knowledge Management Activities of Knowledge Sharing and Knowledge Creation influenced upon financial outcome and non -financial outcome meaningfully in Travel Agency. Through the positive analysis of this study, the researcher came to know that a new device to improve the Management Performance in Travel Agency is just to revitalize the Knowledge Management Activity.

본 연구는 기업의 인적자원관리 전략과 지식경영 성과 사이의 관계에 대해 고찰하였다. 지식경영은 지식생성과 지식축적, 지식공유, 지식활용, 지식학습의 다섯 단계의 프로세스로 구성되어 있다. 지식경영 프로세스가 원활하게 순환되어 지식경영이 소기의 성과를 거두기 위해서는 기업의 인적자원관리 전략이 기업의 경쟁력 제고·유지에 전략적 파트너 역할을 할 수 있도록 관리될 필요가 있다. 본 연구에서는 인적자원관리 전략을 고활용형-저활용형, 관계형-거래형의 두 차원에 따라 네 가지 유형으로 구분하였다. 기업의 인적자원관리 전략이 지식경영 성과를 제고시키는데 기여하는지를 살펴보기 위해 부산지역 148개 기업을 대상으로 실증분석을 실시한 결과, 고활용형 인적자원관리 전략과 관계형 인적자원관리 전략이 각각 지식경영 성과를 높이는데 기여하는 것으로 나타났다. 또한 고활용-관계형 전략을 활용하는 기업이 다른 유형에 비해 전체 지식경영 성과가 높을 뿐 아니라 개별 지식경영 프로세스를 활성화하는데도 긍정적인 영향을 미치는 것으로 나타났다.

Management and Human Resource Management Strategy Kwag, Seon-Hwa The purpose of this study is to empirically investigate the relationship between knowledge management and human resource management strategy. The Process of knowledge management is composed knowledge creation, accumulation, sharing, utilization and learning. HRM strategy varies along two key dimension - the relationship-transaction continuum and the high utilization-low utilization continuum. Firms were clustered into one of four HRM strategy - Type Ⅰ(relationship-low utilization), Type Ⅱ(transaction-low utilization), Type Ⅲ(relationship-high utilization), and Type Ⅳ(transaction-high utilization). Data are gathered from a total of 148 companies from Busan region. The results is as follows; The success of knowledge management is more heavily affected by the high utilization and relationship HRM strategy. And the companies that use Type Ⅲ strategy are highly associated with the success of knowledge management.