지식경영환경과 조직구조특성이 지식경영프로세스와 경영성과에 미치는 영향에 관한 연구 = (A) study on the environment of knowledge management and the property of organization structure are affecting the knowledge management process and the management
저자
발행사항
창원 : 昌原大學校 大學院, 2004
학위논문사항
학위논문(박사)-- 창원대학교 대학원: 경영학과 2005. 2
발행연도
2004
작성언어
한국어
주제어
KDC
325.1 판사항(4)
발행국(도시)
경상남도
형태사항
ⅳ, 101p. : 삽도 ; 26cm.
일반주기명
참고문헌: p. 85-91
소장기관
This study proposed an empirical study model that helps us identify key environmental factors of knowledge management, in-house structural characteristics, knowledge management process and business performance 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 and business performance, 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, hall ionized mutual cooperation and in-house organization fit for job distribution and accomplishment.
Since obtaining knowledge requires good use of relevant information technology, it is important to give a steady instruction to employees in emerging information technologies and develop relevant programs suitable for company's circumstances. In addition, it is also required to make a steady effort for adapting to new information technologies, which will be a motive power for keeping company's competitive edges.
The influential factors affecting knowledge conversion process included information share, human resource management(HRM), IT application and in-house culture, while the factor affecting knowledge protection process was in-house culture. On the other hand, the influential factors affecting knowledge application. process in-house culture, IT application and share of information. Especially, information share was valued as most critical for converting personal knowledges into organizational ones and applying those knowledges. For information share, it is essential to make a good environment in which in-house members may obtain knowledges and do creative activities. Here, the suggested knowledges undergo a verification step to test if they are suitable as in house knowledges again for job and business performance as well. After conversion, they become applied as in house knowledges.
Therefore, for more efficient knowledge management, it is critical that in-house culture should roll out an organizational management process to share useful information on the basis of reliable and cooperative personal relationships. For more vital information share, companies have to make detailed and formulated policies for corresponding compensation, and the compensation should be applied to the person who uses information as well as the person who offers information.
Secondly, with regard to the effects of knowledge management process on business performance, it was noted that the factors having significant effects on non-financial business performance were knowledge acquisition process, knowledge application process, knowledge protection process and knowledge conversion process respectively, while knowledge application process was an influential factor having significant effects on financial business performance on a statistical level. Yet knowledge management process had significant effects on non-financial performance, but had a partial influence on financial performance. This implies that it is difficult to boost up financial business performance only by means of knowledge management, since there are numerous factors having impact on financial performance. However, it is noticeable that knowledge management drove higher non-financial business performance. It is undoubted that customer services, organizational commitment, knowledge hive and work efficiency were significantly improved through knowledge management process. So companies will be able to expect considerable business performance via knowledge management on a long-term basis, although having difficulty in obtaining any short-term financial performance.
Thirdly, 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.
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