지식경영 기반구조와 지식관리시스템의 프로세스 역량이 기업성과에 미치는 영향

The products and services of an enterprise are provided by the knowledge which the enterprise possesses. In recent years, the unique knowledge which brings sustainable competitive advantages becomes the most valuable properties. Therefore, the ability of creating, sharing, and applying the knowledge is a critical success factor for existence and growth of the enterprise. Consequently, the KM(Knowledge Management) has recently emerged as a new discipline and is generating considerable interest among academicians and managers. However, it is still not clear how KM contributes to the business performance. This study is designed to examine the relationship between KM infrastructures and knowledge process, knowledge process and organizational learning outcomes, and organizational learning outcomes and business performances. The research model is composed of four categories: KM infrastructures, knowledge processes, organizational learning outcomes, and business performance. KM infrastructures, independent variables, are made up of four dimensions such as organizational culture, structure, management, and technology. They have been commonly discussed in KM literature. In the organizational culture dimension there exist three factors - collaboration, trust, and learning culture, and in the organizational structure dimension there is one factor - decentralization. CEO support and reward/incentive systems are included in the managerial dimension and IT support is the only factor in technological dimension. The dependent variable is the business performance to be measured by organizational effectiveness. And the factors which mediate the relationships between KM infrastructures and organizational performance are knowledge processes and organizational learning outcomes. The research model has been verified through a cross sectional survey. The results of data analysis by SEM(Structured Equation Modeling) tool are as follows. First, it appeared that knowledge process were significantly affected by four factors in the order - IT support in technological dimension, learning culture in organizational culture dimension, CEO support in managerial dimension, and collaboration culture in organizational culture dimension. And the reward/incentive systems in managerial dimension have a significant effects on knowledge conversion and protection processes. Second, the knowledge acquisition, knowledge conversion and knowledge application sub-process had a significant effect on organizational learning outcomes and business performance. Third, knowledge processes and organizational learning played a mediating role in finding out the relationships between KM infrastructures and business performance. The empirical results of this study that KM infrastructures, knowledge processes, and organizational learning have affected business performance showed the consistency with previous studies. This study provides some empirical evidence for the hypothesis that the improvement of knowledge process by KM infrastructures results in successful organizational learning and business performance. Such understanding can be the cornerstone for establishing knowledge management strategy and designing a system supporting organizational knowledge processes. In addition, the issues raised in this paper are expected to be helpful to business executives, KMS designers, and KMS researchers.