Information technology instruments are being rampantly used for knowledge management in companies.
IT is used as an interplay tool to enhance the flow of knowledge and information between people. KMS,
especially, supports the knowledge management process including sharing, creating, and using of knowledge
within a company, and maximizes the value of knowledge resources within an organization.
The purpose of this paper is to understand how IT is changing the knowledge management activity,
through various examples based on exploratory research from MANDO, the Korean automotive parts
manufacturer, and POSCO, the global leading steelmaker. The result shows that IT boosts communication
skills, thus creates a mutual relationship outcome.
In the same context, the process of knowledge conversion by Nonaka’s SECI model simplifies to an
Externalization-Internalization process. This process accelerates the birth of explicit knowledge and
Socialization, supplements the limitations of the creation of knowledge in the E-I cycle. The E of knowledge
simultaneously promotes the I, and eventually brings an advanced learning skill.
IT aids the E of knowledge and furthermore, I and E activity, through the knowledge sharing, brings
vitality into an organization. The interplay stage for knowledge activity is to be reorganized to a cyber ba.
Furthermore, IT will galvanize the formation of core knowledge through systemized acquisition, management
of core knowledge and standardization of work.
Information technology instruments are being rampantly used for knowledge management in companies.
IT is used as an interplay tool to enhance the flow of knowledge and information between people. KMS,
especially, supports the knowledge management process including sharing, creating, and using of knowledge
within a company, and maximizes the value of knowledge resources within an organization.
The purpose of this paper is to understand how IT is changing the knowledge management activity,
through various examples based on exploratory research from MANDO, the Korean automotive parts
manufacturer, and POSCO, the global leading steelmaker. The result shows that IT boosts communication
skills, thus creates a mutual relationship outcome.
In the same context, the process of knowledge conversion by Nonaka’s SECI model simplifies to an
Externalization-Internalization process. This process accelerates the birth of explicit knowledge and
Socialization, supplements the limitations of the creation of knowledge in the E-I cycle. The E of knowledge
simultaneously promotes the I, and eventually brings an advanced learning skill.
IT aids the E of knowledge and furthermore, I and E activity, through the knowledge sharing, brings
vitality into an organization. The interplay stage for knowledge activity is to be reorganized to a cyber ba.
Furthermore, IT will galvanize the formation of core knowledge through systemized acquisition, management
of core knowledge and standardization of work.