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제9강

지식경영시스템(KMS)

忠北大學校 金 相 郁 敎授sierra@cbnu.ac.kr

경영정보시스템(MIS 개론)

본 자료에수록된내용을무단사용할경우저작권법에위반됩니다.

22

보안,인증,시스템관리,자원관리,하드웨어,네트웍

글로벌표준 , 월드와이드솔루션

eSCM• ePlan

• eProcurement• eManufacturing• eMove• eSell

eCRM• Call Center• Help Desk• Direct Marketing• Shopping Mall• One-To-One• Marketing• GIS Marketing,• Scoring

Intelligence• Data Mining• OLAP

eKMCollaboration

GroupWareWorkflow

EDMS

ERP• Logistics• Financial accounting• HRM

DW기준정보,고객정보,

영업정보,

생산정보,경영정보,

인사정보,기술정보,

해외정보등

Employee Portal고객

협력업체

e – b u s i n e s s 구현과제

Collaboration및 Messaging Backbone

Enterprise Portal

33

제1부 지식형성과정의 이해

1. 지식의 본질 / 52. 지식성장 프로세스 /15

제2부지식경영개관

1. 지식경영의 배경 및 목적 /242. 지식경영의 두가지 관점 /303. 지식경영의 진화과정 /364. 지식경영의 전체틀 /41

Contents

순 서

44

제1부

지식형성과정의 이해

55

.

지식의 본질

66

어느 CF광고사랑은움직이는거야!사랑은움직이는거야!

정보는인지하고해석하는 행위정보는인지하고해석하는 행위

사랑은 명사, 아니면 동사?

그렇다면 지식의 모태인 정보는?

① 정보의비가시성(정보가치의주관성)

② 정보의결합성(정보가치의승수성)

③ 정보의상황예속성(정보가치의가변성)

④ 정보의문화성(정보가치의사회성)

정보(Information)1. 지식의 본질

제4강 정보의 특성 참조

77

김치를 잘 담그는 우리 할머니도 지식인?김치를 잘 담그는 우리 할머니도 지식인?

지식은 참이라는 믿음을정당화한 것지식은 참이라는 믿음을정당화한 것

지식의 실체를 알아야 경영도 가능한 것 아닌가!

그렇다면 지식의 실체는?

① K = Awarenessthrough Learning & Experiences

② K = Possession ofConnected Details

③ K = Justified True Belief(JTB)

④ K = JTB + X

織知 識

1. 지식의 본질지식(Knowledge)

88

The notion of knowledge has change over time and is varied according toscholars’ standpoints

1. 지식의 본질지식 세계관의 진화

天

地

三學 : 논리학, 문법, 수사학 (Knowing)(자아실현, 깨달음의 전수)

秘學 : 秘法, 秘訣 (Skill)(생활수단의 경험지, 체화지)

工學 : 테크놀로지 (Knowledge)(공유와 전파를 위한 형식지)

산업혁명 이후

99

인식(Perceiving)

視聽

관심(Desire to know)

유별성

心不在焉 視而不見, 聽而不聞

정보의 특성 1: 정보의 비가시성(정보가치의 주관성)

• 정보는 쉽사리 보이지 않는다(Information is not easily visible).

• 정보 입수의 ‘선택적 행위’ → 정보의 가치는 주관적임

지식의 정의 1: 지식은 경험을 통해 터득한 산물이다.

Knowledge is understanding and awareness of facts, truths orinformation gained in form of experience or learning (i.e., indirectexperience). - (‘Desire to know’ is also regarded as knowledge.)

1. 지식의 본질지식의 정의

1010

정보의 특성 2: 정보의 결합성 (정보가치의 승수성)

• 개별 정보 자체는 가치가 없다(Information is of no value in itself).

• 정보의 비교, 연계 → 정보가치의 상승작용

지식의 정의 2: 지식은 선언적 파편들이 융합되어 이해된 산물이다.

Knowledge is an appreciation of the possession of interconnected detailswhich, in isolation, are of lesser value.

A

B

A : ‘I’적존재

중심의안정(創意의무덤)

B : ‘Me’적존재

변방의긴장(創意의동력)A

B

A : ‘I’적존재

중심의안정(創意의무덤)

B : ‘Me’적존재

변방의긴장(創意의동력)A

B

가치 발생

가치 발생

A

B

가치 발생

가치 발생

스폰지시멘트

해석(Interpreting)

융합구조에서 탈피

(Digital Thinking)유연성

1. 지식의 본질

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정보의 특성 3: 정보의 예속성 (정보가치의 가변성)

• 정보는 시간과 상황 예속적이다(Information is time-dependent and situation-specific).

• 정보의 상황 예속성 → 정보가치의 가변적 특성

지식의 정의 3: 지식이란 참이라고 믿는 것을 정당화 한 것이다.

Knowledge is JTB (Justified True Belief).

확인(Believing + Justifying)

비교조합

다양한 경우의수 도출

유창성

1. 지식의 본질

1212

정보의 특성 4: 정보의 문화성 (정보가치의 사회성)

• 정보는 관계요 문화다(Information is relationship and culture).

• 정보는 발신자와 수신자의 관계 → 정보의 문화성과 사회성

지식의 정의 4: 지식은 정당화된 믿음이 참에 수렴되는 과정이다.Knowledge is a combination of belief, truth, justification and a societalfactor, X. (K = JTB + X)

참에 수렴(Justifying + X)

교정정제

다양한 증거(의견) 제시

유통성

Black Swan

1. 지식의 본질

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Skepticism

When scientists or philosophers ask "Is knowledge possible?", they mean tosay "Am I ever sufficiently justified in believing something in order to haveknowledge?" Adherents of Philosophical skepticism often say "no".

Philosophical skeptics stays on the position which critically examines whetherthe knowledge and perceptions people have is true; adherents of this positionhold that one can never obtain true knowledge, since justification is nevercertain.

This is a different position from Scientific skepticism, which is the practicalstance that one should not accept the veracity of claims until solid evidence isproduced.

On Gettier Problem

Is Truth really a Truth?

1. 지식의 본질

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“사람은 말할 수 있는 것보다 훨씬 많은 것을 알고 있다.”(Karl Erik Sveiby, 1997)

지식의 두 가지 유형1. 지식의 본질

명시지/방법지(ExplicitKnowledge)

체화지/암묵지(IMplicitKnowledge)

Knowledgeas an Object

객관적 실체

기술중심의 공학적 시각

형식지, 효율 중시

Knowledgeas a Process

역동적, 창조적 과정

인간중심의 경영적 시각

암묵지, 가치 중시

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.

지식성장 프로세스

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지식형성과정정보의 4대 특성

제 1고개:내면화

(Internalization)

제 2고개:종합화

(Combination)

제 3고개:외부화

(Externalization)

제 4고개:사회화

(Socialization)

Information Rule 1:

정보의 비가시성(정보가치의 주관성)

•유별성문제의식(참여적

조직문화)

Information Rule 2:

정보의 결합성(정보가치의 상승효과)

•유연성창의력(유연한

조직문화)

Information Rule 3:

정보의 상황예속성(정보가치의 소멸성)

•유창성논리성(합리적

조직문화)

Information Rule 4:

정보의 문화성(정보가치의 사회성)

•유통성커뮤니케이션

(개방된조직문화)

2. 지식성장 프로세스(KGP)지식정의모델

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사회화

외부화

종합화

내면화지각(Impression)

인식작용(Perceiving)

개념(Conception)

해석작용(Interpreting)

확신(Conviction)

지식(Knowledge)

정제작용(Justifying + X)

암묵적(Implicit)

명시적(Explicit)

Knowledge Creation Hierarchy

확인작용(Believing + Justifying)

2. 지식성장 프로세스(KGP)지식생성계층

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사회화

합리작용 (Justifying + X)

지식(Knowledge)

종합화

개념(Conception)

해석작용 (Interpreting)

일반화

내면화 R

Knowledge Growth Dynamics

지각(Impression)

인식작용 (Perceiving)

확신(Conviction)

확인작용 (Believing + Justifying)

만법유식(萬法唯識)

암묵적(Implicit)암묵적(Implicit)

명시적(Explicit)

2. 지식성장 프로세스(KGP)지식성장순환모형

1919

Existential Reflective

Synthetic Systemic

Nonaka & Konno (1998)의 SECI 모델 수정, 반영

Empathizing(유별성)

Embodying(유연성)

Articulating(유통성)

Conflating/Connecting(유창성)

2. 지식성장 프로세스(KGP)Nonaka의 SECI 모형

The SECI model essentially

describes a "spiral" of dynamic interaction between tacit and explicit knowledge along theepistemological dimension,

characterizes four processes (socialization, externalization, combination, internalization)

enable individual knowledge to be "amplified" and effect organizational knowledge crystallization"along the ontological dimension.

2020

2. 지식성장 프로세스(KGP)지식형성플랫폼: Ba

2121

2. 지식성장 프로세스(KGP)MUD 프로세스

지식생성과정에서중간관리자의역할 중간관리자의위기시대?

경험에 의한 통제 기능 약화 경험보다 창의의 중요성 부상 IT가 조직 상부와 하부(현장)사이의

Communication Linker 역할 대체

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종합화(Combination)

확인작용(Verification)-Systemic

가치(Value)

사회화(Socialization)

발상(Idea)

외부화(Externalization)

내면화(Internalization) R터득(Awareness)

개념(Concept)

일반화 작용(Formulation) -Reflective

만법유식(萬法唯識)

암묵지(Implicit)

명시지(Explicit)

촌철살인(寸鐵殺人)

온고지신(溫故知新)각인작용(Reflection) - Embodying

인지작용(Cognition)-Existential

호문즉유(好問則裕)

K = Understanding & AwarenessExperiential Creativity← 유별성(有別性)

K = Possession of Interconnected DetailsEnunciated Creativity←유통성(流通性)

K = JTB + XExercising Creativity←유연성(柔軟性)

K = Justified True Belief (JTB)Experimental Creativity← 유창성(流暢性)

2. 지식성장 프로세스(KGP)지식성장통합모형

2323

제2부

지식경영 개관

2424

.

지식경영의 배경 및 목적

2525

Management of Knowledge: Knowledge as an object to manage.

Knowledge-based Management: Knowledge as a sourcefor the new management practicesin more scientific and more intelligent.

What they have in common is that knowledge has become indispensibleresource (critical assets) to all organizations private and public in coping withnumerous challenging issues arising from the turbulent and chaotic world.

This assertion in itself, however, is not good enough to justify the importance ofknowledge as it has remained important since the beginning of human history.There have been no moments its importance was overlooked.

In this regard we should be able to answer the question more concretely, ‘Whyknowledge and its management is that important today in particular?’

1. 지식경영의 목적 및 배경지식경영이란?

2626

TransportationSystems

TelecommunicationSystems

Expansion ofHuman Interactions

Complexisty &Uncertainty

Difficulty inUndesrtaning of an

Event Occurred

Competition

Search for theEdges

Needs forKnowledge

R

Why knowledge and its management is important today in particular?

1. 지식경영의 목적 및 배경지식경영의배경

2727

The major business drivers behind today’s increased interest and application of KMlie in four key areas:

1. Globalization of business. Organizations today are more global— multisite,multilingual, and multicultural in nature.

2. Leaner organizations. We are doing more and we are doing it faster, but we alsoneed to work smarter as knowledge workers — increased pace and workload.

3. Corporate amnesia. We are more mobile as a workforce, which createsproblems of knowledge continuity for the organization, and places continuouslearning demands on the knowledge worker — we no longer expect to work forthe same organization for our entire career.

4. Technological advances. We are more connected—information technologyadvances have made connectivity not only ubiquitous but has radically changedexpectations: we are expected to be on at all times and the turnaround time inresponding is now measured in minutes, not weeks.

1. 지식경영의 목적 및 배경

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Rapid increase in the portion of knowledge workers.

• Forty-five years ago, nearly half of all workers in industrialized countries weremaking or helping to make things.

• By the year 2000, only 20 percent of workers were devoted to industrial work— the rest was knowledge work.

• Davenport (2005) says that “ At a minimum, knowledge workers comprise aquarter of the U.S. workforce, and at a maximum about half.”

• There are fewer people who need to do more work.

• Organizational hierarchies are being put aside as knowledge work calls formore collaboration.

All of these developments have created a strong need for a deliberate andsystematic approach to cultivating and sharing a company’s knowledge basepopulated with valid and valuable lessons learned and best practices.

1. 지식경영의 목적 및 배경

2929

The basic aim of knowledge management is to leverage knowledge to theorganization’s advantage. Some of management’s motives are obvious:

to prevent (minimize) the loss of skilled people through turnover,

to avoid reinventing the wheel,

to stimulate organization-wide innovations in processes as well as products,managing risk,

and to accelerate the rate with which new knowledge is being created.

1. 지식경영의 목적 및 배경지식경영의목적

3030

.

지식경영의 두 가지 관점

3131

2. 지식경영의 두 가지 관점

3232

People in this field tend to have their education in computer and/or informationscience.

They are involved in construction of information management systems, AI,reengineering, group ware etc.

To them Knowledge = Objects that can be identified and handled in informationsystems like KMS.

This track is growing fast at the moment, assisted by new developments in IT.

IT-Track KM has proven to be successful in the capture, storage, and subsequentdissemination of knowledge.

But IT-based KMS up until now ends up with junkyards.

2. 지식경영의 두 가지 관점IT-Track KM

3333

People in this field tend to have their education in philosophy, psychology,sociology or business/management. They are primarily involved in assessing,changing and improving human individual skills and/or behavior.

To them Knowledge = Processes, a complex set of dynamic skills, know-how etc,that is constantly changing.

They are traditionally involved in learning and in managing these competenciesindividually.

This track is very illusive, and is not growing so fast.

Knowledge Management

Track/LevelIT-Track

Knowledge = Object

People-Track

Knowledge = Process

Organisation Level "Re-engineers" "Organization Theorists"

Individual Level"AI-specialists"

"E-specialists""Psychologists"

A 2x2 grid might look like this:

IT-Track KM2. 지식경영의 두 가지 관점

3434

Even if this grid is to oversimplify things, it captures one essential issue:There are paradigmatic differences in our understanding of whatknowledge is.

People in the "Knowledge = Object" column tend to rely on concepts fromInformation Theory in their understanding of knowledge with more focus onits explicit feature.

People in the "Knowledge = Process" column tend to take their conceptsfrom philosophy or psychology or sociology in their understanding ofknowledge with more focus on its implicit (tacit) feature.

Because of their different origins, the two tracks use different languagesin their dialogues and thus tend to confuse each other when they meet.

※ Which Tack of KM do you prefer and why?

2. 지식경영의 두 가지 관점

3535

I prefer ‘People-Track of KM’ primarily for two reasons as below:

First, People know way more than they can say, which means knowledge in tacitdomain a lot bigger than that in explicit domain. Therefore, ‘IT-Track of KM’ in viewof "Knowledge = Object,” if successful, can cover only a portion of the entireknowledge.

Second, typically the more tacit knowledge is, the more valuable it tends to be. Theparadox lies in the fact that the more difficult it is to articulate a concept such as story,the more valuable that knowledge may be.

Explicit knowledge tends to represent the final end product whereastacit knowledge is the know-how or all of the processes that were requiredin order to produce that final product.

2. 지식경영의 두 가지 관점

3636

.

지식경영의 진화과정

3737

In the first generation(early 1990’s-), was inward-looking, focusing onproductivity issues - "How can we use IT systems to prevent reinventing-the-wheel?"

This phase started around 1992 and created a multitude of project databases, bestpractices databases, Lotus Notes installations etc.

The emphasis was placed on containers of knowledge or information technologies inorder to help us with the dilemma exemplified by the much quoted phrase “ if only weknew what we know”.

3. 지식경영의 진화 과정제1세대 KM

3838

In the second generation (late 1990’s - ), the focus swung to the oppositeend of the spectrum, namely to people; this could be phrased as “if only weknew who knows about.”

There was growing awareness of the importance of human and cultural dimensions ofknowledge management as organizations pondered why the new digital libraries wereentirely devoid of content (i.e., information junkyards) and why the usage rate was solow.

In the second generation, it became quite apparent that a bottom-up or grassrootsadoption of KM led to much greater success and that there were many grassrootsmovements — which were later dubbed communities of practice.

Communities of practice are good vehicles to study knowledge sharing or themovement of knowledge throughout the organization.

3. 지식경영의 진화 과정제2세대 KM

3939

In the third generation (mid 2000’s - ), an awareness of the importance ofcontent was brought about —how to describe and organize content so thatintended end-users are aware it exists, and can easily access and apply thiscontent.

This generation is characterized by the advent of metadata to describe the content inaddition to the format of content, content management, and knowledge taxonomies.

After all, if knowledge is not put to use to benefit the individual, the community ofpractice, and/or the organization, then KM has failed.

Bright ideas in the form of light bulbs in the pocket are not enough — they must beplugged in and this can only be possible “if people knew what there is to be known”,can find it when they need, can understand it, and, perhaps most important, areconvinced that this knowledge should be put to work.

This phase might be something like: “taxonomy before technology ”

3. 지식경영의 진화 과정제3세대 KM

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1st Gen. of KM 2nd Gen. of KM

3rd Gen. of KM

Now we are entering into the fourth generation, awaring the importance ofhow to create the value from data, information, and knowledge.

We call it ‘the Era of Big Data.’

This phase is characterized by the advent of IT like Hadoop, Mapreduce, NoSQL, etc.

This phase could be phrased as “only if we found the context residing within therelationship between the seemingly independent data domains.”

3. 지식경영의 진화 과정요약정리

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.

지식경영의 전체 틀

42

4. 지식경영의 전체 틀지식경영 Framework

43

4. 지식경영의 전체 틀지식경영프로세스

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질의 응답

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