3.1 Theoretical Background
In comparative studies for knowledge management frameworks, many researchers suggested three major components for
knowledge management [4, 8, 19, 26 ]. The first component is knowledge management enablers (or influencing factors)
which are defined as organizational mechanisms for intentionally and consistently developing knowledge [22]. The second
component is knowledge management processes (or knowledge management activities) such as creation, sharing, store, and
use. The third component is organizational performance such as market share and profitability [8]. The relationship of these
three components can be interpreted by the input-process-output model that was suggested by Hackman and Morris [16]. The
fundamental assumption underlying this model is that the input factors affect performances through some kind of
interaction process. Based on this model, we can assume that knowledge management enablers affect organizational
performance through knowledge management processes.
In spite of considerable discussion of knowledge management processes and organizational performance, there is no clear
link between them. To establish the relationship between them, we must consider the fourth component for knowledge
management. The fourth component is the intermediate measure such as knowledge worker capability, specific process,
innovation, or organizational creativity [11]. Based on four components, we propose our empirical research model as follow.