Knowledge flow-based business process redesign: applying a knowledge map to redesign a business process Keedong Yoo, Euiho Suh and Kyoung-Yun Kim Abstract Purpose – The aim of this paper is to suggest a method to redesign business processes from the viewpoint of knowledge flows using a knowledge map. Design/methodology/approach – Knowledge flows and business processes cannot be separated because knowledge is inputted and outputted through business processes. Knowledge flows inherit the feature and appearance of corresponding business processes; therefore, one can identify problems within business processes by analyzing corresponding knowledge flows. The methodology is composed of the following sections: knowledge mapping, knowledge profiling, knowledge flow identification, knowledge flow optimization and TO-BE process visualization. Findings – This paper provides a methodology for knowledge flow-based business process redesign and ten guidelines for knowledge flow optimization. The case study demonstrates that the proposed ideas constitute knowledge-intensified business processes. Research limitations/implications – A more formal validation method that is based on the statistical analysis must be provided to assert the proposed guidelines for knowledge flow optimization as the truly optimized ones. Practical implications – This paper’s idea provides the practical methodology and guidelines that can be directly applicable to performing business process redesign by introducing a real case. Originality/value – This paper’s ideas not only provide present companies with a practical way to enhance their business process to be more knowledge-focused, but also promote the current economy to be more knowledge-intensive. Keywords Knowledge management, Knowledge organizations, Business process re-engineering, Knowledge mapping Paper type Research paper Introduction Knowledge organizations, an optimal structure to facilitate knowledge dissemination and utilization, have long been studied by many practitioners and researchers for their effective and efficient mechanism for knowledge-intensive decision making (Nonaka et al., 1994; Jordan and Tricker, 1995). As the concept of knowledge management indicates, the fundamental outcome through managing organizational knowledge within organizations is the knowledge organization that enables every employee, namely knowledge workers, to create and share their knowledge in a very autonomous and continuous manner. Organizations can expect truly facilitated knowledge activities after their structures are maintained according to the knowledge-intensified business processes. The knowledge-intensified business processes are closely tied to and dependent on the flow of knowledge (Choo, 1996; Mendelson and Pillai, 1999). Clear identification and optimization of knowledge flows can guarantee the effective utilization of knowledge within an organization, and hence strengthen the knowledge dynamics among business processes. For managing business processes which are knowledge intensive, knowledge flows should be maintained well enough in advance to be evaluated as optimally proper ones. PAGE 104 j JOURNAL OF KNOWLEDGE MANAGEMENT j VOL. 11 NO. 3 2007, pp. 104-125, Q Emerald Group Publishing Limited, ISSN 1367-3270 DOI 10.1108/13673270710752144 Keedong Yoo is a full-time Instructor in the Division of Management Information Systems, School of Economics and Commerce, Dankook University, Seoul, South Korea. Euiho Suh is Professor, Department of Industrial and Management Engineering, Pohang University of Science and Technology (POSTECH), Pohang, South Korea. Kyoung-Yun Kim is Professor in the Department of Industrial and Manufacturing Engineering, Wayne State University, Detroit, Michigan, USA. The authors would like to thank the Ministry of Education of Korea for its financial support toward the Electrical and Computer Engineering Division at POSTECH through its BK21 program.