| 摘要: | 在知識經濟下，知識是現代組織重要、不易被競爭者模仿的資產。中國大陸近年來在生產的量與質方面快速的提升，我國的經濟命脈，中小企業面臨大規模轉型的關鍵時期，商業模式必須由「勞力密集」轉型為「知識密集」。因此，知識管理的導入，可將知識進行整理、累積與結合，中小企業得以從推動知識管理朝向知識密集型的企業邁進。有鑒於此，本研究提出一個以理論為基礎的知識管理整合模型，以提供資源有限的中小企業在推動知識管理上的參考。
本研究之知識管理整合模型以管理程序為模型的發展基礎，包含三大元素：知識管理策略類型元素、知識管理推動要項元素以及知識管理績效衡量元素。在計畫方面，根據相關研究文獻的三大知識管策略類型，包括技術專家策略類型、行為策略類型及經濟策略類型。此外，在執行方面，以知識管理的五大推動要項，包括變革因素、支援制度、層次做法、知識內容及技術支援，針對中小企業在知識管理的推動上進行全面的考量。最後，在考核方面，將知識管理績效衡量納入整合模型中，發展知識管理績效衡量指標以衡量知識管理的績效。
本研究貢獻如下：
1. 建構一個以管理程序為基礎的知識管理整合模型，從知識管理策略類型、推動要項與績效衡量的完整模型。並以中小企業為研究對象，發展適合中小企業的知識管理整合模型。
2. 以此模型的觀點了解中小企業在推動知識管理上的過程與情形。企業發展目標與核心知識特徵會影響組織採取的知識管理策略。採取不同的知識管理策略類型，在推動要項上所重視的程度、作法或內容，以及在績效衡量上皆有所異同。
3. 採用個案研究的方式，應用本模型於9家個案公司中，探討本模型之應用性並予以修正，提供中小企業在導入知識管理時的參考。
In the knowledge-based economy, knowledge has become an important asset which is difficult to be imitated by competitors in a modern organization. Owning to the quantity and quality of production are improving quickly in China in these years, Taiwan’s economic foundation, small and medium enterprises (SMEs) have faced a critical point of transition, their business model needed to be transferred from labor-intensive base into knowledge-intensive base. As a result, knowledge management (KM) can arrange, accumulate and integrate organization’s knowledge, which could help SMEs move to knowledge-intensive enterprises. Therefore, this research aims to construct a integrated knowledge management model on the basis of theories, which could provide SMEs for performing knowledge management for reference.
The proposed KM integrated model is based on management processes – plan, do and control. This KM integrated model include 3 components as follows: KM strategy categories, KM driving activities, and KM performance measurement. In plan aspects, the KM strategy categories adopted from related literature reviews, which including technocratic category, behavioral category, and economic category. In do aspects, KM performing events consider the following items: changing factors, supporting institution, the practice of levels, knowledge content, and IT assistant. Furthermore, in control aspect, management performance measurements are integrated into this model to develop KM performance measurement indicators which could be used to evaluate KM performance of SMEs.
The following are the contributions of this research:
1. It constructs an integrated knowledge management model based on the management processes, which is divided into KM strategy categories, knowledge management performing events, and KM performance measurement. We also aim our research subjects at SMEs to develop a suitable integrated KM model.
2. We can understand the process and the organization’s conditions about doing knowledge management through this proposed model. This model shows that the organization’s goal and core knowledge characteristics would influence the organization’s choice of knowledge strategies. When organizations choose different KM strategy categories, the performing events’ degree of importance, practice, contents, and performance measurements would be similarity and dissimilarity.
3. The applicability and correction of this model is evaluated through 9 case studies, which also serve SMEs to initiate or perform knowledge management for reference. |
