節能與環保是當今世界各國共同要面對的課題，而解決此人類共同難題所孕育而生的太陽能綠色產業是未來世界的潮流與希望，世界各先進國無不大力推展。而台灣向來致力於高科技產業發展，對於這未來的科技趨勢與產業大餅，從半導體代工、液晶面板及系統模組製造的科技大廠紛紛積極相繼投入。而本研究以半導體通路商T公司為例，以一個營業額百億規模的中型企業，由半導體矽晶圓銷售，切入太陽能矽原料買賣市場，進而建立自有太陽能模組品牌，並在歐洲市場有成功的市場實績，探討個案企業如何成功轉型，並在太陽能產業的新市場中取得競爭優勢。茲提出以下討論問題：1. 半導體通路商跨足太陽能產業的多角化動機與策略思考為何？2. 半導體產業轉型(多角化)跨足至太陽能產業的動態能耐發展及成功因素為何？希望藉此了解企業的多角化策略思考以及如何運用或產生新的能力順利跨足新事業領域。 本研究經由相關文獻探討後，以動態能耐架構，「組織與管理程序」、「定位」、「發展路徑」三構面來分析研究個案企業多角化發展歷程，資源與能力的改變與新生。採用個案研究法深入訪談個案公司相關高階主管，以了解其多角化跨足太陽能產業的實務作為。由個案分析與研究發現得出研究結論如下： 結論一：企業轉型動機為提昇企業價值，實踐永續經營。為延續以往成功經驗，多角化轉型常選擇相關多角化經營策略。 結論二：在組織與管理程序方面，企業多角化歷程中，新事業多會延續原企業的制度與流程。在組織學習與人才培育上，新事業則會偏重外部資源。 結論三：在組織定位方面，相關多角化的發展初期，新事業運用現有資產，能夠快速獲得成功。但是公司的資產定位與優勢，會隨著產業狀況變化而改變。 結論四：在企業發展路徑方面，企業過去發展歷程中的經營策略調整的經驗對多角化經營的發展，有正面助益。 結論五：策略選擇會對企業本身動態能耐造成影響，當企業的經營形態改變，會使公司專屬資產地位的優/劣勢產生變化。 / Nowadays, shortage of crude oil and global warming are major issues that every country in the world must to confront. To solve these problems, all advanced industrial countries are making a lot of efforts in researching and developing alternative energies, including solar energy, which is taken as one of the most effective and mature solutions at the moment. High-tech industries have been well developed and prosperous in Taiwan during past decades. To take the trend of solar energy, many leading companies in semiconductor, LCD panel and computer system manufacturing industries are actively participating in solar industry. This research is to take T-company, one of the major material distributors in semiconductor industry, as example to study how it succeeds in diversification and gets advantages in the new market of solar industry. The major two subjects in this research are as below: 1. What are the motives and strategies for a semiconductor distributor to diversification in order to enter solar industry? 2. What are the success factors and dynamic capabilities needed when a company transforms or diversifies itself from semiconductor industry to solar industry? Case-study method is applied in this research to analyze the actions taken by T-company. To track the diversification and the changes of resources/ capabilities in T-company, the analysis of dynamic capabilities are divided into three dimensions: “organization and managerial processes”, “positioning” and “path of growth”. As a result, the conclusions of this research are as below: 1. The motives of business transformation/ diversification are to ensure the growth and sustainability of corporation. To continue the successful experience, transformation or diversification to related industry is often chosen. 2. In the transformation/ diversification, systems and processes of new business often follow the original ones. As to human resource and professional training, external resources are preferred. 3. Regarding organization positioning, in the initial stage of diversification, the new business has the advantages of using existing resources and reputation to speed up to success. However, the existence of advantages will depend on the industrial situation in the long run. 4. On the paths of enterprise growth, the experiences of strategy adjustment are positively helpful when the corporation goes diversification. 5. The choice of business strategies will influence the dynamic capabilities of a company. When the business model is changing, the advantages/ disadvantages of company exclusive assets will also change.

在有限的資源、人力與時間之內，企業必須立即回應市場。回應的時機、選擇的策略符合，才能進入進階賽繼續在不斷變化的環境下迎戰並回擊。每個企業比喻為一個點，每個企業點的「立基」有大有小，但都有限度。立基面積大可能是贏得上一階賽事的優勢，但下一輪考驗的可能是夠小才能勝出，這時，優勢頓時變弱勢。 進入進階賽中的企業，這一階比的可能是人脈與連結。能在這一輪競賽脫穎而出的靠的可能是將點延伸更遠、可能是將一點變多點、也可能是就近不動卻連結出更大的面。在變動的環境中，選擇最遠、最多或不動的思考與決策天天在上演。在新的戰場上，合作以達到目標，用更快更好的方式進行，用開放與互信的模式取得更多盟友認同，目標不應只是立即獲利的數字，必須著眼長遠的未來。合作其實是另一種模式的競爭，因此，選擇競爭策略的變更時間與力道也讓關係更複雜。 個案A公司從創立至今20餘年，在點的立基上不斷隨著市場的推進或要求而轉變。它經歷了幾次的全球性經濟衰退中洗牌而能站立，或許正因為它的動。它在幾次產業需求變動後仍然站立，也許是因為它的不動。面對下一個賽事，個案A公司能否迅速備戰並且創出下一階更寬廣的優勢？ 本研究透過產業的回顧、企業里程碑的反思、自我競爭能耐的分析，企圖驗證動態能耐理論是否能運用於中小企業。藉由理論與實務的對照，個案公司是否能取得更多具參考價值的建議。 / With limited resources, manpower and timing, corporate needs to respond to market rapidly. Only when the respond timing and selected strategy fit to the situation, corporate then is qualified to enter next race. Compare an enterprise to a dot, it can be big or small but founded with limitation. Big size may be the merit to win this battle, but can turn to a weakness in next race. The next race might be about connections. Strategy to win this race may be connecting farther; one dot to multiple dots, or stands still to wave a bigger sphere. Choosing a decision to either move or still is an everyday task. In the new battlefield, cooperation to achieve goal in a faster, better way to proceed. Win more alliances with open and mutual-trust attitude, we need to focus on long-term future than an instant profit figure. Yet, cooperation is just another form of competition. Decision of when to change the competitive strategy and level of the responding force gets complicated. Case A founded 28 years ago. The position it stands on is moving along with the market force. Maybe because of it’s decision to move that made it survived from several global economic crisis. Maybe due to the decision to hold still that allowed it stays. Question is that if case A is capable to react in the next race and even finds more strength? This dissertation attempts to verify if the theory of dynamic capabilities is applicable to general enterprises from retrospect of the automotive industry, introspect of case A milestones, to self-analysis of its competitive capabilities. By Comparing theory to empirical performance, shall case A achieve more valuable suggestions?

科技的變遷常因新產品或新服務的出現，創造出全新的商業機會及市場，因此容易吸引創業家的加入。此階段通常代表產業位於萌芽期或新興期，是新事業較有機會成功的時期。不過，因預期市場的成長性高，相對來說競爭的對象也非常多。新事業必須發展出獨特的競爭優勢，才能在這樣的環境中存活下來。 　　競爭優勢源自企業的核心能耐，為組織日積月累的成果。視企業的性質而定，核心能耐可自企業的核心資源或智慧資本中發掘而出。目前國內研究與核心能耐相關的文獻，多集中在從現有企業的核心資源中辨識出特定產業的核心能耐；較少有文獻探討核心能耐的形成過程，及其是否受創業時期的管理工作所影響。 　　因此，為探討新事業的創業管理與其核心能耐間的關聯性，本研究希望藉由研究結果回答三點研究問題：(1) 創業家在創業階段應注意哪些管理上的事項？(2) 新事業的核心能耐如何發展而得？(3) 創業家的創業管理決策是否影響新事業核心能耐的形成？ 　　本研究以一家IC設計公司–群聯電子，作為研究訪談的個案，從收集到的次級資料及個案訪談的資料中，先試著整理出個案在創業階段的管理歷程，之後再調查個案在新事業各成長階段的智慧資本累積狀況並從中辨識出個案的核心能耐，最後則分析個案在創業階段的管理決策與其核心能耐形成過程的脈絡。從個案研究的結果得到初步的結論如下： 1.創業家需以階段性的方式思考新事業在各個階段的目標及所需的資源，並針對各階段的需求調整作法。 2.新事業的各種智慧資本會互相影響彼此的累積，創業家需注意智慧資本的平衡發展才能建構出最佳的競爭優勢。 3.創業家在創業階段的管理決策會影響新事業智慧資本的發展，進而影響累積出的核心能耐。 / Technological changes often generate new products or services, and create new business opportunities and markets that attract entrepreneurs. This phenomenon tends to occur at the budding or emerging stage of an industry, where new ventures have a better chance to survive. Since the market has potential high growth, one can expect there would be many contestants competing in it. New ventures must develop a sustaining competitive advantage to succeed in such a perilous environment. For a company, its competitive advantages normally come from its core competences, which were accumulated over time. Depending on the nature of the company, its core competence could be developed from its core resources or intellectual capitals. Studies on core competence conducted by local researchers mostly focused on identifying the core competence of a particular industry, based on the existing core resources of well-established companies. So far, no study had been found that explored the relevance of a company’s core competence formation and its management processes during the start-up stage. In order to understand if the managerial decisions undertaken during start-up stage have any effect on a company’s core competence accumulated, we’d like to use our research results to answer the following 3 questions: (1) What are the key management guidelines an entrepreneur should pay attentions to during the start-up stage of a new venture? (2) How are the core competences developed by a new venture? (3) If the decisions made by an entrepreneur during the start-up stage have any effect on the core competences a new venture develops? In this study, we chose an IC design house – Phison Electronics, as our study case. From the case interview and secondary data collected, we tried to reproduce the management processes in Phison’s start-up stage; then identified the core competences accumulated from the intellectual capitals in each growth stage; finally, by inspecting the results summarized above, we would determine if the core competences of Phison could be traced back to its managerial decisions made at start-up stage. Our preliminary conclusions are as follows: 1.The entrepreneurs need to think stage-wise of their new ventures, and define the corporate goals and resources required for each stage of growth, then make adjustments accordingly. 2.Different aspects of a new venture’s intellectual capitals would influence each other’s developments. Entrepreneurs need to maintain a balanced intellectual capital composition within the company to facilitate the formation of the new venture’s competitive advantage. 3.The management decisions entrepreneurs made in start-up stage would affect the development of intellectual capitals in later stages, thereby affecting the accumulation of core competences.

企業如何於競爭劇烈且快速變動之產業環境下，發展出相對應之策略及差異化活動，是建構長期穩定獲利模式之關鍵；而動態能力(dynamic capability)的觀點便是強調企業為了獲取持續性的競爭優勢，必須不斷地偵察產業環境的變化，調整組織內外部的資源結構，藉以因應環境的各種異動。為深入了解動態能力的演化過程，本研究即以成功跨足貿易以及零售產業的特力集團為個案公司，探討在變化萬千的產業環境下，其如何於不同成長階段中轉變其策略定位，輔以動態能力的演化，以及在上述變化下，組織結構運作的調整過程，最後終於成為引領產業的全方位服務提供者。 / The key for a business enterprise to establish a steady long term profit model is the ability to develop responsive strategies and diversity activities in this highly competitive and fast moving industrial environment. According to the theory of dynamic capability, in order for an enterprise to have a continual competitive advantage it should both constantly observe changes in the industrial environment and adjust the structure of the internal and external resources accordingly. This will then allow an enterprise to better respond to these changes. In order to comprehensively understand the development of the theory of dynamic capability, this study will analyze the Test Rite Group as the main subject of the case due to their success in the trade and retail industries. As part of the analysis, the study investigates how the Test Rite Group manages to adapt their strategies and structure of their organization in an ever changing industrial environment which ultimately resulted in leading the industry as an omni-directional service provider.

以技術為基礎的研發型中小企業，必須跨越資金技術無以為繼的「死亡之谷」，橫渡物競天擇適者生存的「達爾文海」方能夠將技術商品化，經過市場的考驗，成為真實的企業。而研發型生技公司更是面對嚴苛的挑戰。 個案公司在種子期主要提供學研單位「分子生物學實驗技術服務」，由於技術的專精與服務業思維及行銷活動的導入，在初期獲致成功。其主要的策略為：培養技術能力，建立商業模式，獲得穩定收益。 由於新設備的導入，造成市場成為軍備競賽並且削價競爭，進入創建期，個案公司無足夠資源應戰，透過核心能力的延伸與再利用，成功轉型成為「專案合約研究」的提供者，並且開始透過產學合作、技術轉移與產品研發，建立研發能量，跨入水產檢測產業，找到下一個成長動能。 進入擴充期，個案公司盤點其核心能耐，重新定位為橋接學研界與產業界將技術商品化的「中介者」，並調整發展方向「聚焦於農業生技領域」，積極投入分子檢測產品以及動物用生物新藥之開發。同時，透過「實驗室品質系統」、「研發管理架構」以及「技術策略地圖」的導入，不斷培養組織之核心能耐，並靈活運用產學合作、技術轉移進行開放式創新。 個案公司所採取的是「以能耐為基礎的成長策略」，透過以能耐延伸與能耐建構活動為主軸，將兩活動平衡運用，有效進行資源的佈局，求取穩定成長。因此個案公司始終能夠堅持其發展方向，以其能耐為發展的基礎。而個案公司的成長歷程中靈活的運用「開放式創新」，並成功的成為「開放式經營」的企業。目前已「融入創新流程之經營模式」並朝向第六型「適應性平台之經營模式」之開放式經營企業邁進。 為了能夠能夠幫助企業跨越死亡之谷、橫渡達爾文海，本研究提出「荒野冒險求生密技」。此密技包含了冒險者的「內在能耐」以及隨身的「必須工具」包括：冒險求生的信念與意志、體能技巧與吳段成長累積的能耐、火種與運用資源解決問題的能力、地圖與指北針、食物與飲水以及手電筒與望遠鏡。若能活用此密技將能大幅提高以技術為基礎的研發型中小企業成功的機會。

針對台灣企業策略發展的研究重點，學術上經常以產業生命週期、產業結構、產品與市場做為出發加以探討。而本篇研究將會從經營模式的要素來剖析企業如何建構核心能力與競爭優勢，並藉由經營模式的演進，持續強化核心能力及擴大事業範疇，使企業能夠持續成長。此外，本篇研究也將致力探討核心能耐建構與延伸、開放式經營模式間以及兩者間的關係。並期能透過一整合性的分析架構，供企業主在實務之策略制定做為參考及評估方向。 本研究採取的是個案研究方法。個案研究法中對於個案的選擇，並非重其全面性與系統性，而是重在選擇有代表性與對比效果的個案，以獲得較為豐富的個案內涵以供對研究議題之深究。本研究選擇的個案公司基亞生技，係台灣少數成功將新藥發展至臨床試驗三期、具有多個事業體系及國際市場佈局之新興生技公司，作為本研究之個案分析公司。 本研究得到之結論為，企業在成立初期資源不足之條件下，除了利用差異化的定位來改變競爭場域之不利因素外，亦可透過開放式的經營模式擴大公司疆界，借助外部價值網絡提供的資源，以助企業建構策略性資產並提升能耐之價值，並成為產業內重要價值活動之供給者。除此之外，系統性的核心能耐延伸，提供企業取得新能耐與發展新事業的重要基礎，亦使得開放式經營模式的成效加倍。即便企業並未具備龐大的資源或資金，亦可在此模式下與外部組織互補合作，藉由產業價值鏈的接力與分工，同樣具備挑戰大型及國際市場的能力。

電子業在近20年來在台灣蓬勃發展，不論是上游的晶圓廠，IC設計，中游的半導體製造業，乃至於下游的電子產品製造業，在全球市場裡皆佔有一席之地。在整個產業鏈之中，半導體製造業在2008年的銷售額達到255 Billions,其中半導體通路商就佔全部銷售額的30%以上，半導體通路商在產業鏈中的地位是相當的重要。 半導體零組件通路商在整個產業鏈扮演著何種角色呢？半導體零組件通路商必然能對上游供應商與下游的電子製造業提供價值，並且具有其競爭優勢，以存活在這競爭的產業，因此本研究採用個案分析方式針對亞洲最大的半導體通路商與日系半導體通路商進行研究探討，主要的研究發現有： 1. 以實際量化的方式半導體電子零件通路商對供應商與客戶的價值。 2. 從半導體產品價值鏈依不同類型供應商/通路商/客戶歸納通路商的策略類型為規模經濟型、技術本位型以及特殊關係型。 3. 規模經濟型、技術本位型以及特殊關係型三種不同類型的通路商所具備的競爭優勢。 4. 在動態的環境下，不同類型的代理商如何跨足其他類型的通路商，並且從成功案例之中了解其策略為何。 / In the past 20 years, Electronics industry flourishing in Taiwan, from the upstream wafer manufactory, IC design, to the middle reaches of the semiconductor manufacturing, as well as in the downstream electronic products manufacturing, both in the global market place. In the whole semiconductor supply/demand chain, the semiconductor manufacturing industry in 2008 achieved sales of 255 Billions, in which the semiconductor distributors accounted for more than 30% of total sales. This shows the important of semiconductor distributors in the semiconductor industry. What is role of distributors in the industry? Distributors must be able to provide value to upstream suppliers and downstream customer – the electronic manufacturing industry, and has its competitive edge to survive in this competitive industry. So this study used case study approach targeting the largest semiconductor distributors in Asia and the Japanese semiconductor distributor to conduct research into, the main findings are: 1. Practical way to quantify the value of semiconductor distributor to the supplier and customer. 2. Base on different types of suppliers / distributors / customers to induction distributors strategy type of the semiconductor value chain. As “Economies of scale”, “Technology-based model”, and “Special relationship”. 3. The competitive advantage of “Economies of scale”, “Technology-based model”, and “Special relationship”. 4. In a dynamic environment, how the different types of agents to branched out into other types of distributors? And identify the strategy from the success stories.

本研究之目的,旨在探討PDM對台灣3C產業研發管理的影響. 先從台灣3C產業研發管理所涉及之組織環境,核心能耐,及組織與知識創造的關聯性做番檢視, 再將主題PDM對焦在研發管理的創新活動中, 復以流程的構面觀點, 透過個案訪談及實驗分析, 理出PDM對研發管理影響之脈絡如下: 一. PDM導入時,進入障礙傾向來自: (1) 研發人員心理. (2) 既有流程漏洞. (3) 橫向協調不易. 二. 需配合的推動要素傾向: (1) 技術系統客製. (2) 流程改造. 三. PDM對研發管理的直接助益傾向: (1) 團隊協同. (2) 專案導向. (3) BOM管理. (4) 既有資料庫整合綜效. 四. A公司導入PDM後, 組織能耐在 (1) 程序效能 及(2) 研發時程進度掌控上, 皆有可觀的進展. 領悟與啟示-----PDM真正帶給研發管理最大的助益, 在於 : 它會刺激我們省思, 加速改造流程..... / Abstract The purpose of this research is to explore the affections of PDM on the Research & Development management, in the environment of Tai- Wan`s 3C industry. Starting from viewing the environments of innovative organizations, Core competencies, and the relationship between the organization and Knowledge creating. Then, focusing the subject PDM on the innovative Activities of Research & Development management. And in the process Point of view, via interviewing of several parties together with experi- ment analysis, to sum up the veins of the affections of PDM on the Re- search & Development management as following : 1. When introducing the PDM system, the entering obstacles tend to cause from : (1) The psychology of Research & Development peoples. (2) The defects of existing processes. (3) Horizontally coordinating being not easy. 2. The key promotive factors to be operated in coordination tend to be : (1) Technical system customization. (2) Process reconstruction 3. The direct benefits of PDM for Research & Development management tend to be : (1) Teamwork co-ordination. (2) Project oriented. (3) BOM management. (4) The interated synergy of existing data banks. 4. After conduting the PDM system, the competencies of party A in the areas of (1) Process efficiency and (2) Research & Development sche- dule control perform conspicuous improvement. Inspiration ------ The most benefit of PDM truly impacts on Research & Development management is : It will stimulate us to make a self-exa- mination. To speed up to improve our process …….

台灣消費性電子產業和以往在資通訊電子產業的經驗，有極大的不同。以往廠商只要在Wintel架構下，依循主流設計發展產品，做個快速的跟隨者，只要掌握製造優勢的條件，往往就能創造硬體產品的興盛。然而，對於沒有共同平台、沒有主流設計的消費性電子產業，這些都不足為憑，只有不斷推出令人驚艷的創新產品，才是價值創造的最大根源。因此，消費性電子產品的創新，不僅來自於豐富的專業的創意，更需要仰賴極致的技術和管理開發的效率。 本研究的目的，旨在探討台灣的企業邁向消費性電子產業的產品創新模式，這種模式必須整合不同的技術、發揮想像力、提高產品開發管理能力及運用企業內外資源等要素。其中，尤以培養創新的組織文化，是企業突破窠臼的重要因素。 本研究，透過單一公司的深入分析，將其創新能力的育成，分為內部管理機制及外部技術資源的運用兩個構面，並以國際大廠做為互補性資產，將破壞性創新產品巧妙的與市場連結，而推展到消費者手上的成功經驗。在研究中，內部管理機制方面，分別探討企業內部的創新平台與組織文化；在運用外部技術資源方面，則討論技術吸收的模式與策略夥伴的幫助。最後，對創新成果做進一步的檢驗，並對此一創新模型的複製與應用提出建議，以提供業界進行消費性電子產品創新管理與發展之參考。 / There are enormous different experiences between consumer electronic industry and IT Industry in Taiwan. In the past, as long as a maker keep himself as a rapid follower under Wintel design concept and grasping the manufacturing advantages, the make normally can easily create a booming market of hardware products. However, that is not enough for the consumer electronic product as there is no standard platform or main stream to follow, thus the true value can only created by the continuous new shinning products innovation and development. Thus the innovation of consumer product is not only from the creativity, it also relies on the ultimate technology and high efficiency of product development. The purpose of this research is to investigate the innovation model of Taiwanese enterprises in consumer electronic industry. This model has to integrate the various technologies, to extend the imagination, to manage the ability for product development and to utilize the internal and external resources; especially to cultivate the creative culture is the key factor for a company. This research adapts the detailed analysis of single company, whose incubates its ability by internal management mechanism and utilization of the external technical resources. To leverage the global firm’s market power as complementary assets, promotes the disruptive innovation product to consumers. In terms of internal management mechanism, discusses the internal innovation platform and organization culture. The other hand of utilizing the external resources, discusses the ways of technical knowledge learning and the support from the strategic partners. In the end, do the further exam on the innovation results, and offer the opinion on the duplication and application for the model. This could be a reference for product innovation and management of consumer electronic industry.

知識經濟的時代，企業最重要的資產是「人」與「知識」，如何運用與積蓄這兩項資產，對企業的持續競爭力有關鍵性的影響。本文以知識管理的文獻探討為基礎，從中萃取出攸關的議題，以問卷調查的方式來收集相關資料，並透過統計檢定方法來分析資料，以發掘事實。這些攸關的議題共有八項，分別為：一、鼓勵員工勇於表達自己意見與想法的文化（組織的文化），與員工勇於表達自己意見與想法的行為（組織的行為），彼此是否為正向相關。二、高階主管主動傳授知識與技能的行為（主管的行為），與員工彼此分享知識與技能的行為（部屬的行為），彼此是否為正向相關。三、金錢、名聲、交情與互惠，這四項影響「知識分享意願與行為」的因子，其影響力的強弱順序為何。如果我們能釐清這四項因子影響力的強弱順序，則可據此設計出更為有效的激勵制度，將知識分享所產生的綜效極大化。四、是否超過半數的受訪者，無法容忍一個問題的解決方案，是處於模稜兩可、曖昧不明的狀況。五、當理性的分析結果與當事人的直覺相互衝突時，是否超過一半的受訪者，選擇相信理性的分析結果。議題四與五，主要是由認知風格的差異，來探討人才的多樣性。六、是否超過一半的受訪者，認為管理階梯的社會評價較高，以及肯定技術階梯職位具有激 勵效果。七、是否超過一半的受訪者，無法確定公司是否具有概念傘。八、個案公司的知識管理現況為何。 根據上述八項議題所發掘而得的事實，以及個案訪談所得之資料，本文提出了一個能夠有效活絡知識創造與能耐積蓄的平台，該平台包含五大建構單元，分別為：一、建立優質文化。二、落實雙軌生涯制度。三、建立知識管理專員制度。四、建立系統化的流程來引導知識創造與能耐積蓄活動。五、落實知識管理的配套措施。我們相信，企業藉著由五大單元所建構而成的平台，必可建立企業獨有的環境與氛圍，以利企業核心能力的滋長。最後，本文期盼該平台能為企業界提供實踐的重點與方向，成為一個最佳實施例的範本，並對有志於知識管理的人士，提供智識上的啟發，如此則已達成本文之目的。 關鍵詞：知識管理、企業概念傘、雙軌生涯制度，知識創造，能耐積蓄 / In this knowledge economic era, “people” and “knowledge” are very essential to keep the enterprises’ sustainable competence. Hence, based on the survey of books and papers about knowledge management, this thesis distills diverse perspectives and best practices into eight issues for further study, they are as follows: (1) Is there any positive correlation between “organizational culture” and “organizational behavior”? For an organizational culture that encourages people to express their opinions and ideas without any concerns, can we really have the distinguishable perception that people really behave so in this circumstance? (2) Is there any positive correlation between “managers’ behavior” and “subordinates’ behavior”? If managers are willing to mentor subordinates, willing to share their knowledge and skills, can it become a driving force to make subordinates behave the same? (3) As we know, money, reputation, friendship and reciprocal, all these four factors affect the extent of knowledge-sharing willingness and behavior, but can we figure out the strength order of these four factors? If we can, then we may devise a better, more effective incentive system to maximize the synergy of knowledge-sharing. (4) If the solutions to a problem are ambiguous and equivocal, is it true that more than half the people can not accept this situation? (5) If the rational analysis conflicts with your instinct, which one do you trust? The issue 4 and 5 are actually discussing the varieties of cognitive style. (6) For dual career ladder, is it true that more than half the people give higher evaluation to managerial ladder than technical one? Is it true that more than half the people regard the technical ladder as an incentive? (7) Is it true that more than half the people who are not clear about the concept umbrella of the company? (8) Based on nine indicators about knowledge management, conduct surveys of the four cases, and try to find out the strength and weakness of each case. By the data analysis and case studies, this thesis has found out several facts, and then proposes a platform for knowledge creation and capability building. The platform is composed of five units, they are as follows: (1) Instill good and appropriate cultures. (2) Put dual career ladder into practice. (3) Establish knowledge steward system. (4) Establish systematic procedure as the guide for the knowledge creation and capability building activities. (5) Find out the necessary auxiliary measures for knowledge management, put them into practice. With the platform constructed by the five units, we believe that each enterprise is able to construct a unique environment and atmosphere of its own, which in itself is beneficial to nurture and consolidate the core competence. Finally, we hope this thesis has shed light on the enterprises, and provided some intellectual stimuli for those people who are interested in knowledge management. Keyword: knowledge management, dual career ladder, concept umbrella, knowledge creation, capability building