The Relationship between Taiwanese Companies¡¦ Global Knowledge Management and Their Human Capital Abstract After Taiwan enter WTO, every restriction will be removed. Under environment of free trade of every resource, Taiwanese companies going to the International and Global operation will be the ongoing tendency. To accumulate existing knowledge effectively and exploit new knowledge continuously will be the key point to international corporation¡¦s success. How to build the global knowledge management will be the focus of future¡¦s global competition. ¡§Human being¡¨ is the main source of knowledge creation, also the main role under the process of knowledge management. Human-based corporation emphasize on human capital¡¦s accumulation, growth, and this is the main source of corporation¡¦s continuous improvement. This research gathered primary data through interviews. After interviews, try to analyze and categorize these primary data, then get the propositions. After comparison among five corporations, this thesis could get the three following dimensions of propositions: ¤@¡B Multinational corporation¡¦s global operation strategy Proposition 1: The higher innovative tendency of overseas subsidiary, the more complexity of global operating function they are, and the more overseas workers they have. Proposition 4: The greater corporations using technical tools, the faster corporations going global operation. ¤G¡B Multinational corporation¡¦s global knowledge management Proposition 5: Innovation-based international corporations will be more promise based of organization orientation during knowledge management process. Proposition 9: International professional knowledge will be spread by informational technology; international marketing and management knowledge will be spread by people¡¦s direct interaction. ¤T¡BGlobal knowledge management and Human capital Proposition 2: The more human capital input corporations have, the better innovation and skilled ability corporations have, and would be also care more about getting overseas potential employees. Proposition 7: The more important corporations¡¦ overseas marketing knowledge are, the more marketing employees hired locally. Proposition 3: The higher senior managers¡¦ international and professional level are, the faster corporations¡¦ globalization process are. Proposition 6: The more famous international corporation¡¦s senior managers are, the more attractive to overseas professional and managerial employees. Proposition 8: Corporations¡¦ tacit knowledge would be accumulated by human being through training, and explicit professional innovative knowledge would be accumulated by patent. Proposition 10: The more innovative corporations are, the more opened corporations culture are.

People who have better relationship and help each other in an organization will be helpful to an organization, because they will have higher sharing willingness. Knowledge is not like the tangible products that we¡¦ll lose them if we share them with other people. In contrast, we can enhance the value of knowledge by sharing. Because human resource strategy is relative to everyone in an organization, and knowledge-oriented culture and knowledge sharing obstructions will also effect the knowledge sharing willingness, this thesis focus on the relationship among human resource strategy, knowledge-oriented culture, knowledge sharing obstructions, and knowledge sharing willingness. I use inducement strategy, investment strategy, and involvement strategy addressed by Dyer & Holder (1988) as foundation to analyze the difference of these strategies in knowledge sharing willingness. And I use eight characteristics of knowledge-oriented culture addressed by Wu (2001) as a moderator between human resource strategies and knowledge sharing willingness. Moreover, I also summarize knowledge sharing obstructions from literature and use factor analysis to divide many obstructions into four types to understand the relationship between sharing obstructions and knowledge sharing willingness. The four types are obstruction of interaction and development, obstruction of resource providing, obstruction of self satisfaction, and obstruction of communication. The samples are employees and managers of human resource department. After statistic analyzing, the results are summarize as following: 1¡BIn human resource strategies, inducement strategy has more influence on knowledge sharing willingness than investment strategy. 2¡BIn knowledge-oriented culture, higher degree of professionalism and openness, initiative of learning, experience sharing, and relationship and harmony will help involvement strategy to cause higher knowledge sharing willingness. 3¡BIn knowledge sharing obstructions, obstructions of cooperation and development, resource providing, and self motivation will influence knowledge sharing willingness. And obstruction of self motivation has stronger influence. 4¡BHuman resource strategies and knowledge sharing obstructions a.Using inducement strategy will cause fewer obstructions of cooperation and development, resource providing, self motivation, and communication. b.Using investment strategy will cause fewer obstructions of cooperation and development and resource providing. 5¡BKnowledge sharing obstructions and the interaction of human resource strategies and personal and organizational characteristics a.When using involvement strategy, people with longer seniority will cause fewer obstructions of resource providing. b.When using inducement strategy, high-tech enterprises will cause higher obstruction of communication. c.When using involvement strategy, foreign enterprise and joint venture will cause higher obstruction of communication. According to the conclusion, this thesis proposes some ideas and recommendations to relative authorities and following researches.

This research observes a science teacher¡¦s first experiment of technology integration into teaching. Data are also collected from interviews with the teacher and students. This case study aims to 1) depict what it means to an elementary school teacher to integrate information technology into teaching, 2) observe during the teaching process what preparation a teacher did, what problems one encountered, and what adjustments to make afterwards, 3) analyze actions a teacher took to integrate information technology and the meaning behind the actions, 4) clarify the role of knowledge transformation played in the process of technology integration into teaching. Based on one-semester observations and interviews, the data coding and interpretation suggests the following four findings: 1. The significance of technology integration into teaching lies in creating circumstances for students¡¦ critical thinking and the evaluation of information instead of emphasizing the use of information technology as indispensable tools for teaching and learning. 2. Before integration, the impact factors are a teacher¡¦s competences in effective search for WWW resources search and in relating resources with teaching materials. In the midst of the integration process, obstacles include the timing for integration, the characteristics of interdisciplinary subjects, students¡¦ computer literacy and the improper motivations for technology integration. After the integration process, the primary modification for the case study teacher is to adjust the sequence of teaching process to match his own computer class schedule. 3. Overall, in the process of technology integration, actions are the combinations of a teacher¡¦s beliefs and other incidents happened in the process. The actions mean the assimilation and transformation of a teacher¡¦s beliefs and the expectation of teaching. 4. The more the teacher knowledge is transformed into action, the more the teacher knowledge become solid. The future study is suggested to focus on how the teacher¡¦s teaching competences and experiences can combined with information technologies as well as to explore elements of effective teaching methods and models for technology integrated instruction.

With the advancement of technology, knowledge management (KM) has become more and more important in research and practice. In the research of KM, researchers believe that organizations are abundant in knowledge, and the sharing of knowledge can utilize knowledge well. Therefore, how to share knowledge stored in organizations and individuals is the most important issue. Recently, firms take outside resources as potential sources of firm-addressable knowledge. By interacting with customers constantly, firms can get lots of valuable information and knowledge, such as market information, professional experiments and communication skills. Our research selects knowledge intensive service firms as the subject of research and tries to understand the processes of interorganizational knowledge sharing within the development of the information project. First, from literature review we found that knowledge sharing is affected by four factors: project¡¦s background, characteristics of organizations, characteristics of knowledge, and characteristics of tasks. Because the processes of knowledge sharing are dynamic and complex processes, and there is no a well-defined framework, this research is an explorative research, using qualitative research method to carry out this research. This research uses multi-case research method to collect data from individual interviews and official documents. To analyze the data, we choose grounded theory as an analysis method to induce an explanative framework from our data. This research analyzes data from two aspects: affecting factors and stages of the project, trying to understand the factors affecting cross-organization knowledge sharing method and the progress of knowledge sharing in different stages of the project. We also found that information department will change the processes of knowledge sharing and two variations are found. Finally, this research concludes that the information department plays the very important role as a mediator for knowledge sharing, and firms can adopt it when there is a knowledge gap between firms and their clients.

Nowadays, due to the dynamic changes in global market, the enterprise¡¥s competition was not any more ¡§ enterprise to enterprise ¡§and will be ¡§supply chain to supply chain¡¨. Therefore, the visibility and efficiency of the supply chain management are more and more important under the global economic system. Under the globalization age of the knowledge economic, the knowledge will be quickly acquired and effectively control that is one of the route to create the value and to master the advantage of the competition for enterprise. The supply chain management how to integrate knowledge management has become an irresistible for the development of supply chain management Accordingly, this research intends to construct an relationship model for appling supply chain management to integrate knowledge and enterprise management performance. After that , then we analyzing the impact of supply chain management to integrate knowledge management on enterprise management performance by case study. According to the study, we find there will be more efficient for supply chain management when the enterprise applies supply chain management to integrate knowledge management. To use this model, the enterprise , customer and supplier will establish a good partnership and information sharing frame to response to customer requirement promptly. The enterprise will have a management performance. The supply chain management integrates knowledge management, besides improving the efficiency of supply chain management, also representing the value of knowledge management.

Knowledge is a strategically important resource to improve competition superiority of an organization. It plays a vital role in healthcare enterprises where knowledge is widely used as the major part of their basic resource. The rapid growing in medical laboratory technology has also enabled this field to be highly professional and knowledge¡Vintensive. To maintain the accuracy and credibility of the documentation and to improve the quality of the service, the personnel in a medical laboratory have to preserve and share their knowledge through the invisible process of creation and dissemination in a highly efficient way. It is considered of great benefit to improve the efficiency of knowledge management in a medical laboratory. We conduct a study to focus on improving the efficiency of knowledge management in the operation of a medical laboratory. We studied the application of knowledge management in a medical laboratory in a military hospital in southern Taiwan. The actuator elements of knowledge management from Arthur Anderson¡¦s model, consisting of leadership, enterprise¡¦s culture, information technology and performance appraisal, were used to construct a questionnaire. The questionnaires were mailed to chiefs of medical laboratories in medical centers. The opinion of personnel in the medical laboratory of a military hospital was surveyed with the questionnaires. We tried to find out the obstacles of promotion, key success factors and case strategy in knowledge management and build up strategy of promotion and performance measurement. Result: I. The current promotion obstacles in the medical laboratory A. The leading three ones are lack of incentive and objective evaluation in performance measurement dimension, lack of community in organizational culture and lack of integration in information technology dimension. B. The least three ones are lack of dedicated team in information technology dimension, unwilling to share in organizational culture dimension and lack of insight in leadership dimension. II. The key success factors in the promotion of knowledge management in the medical laboratory: The priority is the cognition and endorsement of executives, the willingness to communicate and share, and education and training. Finally, a strategic map was constructed according to balanced score card theory in the hope of creation of a reference in knowledge management in the medical laboratory.

<p>In order to stay competitive, companies need to take into account many different aspects such as Knowledge Management (KM). Knowledge sharing (KS) is an important aspect in the field of KM. Organizations today increasingly recognize the need to support, in one way or another, knowledge sharing amongst employees. Employees and specifically managers are searching, testing and using various proactive interventions to facilitate knowledge sharing. By effectively enhancing knowledge sharing a company can develop a higher degree of competitive advantage.</p><p>The purpose of our thesis is to make recommendations for how knowledge sharing may be improved amongst the sales representatives in the sales department at a customeroriented company, Arctic Paper. In order to fulfil this purpose and to present a reliable and valid report a qualitative analysis method was used. We wanted to get a deeper understanding of the chosen subject matter in this company and therefore conducted the interviews in a semi-structured manner in order to have the flexibility to follow up the interviewed participants perceptions and thoughts.</p><p>Conducting the interviews on the two levels, strategic and operational, turned out to be rather informative. We found that the view on the chosen subject, knowledge sharing, differed in the two levels. There seemed to exist a notion of problem-free view on the higher level of the company, while the employees on the operational level could more easily target the main problems that they face. The most evident problems regarding the sharing of knowledge in the Sales Department concerns the tacit knowledge, since this is prevalent here and do not have structured means of transfer among the sales representatives and therefore easily can get lost. The informal direct sharing of knowledge causes loss of information and errors in production and delivery. Drawing from this we have gathered some recommendations for the company to consider, which will be presented in the study. Some of the most important recommendations that we could conclude deriving from the probelms concerns the transferring of a certain amount of tacit knowledge into explicit, which means paying more attention to the process of externalization from Nonaka’s model which we present in the our Frame of Reference.</p>

Thesis (M.A.)--Trinity Evangelical Divinity School, 2001. / Abstract. Includes bibliographical references (leaves 166-173).

Thesis (Ph. D.)--Open University. BLDSC no. DX239030.

Thesis (M.S.)--Naval Postgraduate School, 2002. / Thesis advisor(s):Mark E. Nissen, Kenneth R. Dombroski. Includes bibliographical references (p. 109-113). Also available online.