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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

不同創新類型之知識資源建置過程研究

劉俊毅, Lu,Chun-Yi. Unknown Date (has links)
Peter Drucker於1993 年在其著作中指出,在新的經濟體系裡,知識並不是和人力、資本或土地等並列為製造資源之一,而是唯一有意義的一項資源,在一個以知識為基礎的社會裡,最根本的經濟資源,不再是資本或自然資源,也不再是勞力,取而代之的是知識。既然知識是最重要的一項資產,企業就應該花更多的時間來管理知識,才能為企業帶來創新並創造價值。因此企業如何有效的創造和應用知識,就成為經營管理的主要手段(Soo & Park,1999)。而知識也逐漸被視為一種策略性的資產,知識的取得、整合、儲存、分享和應用為企業建立競爭優勢的必備能力(Zack 1999)。 Grant (1996)進一步提出知識基礎理論,他認為動態競爭環境的成功的要訣,就是將組織能力視為一種知識整合之方法,並且認為知識是組織最重要的策略性資源。不管是任何產品,無形或是有形的產品其背後的基礎都是知識智慧的累積,因此以知識為基礎的創新,是決定企業成功的關鍵因素。 本研究嘗試從知識基礎論的角度出發來探討在不同的創新類型之間,應採用何種的知識流通模式與知識整合機制較容易成功,研究方法採用質性研究之個案訪談法,研究對象為知識密集產業,總共訪談了八位高階主管,並將之整理成四個個案,經由分析歸納後得到以下幾點結論。 一、技術創新所需的知識屬性偏向於專屬性高;管理創新所需的知識屬性偏向於內隱性低。 二、知識屬性會影響創新過程中的知識取得與流通模式。當知識屬性為路徑相依性高時,組織的知識與流通傾向於採用內部自行發展;當知識屬性為路徑相依性低時,組織的知識與流通傾向於採用外部知識來源。 三、知識的取得與流通模式並不會對創新類型造成顯著影響,這是因為知識的取得與流通若要對企業創新造成進一步的影響,尚須配合組織本身的吸收與整合機制以及組織內部知識創造的過程,才能有效的進行企業創新。 四、創新類型與知識屬性會影響創新過程中的知識吸收與整合。當創新類型為技術創新,知識屬性為內隱性高、專屬性高時,組織的知識吸收與整合機制傾向於採用多方面的模式,包括了個人知識整合、團隊交流與文件化;當創新類型為管理創新,知識屬性為內隱性低時,組織的知識吸收與整合機制傾向於採用單方面的模式,而且多為團隊交流。 五、企業所擁有的互補性資產越高越有利於創新,從個案中發現企業若擁有良好的互補性資產,則在取得知識後,越能快速的進行企業創新。 六、不同的創新為企業所帶來的效益也不同,研究發現技術創新(產品創新與製程創新)為企業所帶來的效益通常是局部的;而管理創新(組織創新與策略創新)為企業所帶來的效益通常是全面的。 / Peter Drucker refer to knowledge, not compare with manufacturing resource such as labor or capital or land, is the only meaningful resource in new economy system in his writings in 1993.The fundamental economic resource in knowledge based society is not capital or natural resource or labor but knowledge. The enterprise should spend more time to manage knowledge since knowledge is the most important assets. Thus knowledge could bring innovation and create value for enterprise. Therefore, how to create and apply knowledge effectively has become a major issue for business administration(Soo & Park,1999). The knowledge has been regard as a strategic asset gradually. The acquisition, integration, accumulation and diffusion of knowledge is a necessary capability of enterprise to build competitive advantage. Grant refer to knowledge based theory further in 1996.He consider the successful method in dynamic competitive environment is to regard organization capability as a method of knowledge integration and knowledge is the most important strategic resource of organization. The fundamental of all product, visible or invisible, is the accumulation of wisdom. Therefore, the knowledge-based innovation is the critical point of enterprise’s success. This thesis try to discuss what kind of knowledge-diffusion model and knowledge-integration model would easily success in different innovation type from knowledge-based theory. The research methodology is case study of quality method and research target is knowledge intensive industry. The research has interviewed eight managers and concluded four case. Finally, we have some conclusion below : 1. The knowledge of technical innovation is partial to high specificity; the knowledge of managerial innovation is partial to low tacit. 2. The character of knowledge would influence knowledge acquisition and flow model. When character of knowledge is partial to high path dependent, the knowledge acquisition and flow model is partial to develop by enterprise itself;When character of knowledge is partial to low path dependent, the knowledge acquisition and flow model is partial to acquire from outside. 3. The knowledge acquisition and flow model would not influence innovation type obviously. If knowledge acquisition and flow model would influence innovation type obviously, it should match up with organization’s absorptive and integrative mechanism. 4. The innovation type and knowledge character would influence knowledge absorption and integration during innovation process. When innovation type is partial to technical innovation and knowledge character is partial to high tacit and high specificity, then organization’s absorption and integrative mechanism will be partial to adopt all-around methods, include personal knowledge integration, organizational communication and documentlization. When innovation type is partial to managerial innovation and knowledge character is partial to low tacit, then organization’s absorption and integrative mechanism will be partial to adopt one-way method, such as organizational communication. 5. The more complementary assets enterprise have, the easier enterprise to innovate. If enterprise have higher complementary assets, then they could proceed innovation immediately after acquire knowledge. 6. The different types of innovation bring different benefit to enterprise. We find technical innovation(product innovation and process innovation)bring partial benefit to enterprise, and managerial innovation (organizational innovation and strategic innovation)bring all-around benefit to enterprise.
2

Product development sourcing strategies over technology life cycle in high-tech industry

Shahmarichatghieh, M. (Marzieh) 21 April 2017 (has links)
Abstract The main objective of this study is to observe product development sourcing strategies over technology life-cycle stages, including assessing evaluation conditions and strategy formulating models. This dissertation approaches product development sourcing from the perspectives of 1) main concepts of product development and technology life-cycles, 2) mapping product development activities over technology life-cycles, 3) mapping product development sourcing over technology life-cycles, and 4) a decision making flowchart. The individual findings are further synthesised and a three dimensional view to analyse the strategic positioning of technology, product and market development as a core context of the organisation is presented. This as it is proposed that the product development sourcing strategies should be analysed and decided according to strategic positioning of the technologies, products and markets and based on the related life-cycle phases. Different product development sourcing strategies can increase the competitiveness of the company by effectively managing critical knowledge of the technology and product development resources. The dissertation is qualitative and inductive in nature and is based on both, reviewing the literature and interviewing experienced industrial managers. The empirical material is based on semi-structured interviews with R&D managers and meetings with R&D directors. The study was realised by investigating historical data on product development activities and sourcing strategies of one of the high-tech industry leaders over four technology generations. The technology evolution of all the generations are considered and the collected data is analysed to understand if there are any significant relationships with the literature based findings. The analysis consists of five individual publications and related synthesis in this compilation. The principal results of this study is a product development sourcing framework (PDSF) proposing how product development sourcing strategies could be managed according to technology maturity levels by considering the specific needs and motivations of each prevailing situation. This necessitates the understanding of the characteristics of different technology life-cycle stages, and evaluating product development activities. This study points out how different models can be utilised to support the evaluation. As a result, various factors can be used to support the product development sourcing decisions for each specific situation, whereas strategy formulating theories are also beneficial as a support for these decisions. The main implications include providing a structure, PDSF, to support managers in their decisions on product development activities and sourcing strategies. The created PDSF is an amalgam of seven technology life-cycles that enable cross-functional investigations over each technology with market penetration situation, manufacturing capabilities, product development factors, and sourcing capability factors of all technology products. Aside providing support for selecting suitable product development sourcing strategies, this study may also ease the considerations over killing unproductive projects and unprofitable product lines. / Tiivistelmä Tämä tutkimus tarkastelee tuotekehityksen hankintastrategioita teknologioiden, tuotteiden ja markkinasegmenttien eri elinkaarivaiheissa. Väitöskirja lähestyy tuotekehityksen hankintaa seuraavista näkökulmista: 1) tuotekehityksen ja teknologioiden elinkaarien pääkonseptit, 2) tuotekehitystoiminnat teknologianelinkaarien vaiheissa, 3) tuotekehityksen hankinnat teknologianelinkaaren vaiheissa, ja 4) päätöksenteon vuokaavio. Yksittäiset löydökset on edelleen syntetisoitu ja kolmiulotteinen näkemys teknologioiden, tuotteiden ja markkinoiden kehittymiseen on esitetty keskeisenä kontekstina organisaatioille. Väitöstutkimus esittää että tuotekehityksen hankintastrategiat pitäisi analysoida ja päättää perustuen teknologioiden, tuotteiden ja markkinoiden strategiseen positioon elinkaarivaiheissa. Erilaiset tuotekehityksen hankintastrategiat voivat parantaa yritysten kilpailukykyä teknologioihin ja tuotekehitysresursseihin liittyvän kriittisen tiedon tehokkaan johtamisen ansiosta. Väitöskirja on luonteeltaan laadullista tutkimusta hyödyntäen induktiivista päättelylogiikkaa perustuen sekä aiemman kirjallisuuden tarkasteluun, että empiirisesti puolistrukturoituihin haastatteluihin kokeneiden tuotekehityspäälliköiden ja -johtajien kanssa. Tutkimus toteutettiin tarkastelemalla neljään eri teknologiasukupolveen liittyviä tuotekehityksen ja hankintastrategioiden historiatietoa ja aineistoa yhdessä johtavassa korkeanteknologian yrityksessä. Tarkasteltujen teknologiasukupolvien teknologiaevoluutiota on pohdittu ja kerättyä dataa on analysoitu mahdollisten merkittävien yhteyksien tunnistamiseksi ja ymmärtämiseksi suhteessa aikaisempiin tutkimuksiin ja kirjallisuuteen. Suoritettu analyysi sisältää viisi erillistä osajulkaisua ja tässä kokoomaosassa esitetyn synteesin. Tämän tutkimuksen keskeinen tulos on kehitetty tuotekehityksen hankintaviitekehys (PDSF) joka esittää tuotekehityksen hankintastrategioiden muodostamisen ja valitsemisen perustuen teknologioiden, tuotteiden ja markkinoiden kypsyysasteisiin, elinkaarivaiheisiin. Tämä edellyttää eri teknologiaelinkaarivaiheiden erityispiirteiden ymmärtämistä ja tuotekehitysaktiviteettien strategista arviointia. Tutkittuja strategisia tekijöitä voidaan hyödyntää tukemaan tuotekehityksen hankintamallin valitsemista ja päätöksiä. Tutkimuksen keskeiset implikaatiot sisältävät struktuurin luomisen, tuotekehityksen hankintaviitekehyksen (PDSF) muodossa tukemaan tuotekehitysjohtajia heidän päätöksenteossaan liittyen tuotekehityksen hankintastrategioihin. Luotu tuotekehityksen hankintaviitekehys mahdollistaa poikkiorganisaatiollisen tarkastelun tuotekehityksen strategisista hallintamalleista huomioiden teknologioiden, tuotteiden ja markkinasegmenttien elinkaaret ja niiden vaikutukset strategiseen päätöksen tekoon. Lisäksi, tämä tutkimus voi myös osaltaan helpottaa tuottamattomien tuotteiden ja tuotelinjojen lakkauttamiseen liittyvää analyysia ja päätöksentekoa.

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