本論文為探索性的個案研究架構，從「知識管理活動」觀點來看工廠的知識管理作法。並經由「知識管理關鍵因子」與「知識管理活動」相互關連性來探討「知識管理關鍵因子」對於個案LED廠的「知識管理活動」之影響。
對於知識管理流程的運作得到的結論有：
（一）、外部知識與內隱知識同為個案企業在知識取得及創造重要來源
但由個案探討發現要讓知識取得及創造能更有效果的方法，有賴激勵制度及高階主管全力支持以促使團隊合作發展才能達到目的。
（二）、由個案跨國企業知識蓄積及分享而言，IT及網際網路科技應用是必要且影響甚鉅的，但必須搭配資深或技術人員為載體，知識蓄積及分享效果才為顯著。
（三）、教育、評核及激勵制度推動師徒制及專案團隊與跨廠區、部門合作，促進知識流通、移轉及轉換。
對於知識管理關鍵因子與知識管理流程關聯性得到結論有：
1. IT及網際網路可協助知識管理活動更加有效率及組織化。
2. 科技產品的應用對遠距離、跨區域公司的知識管理式可收事半功倍之效果。
3. 信任與自私為一體兩面，沒有相對高階的絕對支持及相對資源投入，就無以產生絕對信任。知識導入及轉移至同化是否能達效果，此為一大主因。
4. 高階主管的認知及全力支持是知識管理落實、有效執行的關鍵。
5. 相同制度用在不同地區未必可得到一致效果，因地制宜因勢利導方可收知識管理之功效。
6. 使命與榮譽感需配合評核及有效激勵制度才能成為知識傳承重要動力。 / The thesis architecture is base on exploratory case study . Base on the point view of Knowledge management to discuss the activities of factories . Base on the inter-related “ key factors of knowledge management ” and “knowledge management activities ” . We try to find the impact from“ key factors of knowledge management ” to " knowledge management activities ”in the case study.
The conclusion of the knowledge management process:
1. External knowledge and implicit knowledge are equal important resource for the case company in the knowledge acquisition and creation. However, the case study found that to make knowledge acquisition and the creation can be more effective is depends on the incentive system and top managers full support to promote the development of teamwork to achieve the purpose.
2. For knowledge accumulation and sharing of multinational enterprises , IT and Internet technology application is necessary and a great influence .It will be more powerful if senior technical staff as a carrier of knowledge accumulation and sharing .
3. Education、assessment and incentive system encourage apprenticeship and project teams to work more powerful in cross-plant .That promote the circulation of knowledge, transfer and conversion.
We study the relationship between key factors of knowledge management and knowledge management process . Conclusion as following：
1. IT and Internet can make knowledge management activities more efficient and organized.
2. the application of technology products on the type of long-distance, inter-regional knowledge management can get maximum effect.
3. Trust and selfishness is two side of the same coin. If there is no absolute support and the relative resources from top managers . There will be no absolute trust . It’s the main key point of knowledge import 、transfer 、 assimilation .
4. Top managers awareness and fully support to knowledge management will be the key to effective implementation.
5. The same system in different regions may not be obtained consistent results. Capitalize on the trend will be the best efficacy of knowledge management.
6. Mission and sense of honor must comply with the assessment and effective incentive system in order to become an important driving force of knowledge transmission.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0098932089 |
| Creators | 劉煥銘 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
Page generated in 0.0029 seconds