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題名：以知識管理提昇產品開發能力之個案研究
作者：吳開霖
作者(外文)：Kai-Lin Wu
校院名稱：輔仁大學
系所名稱：商學研究所
指導教授：楊銘賢
吳濟聰
學位類別：博士
出版日期：2012
主題關鍵詞：知識管理；知識管理過程；產品開發能力；知識整合；組織能力；Knowledge Management；Knowledge Management Process；Product Development Capabilities；Knowledge Integration；Organizational Capability
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近年來關於知識管理過程如何影響產品開發能力之提昇的深入研究仍相當有限，故本文採用單一個案研究法，擬運用Probst模型之八大步驟深入探討筆記型電腦代工業之Ｗ公司之研究開發部門之知識管理實務。
研究結果顯示其在「知識目標的建立」有二個形成因素—成立正式的研究開發部門及產品專案組織，而知識目標之三大來源分別為客戶、供應商、公司內部；在「知識的辨識」上則透過四個途徑：價值創新中心、資料庫、線上學習平台、及部門間之互動；在「知識的獲得」上的二大來源提供者：客戶和供應商；在「知識的開發」上有三個方面：培養員工的創意能力、解決問題的能力、及在解決問題上的創新；在「知識的分享與配置」上採用四種方式：透過專案而機動派工、每人配備一台筆記型電腦、善用資料庫及線上學習，以及分享最佳實務；在「知識的運用」上有二大重點：一是文化，二是學習活動的配合；在「知識的保留」上強調知識之移轉、保留、經驗傳承、及管理與擷取等四大方面；在「知識的評量」上以量化指標為主，質化指標為輔，其中量化之指標有四大類：專利數、零件及技術規格、專案進行速度、及所貢獻的資訊，而在質化上採用詳細的文字來敘述。
本論文得到二個結論：
1.Probst et al. (2002) 模型有助於知識管理的推動，上述研究結果可支持此一結論。
2.知識整合為提昇產品開發能力之最重要形成因素，並提出六個命題以強化佐證。
最後，本論文提出二個研究貢獻：
1.完成Probst et al. (2002)知識管理模型之應用及解釋。
2.完成Grant (1996b)知識整合之應用及解釋。
In recent years in-depth research regarding how knowledge management process affects the enhancement of product development capabilities has been still limited, so the study adopts the single-case-study method and applies the model of Probst et al. (2002) to investigate the knowledge management practices within the R&D Department of the study case, a laptop computer ODM.
The research outcome reveals that three main sources of knowledge goals are customers, suppliers, and factors within the studied case. As for knowledge identification, there are four ways to access: value creation center, database, online learning platform, and interactions between departments; As for knowledge acquisition, there are two primary knowledge providers: customers and suppliers; There are three directions in knowledge development: the cultivation of staff creativity, the cultivation of the staff’s problem solving , and innovation in problem solving; In knowledge sharing and distribution, there are four methods: through project and mobile dispatch, distributing one laptop computer for every person , the database and online learning, and the best practices of sharing; There are two coordination methods in knowledge utilization: culture and coordination of learning activities; In knowledge retention, the management emphasizes four foci: knowledge transfer, retention, experience heritage, the management and access of the existing technical knowledge; In knowledge assessment, the management depends mainly on quantitative indicators with the support of qualitative measures.
The main conclusions are presented as follows:
1.The model of Probst et al. (2002) is helpful to the implementation of knowledge management and the above-mentioned research outcome supports this conclusion.
2.Knowledge integration is the most important formulating factor for the enhancement of product development capabilities and there are six propositions are posited to verify this conclusion..
Finally, the study posits two research contributions:
1.Finishing the application and interpretation of the Probst et al. (2002) knowledge management model.
2.Finishing the application and interpretation of Grant (1996b) knowledge integration.
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