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題名:科技產業研發部門文化與知識管理過程對創新及組織績效關係之研究
作者:郭義汶
作者(外文):Yi-Wen GUO
校院名稱:國立彰化師範大學
系所名稱:工業教育與技術學系
指導教授:許壹傑
鍾瑞國
梁滄郎
學位類別:博士
出版日期:2013
主題關鍵詞:組織文化研發部門文化知識管理過程創新績效組織績效organizational cultureculture of Research and Development (R&;D) departmentknowledge management processinnovation performanceorganizational performance
原始連結:連回原系統網址new window
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知識管理過程是現今成功企業之重要條件。科技產業之研發部門文化是合作、互相學習及創新的,並善用知識管理過程,以創造新產品,而提升公司經營績效。亦即創新績效及組織績效皆可能受到部門文化及知識管理過程的正向影響。代表部門文化、知識管理過程、創新績效及組織績效有某種程度的互動關係存在。故本研究之目的為研發部門文化的差異是否會影響知識管理過程的建立及創新績效和組織績效;及所建立之知識管理過程對創新績效及組織績效的影響。
本研究採紙本問卷方式進行資料收集,共施測80家上市上櫃之科技產業公司,分別為總經理80份、研發部門主管240份、研發人員400份,共計發放720份問卷。總計回收70家上市上櫃之科技產業公司,公司家數回收率達88.8%,問卷共回收502份,問卷總回收率70%,其中總經理問卷回收70份、回收率88%;研發部門主管回收178份、回收率74%;研發人員回收254份、回收率64%。本研究資料收集、整理完成後,以SPSS18.0(新版名稱為PASW Statistics 18)處理敘述性統計、AMOS18.0結構方程式分析統計軟體衡量所提出潛在構面的信度與效度分析與驗證性因素分析、Smart PLS 2.0結構方程式分析統計軟體驗證各構面的路徑係數。
本研究由結構模式分析,得知研究結果如下:
一、部門文化與知識管理過程的關係為:「官僚型文化」對「知識管理過程」具有顯著的正向關係;「創新型文化」對「知識管理過程」不具有顯著的正向關係;「支持型文化」對「知識管理過程」具有顯著的正向關係。
二、部門文化與創新績效的關係為:「官僚型文化」、「創新型文化」對「創新績效(產品創新及製程創新)」具有顯著的正向關係,「支持型文化」對「創新績效(產品創新及製程創新) 」不具有顯著關係。
三、部門文化與組織績效的關係為:「官僚型文化」對「組織績效」具有顯著的正向關係,「創新型文化」、「支持型文化」對「組織績效」不具有顯著關係。
四、知識管理過程與創新績效的關係為:「知識管理過程」對「創新績效」不具顯著的關係。
五、知識管理過程與組織績效的關係為:「知識管理過程」對「組織績效」無顯著正向關係。
六、創新績效與組織績效的關係為:「創新績效」對「組織績效」有顯著正向關係。
Knowledge management is an important activity practiced by successful enterprises all over the world. So knowledge management process is an essential condition for the success of an enterprise now. The culture of Tech Research and Development (R&;D) departments is aimed at creating new products to promote the performance of the company by cooperation, mutual learning, innovation, and good use of knowledge management process. That is, the culture of departments and knowledge management process are likely to have a positive influence on the innovation performance and organizational performance. Accordingly, there are some sorts of relationship among the culture of departments, knowledge management process, innovation performance, and organizational performance. Therefore, the purpose of this study is to explore whether the cultural differences of R&;D departments will affect the establishment of knowledge management process, innovation performance, and organizational performance or not. Besides, this study is also aimed to explore how the established knowledge management process will impact innovation performance and organizational performance.
Data collection in this study is processed by the ways of paper-based survey questionnaires distributed to eighty listed and publicly traded tech-companies totally. The total number of questionnaires is seven hundred and twenty. These questionnaires are delivered to eighty general managers, two hundred and forty directors of R&;D departments, and four hundred workers of R&;D departments. The valid questionnaires are seventy copies from the listed and publicly traded tech-companies; so its effective response rate is 88.8%. Totally, there are five hundred and two valid questionnaires; and the overall response rate is 70%. In detail, the valid questionnaires from general managers are seventy copies with 88% effective response rate; the valid questionnaires from the directors of R&;D departments are one hundred and seventy eight copies with 74% effective response rate; and the valid questionnaires from the workers of R&;D departments are two hundred and fifty four copes with 64% effective response rate. After being collected and collated, these data are processed by SPSS18.0 (named PASW Statistics 18) for descriptive statistics, measured by AMOS18.0 for the potential of the proposed dimensions of reliability and validity analysis and confirmatory factor analysis and validated by Smart PLS 2.0 for the path coefficients of various dimensions.
Results of this study are analyzed by structural pattern and listed as follows:
1.The relationship between the “culture of departments” and “knowledge management process” shows: (a) a significantly positive relationship between “bureaucratic culture” and “knowledge management process”; (b) no significantly positive relationship between “innovation culture” and “knowledge management process”; and (c) a significantly positive relationship between “supportive culture” and “knowledge management process.”
2.The relationship between the “culture of departments” and “innovation performance” shows: (a) a significantly positive relationship between “innovation culture” and “innovation performance (product innovation and process innovation)”; but (b) no significantly positive relation- ship between “supportive culture” and “innovation performance (product innovation and process innova- tion).”
3.The relationship between the “culture of departments” and “organizational performance” shows: (a) a signifi- cantly positive relationship between “bureaucratic culture” and “organizational performance”; but (b) no significantly positive relationship among “innovative culture”, “supportive culture,” and “organizational performance.”
4.The relationship between the “knowledge management” and “innovation performance” shows: no significantly positively relationship between “knowledge management process” and “innovation performance.”
5.The relationship between the “knowledge management” and “organizational performance” shows: no significantly positive relationship between “knowledge management process” and “organizational performance.”
6.The relationship between the “innovation performance” and “organizational performance” shows: a significantly positive relationship between “innovation performance” and “organizational performance.”
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