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題名:企業知識管理模式建構之探討
作者:林正明
作者(外文):Cheng-Ming Lin
校院名稱:中華大學
系所名稱:科技管理研究所
指導教授:魏秋建
學位類別:博士
出版日期:2005
主題關鍵詞:知識管理組織學習關鍵績效指標策略管理全面品質管理knowledge management(KM)total quality management(TQM)organizational learning(OL)strategic managementkey performance indicators(KPI)
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摘要
近年以來,研究知識管理已成為普遍的風潮,不論在學術上或實務上,都有豐碩的成果,知識管理不斷促使更多的產品創新,增進顧客滿意,進而提升企業經營的效率與效能,最後獲致更大的經營績效與財務報酬,同時也促使組織變革,持續強化了企業經營體質與競爭力。
然而目前的許多研究,大都偏重於某種專業領域的單獨探討,例如新產品開發、產品創新、市場策略或是關鍵成功要素等等,對於系統化知識管理體制建構能力,以及動態系統思考等整合性的探討,相對比較少,知識管理要落實有效執行,策略規劃、過程導向、學習型組織、績效評估等的具體內涵,以及週全的架構模式,都是不可或缺的重要要素。
本研究試圖探討知識管理哲學架構,以有助於知識管理體制的塑造與建立,主要內容如下:(1)知識管理的結構化概念中,融入過程、組織文化與動態系統思考的概念,使結構系統更為完整周密,(2)以策略管理與全面品質管理的理論與具體作為,使知識管理的執行更為紮實符合需求,(3)績效指標的目的,在於建立監督控制系統,取得改進的有用資訊,透過績效管理的有效運作,來驅動組織的價值創造,(4)探討學習、組織學習及學習型組織在知識管理中的重要性,以組織的持續學習作為知識管理的基礎,不斷促進組織創新,增強因應環境的調適能力,培養更優質的競爭能力。
知識管理模式圖,是本研究的核心價值所在,將策略管理、全面品質管理與組織學習,列為知識管理之核心能力要素,而關鍵績效指標則為主要驅動要素,融合資源基礎理論、核心能力理論與動態能力理論,形成一個完整的知識管理屋架構模式,同時也考量知識管理的環境要素,包括資訊科技、知識螺旋、組織文化、高層支持等,此為組織推動知識管理應有的基礎條件、認知及修練,最後從系統的觀點,表現基礎資源、知識創造、客戶價質、環境滿意、組織成長所形成的良性循環體系。
知識具有可創造、無限延伸等特點,可形成企業的獨特競爭優勢,但如果管理不善,也有可能因而招致失敗,因此組織如能依此模式推動知識管理,必然可以降低變革阻力,增加推行上的順暢度,相信可獲致更大的實質效益。
知識不會憑空產生,知識的創造須要有一定的脈絡可循,組織的知識管理,必須在有強烈企圖心,足夠資源與完整架構的環境下,才能逐漸孕育、發展、成長,在組織中發揮應有的功能。本研究兼顧理論完整性及實務應用性,相信在知識管理的營運過程中,如能融入其中的思考觀點,並落實於實際應用之中,必可使知識管理活動,更能協助創造競爭優勢,獲得更大的經營價值與績效。
關鍵詞:知識管理、策略管理、全面品質管理、關鍵績效指標、組織學習
Abstract
In the recent years, it has become a tendency to focus on the study of knowledge management. Therefore, great deals of results were produced in both academic and practical areas. By the use of knowledge management, products could be innovated, customer satisfaction could be increased and the efficiency of business operations could be promoted. Finally, the managerial and financial performances could be maximized. At the same time, it leads to organizational changes and strengthens the competitiveness of businesses.
However, most of researches were focused on the specific subjects such as new product development, product innovation, market strategy or critical success factors. As to the constructive ability of systematic knowledge management and the integration of dynamic thinking were paid less attention. However, if knowledge management wants to be thoroughly fulfilled, strategic planning, process orientation, learning organization, performance evaluation and a well-structured model are compulsory.
Key points of this study are summarized as follows: (1) By the combination of process, organizational culture and dynamic thinking, the conceptualization of knowledge management can be constructed more thoroughly. (2) The execution of knowledge management can be more practical by the application of strategic management and total quality management. (3) The aim of performance index is to drive the creation of the organizational value by setting monitoring system, acquiring useful information and effective management. (4) By the exploration of importance on learning, organizational learning and learning organization, organizational continuous learning could be the basis of knowledge management. Also, by a series of organizational innovation, organizations can enhance their competitiveness and adaptability to the external environment. In chapter six, the model of knowledge management is the core values of this research. The model is consisted of strategic management, total quality management and organizational learning which are the core elements of knowledge management. As to the key performance indicators, they are the main driving forces. By combining it with the theories of resources-based, core capability and dynamic capability, a well-organized knowledge management house can be erected. Besides, factors such as information technology, knowledge spiral, organizational culture, and the support of top management needs to be taken into consideration for promoting knowledge management. Finally, from the perspective of system, the model creates a positive circulation between basic resources, knowledge creation, customer value, environment satisfaction and organizational growth.
Knowledge has the characteristics of being created, extended and can be formulated to a kind of incomplete competitive advantage. Even though, poor management can also lead to failure, as a result, organizations can lower the risk of change and maximize the benefits by following this model to promote the idea of knowledge management. Knowledge management in an organization must have some traceable hints; it is impossible to exist without any experience. In addition, strong ambition and enough resources, well-structured organizational environment are the necessary elements to develop a good system. This research is conducted by the combination of theoretical basis and practical application, as a result, the author suggests that if the findings can be applied to the practice, company can create its competitive advantage and maximize its performance.
keywords:knowledge management(KM), strategic management, total quality management(TQM), key performance indicators(KPI), organizational learning(OL).
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