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題名 以知識管理觀點探討企業O2O（虛實整合）轉型—以消費性電子業為例
Investigating the O2O Transformation of Industrial Firms from the Perspective of Knowledge Management: the Case of Consumer Electronics Industry作者 詹孟蓉
Chan, Meng-Jung貢獻者 吳豐祥
Wu, Feng-Shang
詹孟蓉
Chan, Meng-Jung關鍵詞 知識管理
知識管理流程
O2O
虛實整合
電子商務
企業轉型
Knowledge management
Knowledge management activities
O2O
e-Commerce
Business transformation日期 2022 上傳時間 1-Aug-2022 18:52:58 (UTC+8) 摘要 2019年COVID-19爆發，加速電子商務產業的成長，全球電子商務市場的銷售額，年成長率將近27%。研究機構eMarketer更預測2027年全球電子商務銷售額將超越7.3兆美元以上。除了綜合型電商平台之外，許多僅於實體通路販售的企業也開始積極發展線上品牌官網，部分企業更結合自身實體門店與品牌官網，發展O2O（虛實整合）活動，利用實體店面與電子商務不同的特性，為消費者提供線上線下不間斷的消費體驗。 從線下實體店面發展至線上電子商務，經理人面對的是不同的情境，因而需要重建不同的「知識」體系。然而，以往對O2O（虛實整合）的研究，多針對其策略、商業模式及通路衝突等面向進行探討。緣此，本研究特別從知識管理的觀點，來探討企業進行O2O（虛實整合）轉型時的相關知識管理活動。本研究之研究架構主要從「電子商務的特性」與「知識管理活動」兩面向來看企業O2O轉型的知識管理作為，以及企業如何運用電子商務的特性進行相關活動。本研究採取個案研究法，並以華碩電腦與A公司做為個案研究對象，最後得到的研究結論如下：一、 企業在進行O2O轉型與發展電子商務時，會以該企業其他區域團隊、業界經驗豐富的好手等等，做為知識吸收的來源，並會在知識吸收活動上提供補助誘因，以提升人員的參與意願。二、 企業在進行O2O轉型與發展電子商務時，其知識吸收活動之多寡與員工自主性會受到公司文化的影響。三、 企業在進行O2O轉型與發展電子商務時，其知識創造上會以「共同解決問題」與「試驗」方式進行，且後者的形式會受到公司文化的影響。四、 企業在進行O2O轉型與發展電子商務時，其知識蓄積上會使用文件式的儲存方式將知識蓄積於實體系統，同時也會使用人員式或物件式的儲存方式進行知識蓄積。五、 企業在進行O2O轉型與發展電子商務時，其知識擴散的活動會受到公司的文化及轉型發展階段的成熟度之影響。 本論文最後亦提出本研究之學術貢獻，同時對實務及後續研究方向提出相關建議。
The outbreak of COVID-19 accelerated the growth of e-commerce industry. The sales figures in the global e-commerce market growing at an annual rate of nearly 27%. eMarketer also predicted that the sales figures of global e-commerce market will exceed $7.3 trillion in 2027. In addition, many companies that used to sell through physical channels instead of selling online have also started to operate their official online stores. To provide customers with a better purchasing experience, some of them have started their transformation of O2O (Online to Offline or Offline to Online) business model. Managers will faced with unfamiliar situations when they start the O2O business, so they need to rebuild the knowledge systems. However, many studies on O2O have mostly discussed its strategies, business models, and channel conflicts. As a result, the research stands on the perspective of knowledge management to investigate what knowledge management activities are implied when industrial firms undergoing O2O transformation. This study investigates the knowledge management activities of industrial firms O2O transformation from two aspects: "characteristics of e-commerce" and "knowledge management activities", to explore how industrial firms use the above aspects to carry out related activities. This study adopts the method of case study, and takes ASUS and Company A as the interview objects. Conclusions of the study are as follows:1. When industrial firms conduct O2O transformation, teams in other regions and experienced experts in the industry will become their sources of knowledge. Also, they`ll provide subsidy incentives in knowledge absorption activities to enhance the participation of personnel will.2. When industrial firms conduct O2O transformation, the amount of knowledge absorption activities and employee autonomy will be affected by company culture.3. When industrial firms conduct O2O transformation, its knowledge creation activities will be carried out in the form of "shared, creative problem solving" and "experimentation". The latter will be influenced by the company culture.4. When industrial firms conduct O2O transformation, knowledge will be stored in the system by files and stored in people or objects as their method of knowledge accumulation.5. When industrial firms conduct O2O transformation, its knowledge diffusion activities are influenced by their company culture and the development stage of its O2O transformation.參考文獻 英文文獻1. Adams, J. D. (2005). Transforming Work. Cosimo, Inc.2. Bibeault, D. B. (1998). Corporate Turnaround: How Managers Turn Losers into Winners! Beard Books.3. Choi, S.-Y., Stahl, D. O., & Whinston, A. B. (1997). The Economics of Electronic Commerce. Macmillan Technical Publishing Indianapolis, IN.4. Davenport, T. H., & Prusak, L. (1998). Working Knowledge: How Organizations Manage What They Know. Harvard Business Press.5. Dinesh, S., & MuniRaju, Y. (2021). Scalability of e-Commerce in the COVID-19 Era. International Journal of Research- Granthaalayah, 9(1), 123-128.6. Drucker, P. F. (1992). The New Society of Organization, Harvard Business Review, 68(5).7. Drucker, P. F. (1993). Post-Capitalist Society. Oxford: Butterworth Heinemann.8. Etgar, M. (1979). Sources and Types of Intra-Channel Conflict. Journal of Retailing, 55(1), 61-78.9. Gaski, J. F. (1984). The Theory of Power and Conflict in Channels of Distribution. Journal of Marketing, 48(3), 9-29.10. Gates, B. (1999). Business@ the Speed of Thought. Business Strategy Review, 10(2), 11-18.11. Hammer, M., & Champy, J. (1993). Reengineering the Corporation: A Manifesto for Business Revolution. Business Horizons.12. Helleloid, D. & Simonin, B. (1994) Organizational Learning and a Firm’s Core Competence. In Hamel, Gary and Heene, A.(ed), Competence-Based Competition. New York: John Willey and Sons. P. 213-239.13. Huseman, R. C., & Goodman, J. P. (1999). Leading with Knowledge: The Nature of Competition in the 21st Century. SAGE Publications.14. Kalakota, R., & Whinston, A. B. (1997). Electronic Commerce: a Manager`s Guide. Addison-Wesley Professional.15. Kilmann, R. H., & Covin, T. J. E. (1988). Corporate Transformation: Revitalizing Organizations for a Competitive World. Jossey-Bass.16. Kotler, P., & Keller, K. L. (2006). Marketing Management 12e. New Jersey, 143.17. Laudon, K. C., & Traver, C. G. (2002). E-Commerce: Business Technology, Society. Addison-Wesley Pub (Sd).18. Leonard-Barton, D. (1995). Wellsprings of Knowledge. Boston: Harvard Business School Press.19. Levy, A., & Merry, U. (1988). Organizational Transformation: Revitalizing Organization for a Competitive World. Jessey-Bass Inc.20. Mardani, A., Nikoosokhan, S., Moradi, M., & Doustar, M. (2018). The Relationship Between Knowledge Management and Innovation Performance. The Journal of High Technology Management Research, 29(1), 12-26.21. Muhammed, S., & Zaim, H. (2020). Peer Knowledge Sharing and Organizational Performance: The Role of Leadership Support and Knowledge Management Success. Journal of Knowledge Management.22. Nonaka, I., & Takeuchi, H. (1995). The Knowledge-creating Company: How Japanese Companies Create the Dynamics of Innovation / Ikujiro Nonaka and Hirotaka Takeuchi. Oxford University Press.23. Petrash, G. (1996). Dow`s Journey to a Knowledge Value Management Culture. European Management Journal, 14(4), 365-373.24. Rindova, V. P., & Kotha, S. (2001). Continuous “Morphing”: Competing through Dynamic Capabilities, Form, and Function. Academy of Management Journal, 44(6), 1263-1280.25. Sarvary, M. (1999). Knowledge Management and Competition in the Consulting Industry. California Management Review, 41(2), 95-107.26. Shaheen, G. T. (1994). Approach to Transformation27. , Chief Executive, 3(1), 2-528. Stern, L. W., El-Ansary, A. I., & Brown, J. R. (1989). Management in Marketing Channels. Prentice Hall.29. Tsai, T.-M., Wang, W.-N., Lin, Y.-T., & Choub, S.-C. (2015). An O2O Commerce Service Framework and Its Effectiveness Analysis with Application to Proximity Commerce. Procedia Manufacturing, 3, 3498-3505.30. Webb, K. L. (2002). Managing Channels of Distribution in the Age of Electronic Commerce. Industrial Marketing Management, 31(2), 95-102.31. Weill, P., & Vitale, M. (2001). Place to Space: Migrating to eBusiness Models. Harvard Business Press.32. Yin, R. K. (1994). Case Study Research: Design and Methods, Sage, International Education and Professional, Calif.中文文獻1. 方世杰、方世榮(2000)，知識管理：觀念架構的建立，商管科技季刊，1(3)，353-374。2. 吳欣瑩(2006)，台灣科技公司技術部門內隱知識流動機制--以資訊電子系統廠為例，國立政治大學科技管理研究所碩士論文。3. 吳思華(2000)，策略九說：策略思考的本質，臺北：臉譜。4. 吳豐祥、金雅蘭、顏永森、劉憶蓁(2015)，知識管理與社群媒體對服務創新的影響之研究，科技管理學刊，20(2)，25-70。5. 林吟紋(2007)，企業多角化轉型過程中的知識管理之探討--以製造業為例，國立政治大學科技管理研究所碩士論文。6. 林芷緹(2021)，企業轉型下人才發展機制之因應調整：以家登精密為例，國立政治大學企業管理研究所（MBA）碩士論文。7. 周佩萱(1993)，試析我國中小企業轉型困境，台灣經濟研究月刊，臺北：財團法人臺灣經濟研究院，8月，頁41-47。8. 姚成彥(2015)，虛實整合：特力屋電子商務的服務創新，中山管理評論，23(1)，377-409。9. 涂師孔（譯）(1991)，開拓中小企業的活路—企業轉型成功實例 (原作者：森口八郎)，臺北市：前程企管。10. 陳明璋(1994)，臺灣中小企業發展論文集 (Vol. 5)，聯經出版事業公司。11. 陳明璋(1996)，企業轉型的策略與成功關鍵，貿易週刊》，第 1690 輯，頁 18-21。12. 楊文欽(2002)，傳統產業因應知識經濟時代來臨之初期探討研究----以石化產業為例，國立臺灣大學工業工程學研究所碩士論文。13. 劉文良(2008)，知識管理Knowledge Management，臺北：碁峰。14. 賴建男(1997)，台灣IC設計業中技術知識特質與組織動態能耐之研究，國立政治大學科技管理研究所碩士論文。15. 謝安田(1992)，企業管理，臺北：五南圖書出版公司。16. 譚大純(2001)，知識管理文獻之回顧與前瞻-以知識作業及知識策略為分類基礎，管理評論，20(4)，93-135。17. 欒斌、陳苡任、劉芳怡(2019)，電子商務，臺中：滄海書局。中文翻譯書1. 王美音（譯）(1998)，知識創新之泉：智價企業的經營 (原作者：Dorothy Leonard-Barton)，臺北：遠流。2. 胡瑋珊（譯）(1999)，知識管理：企業組織如何有效運用知識 (原作者：Davenport, T. H., & Prusak, L)，新北：中國生產力中心。網路資料1. Ethan Cramer-Flood. (2022). Global Ecommerce Forecast 2022. eMarketer. Retrieved fromhttps://www.emarketer.com/content/global-ecommerce-forecast-20222. Press Release. (2019). Lenovo introduces Offline to Online (O2O) Solution in Lenovo Stores. Digit. Retrieved fromhttps://www.digit.in/press-release/laptops/lenovo-introduces-offline-to-online-o2o-solution-in-lenovo-stores-49414.html3. Rampell, A. (2010). Why Online2Offline commerce is a trillion dollar opportunity. Retrieved from https://techcrunch.com/2010/08/07/why-online2offline-commerce-is-a-trillion-dollar-opportunity/?guccounter=14. Rick Wartzman. (2014). What Peter Drucker Knew About 2020. Harvard Business Review. Retrieved fromhttps://hbr.org/2014/10/what-peter-drucker-knew-about-2020?ab=at_art_art_1x15. Ken Li (2019)，Lenovo 在港設亞太區第二間專門店，強調O2O零售體驗，UNWIRE.PRO，取自：https://unwire.pro/2019/01/14/lenovo-o2o-e-commerce/ecommerce/6. CIO Taiwan (2019)，Lenovo首開 「Yoga輕．旅行」快閃店 打卡互動牆隨選世界美景，取自：https://www.cio.com.tw/lenovo-first-opens-yoga-light-travel-flash-store-interactive-wall-with-the-world-view/ 描述 碩士
國立政治大學
科技管理與智慧財產研究所
109364120資料來源 http://thesis.lib.nccu.edu.tw/record/#G0109364120 資料類型 thesis dc.contributor.advisor 吳豐祥 zh_TW dc.contributor.advisor Wu, Feng-Shang en_US dc.contributor.author (Authors) 詹孟蓉 zh_TW dc.contributor.author (Authors) Chan, Meng-Jung en_US dc.creator (作者) 詹孟蓉 zh_TW dc.creator (作者) Chan, Meng-Jung en_US dc.date (日期) 2022 en_US dc.date.accessioned 1-Aug-2022 18:52:58 (UTC+8) - dc.date.available 1-Aug-2022 18:52:58 (UTC+8) - dc.date.issued (上傳時間) 1-Aug-2022 18:52:58 (UTC+8) - dc.identifier (Other Identifiers) G0109364120 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/141363 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理與智慧財產研究所 zh_TW dc.description (描述) 109364120 zh_TW dc.description.abstract (摘要) 2019年COVID-19爆發，加速電子商務產業的成長，全球電子商務市場的銷售額，年成長率將近27%。研究機構eMarketer更預測2027年全球電子商務銷售額將超越7.3兆美元以上。除了綜合型電商平台之外，許多僅於實體通路販售的企業也開始積極發展線上品牌官網，部分企業更結合自身實體門店與品牌官網，發展O2O（虛實整合）活動，利用實體店面與電子商務不同的特性，為消費者提供線上線下不間斷的消費體驗。 從線下實體店面發展至線上電子商務，經理人面對的是不同的情境，因而需要重建不同的「知識」體系。然而，以往對O2O（虛實整合）的研究，多針對其策略、商業模式及通路衝突等面向進行探討。緣此，本研究特別從知識管理的觀點，來探討企業進行O2O（虛實整合）轉型時的相關知識管理活動。本研究之研究架構主要從「電子商務的特性」與「知識管理活動」兩面向來看企業O2O轉型的知識管理作為，以及企業如何運用電子商務的特性進行相關活動。本研究採取個案研究法，並以華碩電腦與A公司做為個案研究對象，最後得到的研究結論如下：一、 企業在進行O2O轉型與發展電子商務時，會以該企業其他區域團隊、業界經驗豐富的好手等等，做為知識吸收的來源，並會在知識吸收活動上提供補助誘因，以提升人員的參與意願。二、 企業在進行O2O轉型與發展電子商務時，其知識吸收活動之多寡與員工自主性會受到公司文化的影響。三、 企業在進行O2O轉型與發展電子商務時，其知識創造上會以「共同解決問題」與「試驗」方式進行，且後者的形式會受到公司文化的影響。四、 企業在進行O2O轉型與發展電子商務時，其知識蓄積上會使用文件式的儲存方式將知識蓄積於實體系統，同時也會使用人員式或物件式的儲存方式進行知識蓄積。五、 企業在進行O2O轉型與發展電子商務時，其知識擴散的活動會受到公司的文化及轉型發展階段的成熟度之影響。 本論文最後亦提出本研究之學術貢獻，同時對實務及後續研究方向提出相關建議。 zh_TW dc.description.abstract (摘要) The outbreak of COVID-19 accelerated the growth of e-commerce industry. The sales figures in the global e-commerce market growing at an annual rate of nearly 27%. eMarketer also predicted that the sales figures of global e-commerce market will exceed $7.3 trillion in 2027. In addition, many companies that used to sell through physical channels instead of selling online have also started to operate their official online stores. To provide customers with a better purchasing experience, some of them have started their transformation of O2O (Online to Offline or Offline to Online) business model. Managers will faced with unfamiliar situations when they start the O2O business, so they need to rebuild the knowledge systems. However, many studies on O2O have mostly discussed its strategies, business models, and channel conflicts. As a result, the research stands on the perspective of knowledge management to investigate what knowledge management activities are implied when industrial firms undergoing O2O transformation. This study investigates the knowledge management activities of industrial firms O2O transformation from two aspects: "characteristics of e-commerce" and "knowledge management activities", to explore how industrial firms use the above aspects to carry out related activities. This study adopts the method of case study, and takes ASUS and Company A as the interview objects. Conclusions of the study are as follows:1. When industrial firms conduct O2O transformation, teams in other regions and experienced experts in the industry will become their sources of knowledge. Also, they`ll provide subsidy incentives in knowledge absorption activities to enhance the participation of personnel will.2. When industrial firms conduct O2O transformation, the amount of knowledge absorption activities and employee autonomy will be affected by company culture.3. When industrial firms conduct O2O transformation, its knowledge creation activities will be carried out in the form of "shared, creative problem solving" and "experimentation". The latter will be influenced by the company culture.4. When industrial firms conduct O2O transformation, knowledge will be stored in the system by files and stored in people or objects as their method of knowledge accumulation.5. When industrial firms conduct O2O transformation, its knowledge diffusion activities are influenced by their company culture and the development stage of its O2O transformation. en_US dc.description.tableofcontents 摘要 iAbstract iii第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的與問題 3第三節 論文結構 4第二章 文獻探討 5第一節 企業O2O轉型 5第二節 知識管理 18第三節 小結 29第三章 研究方法 32第一節 研究架構 32第二節 研究變項說明 33第三節 研究設計與資料蒐集 35第四章 個案研究 39第一節 華碩電腦公司個案 39第二節 A公司個案 55第三節 個案彙整 67第五章 研究發現與討論 70第六章 研究結論與建議 79第一節 研究結論 79第二節 學術貢獻 82第三節 實務建議 84第四節 後續研究建議 86參考文獻 88 zh_TW dc.format.extent 2200858 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0109364120 en_US dc.subject (關鍵詞) 知識管理 zh_TW dc.subject (關鍵詞) 知識管理流程 zh_TW dc.subject (關鍵詞) O2O zh_TW dc.subject (關鍵詞) 虛實整合 zh_TW dc.subject (關鍵詞) 電子商務 zh_TW dc.subject (關鍵詞) 企業轉型 zh_TW dc.subject (關鍵詞) Knowledge management en_US dc.subject (關鍵詞) Knowledge management activities en_US dc.subject (關鍵詞) O2O en_US dc.subject (關鍵詞) e-Commerce en_US dc.subject (關鍵詞) Business transformation en_US dc.title (題名) 以知識管理觀點探討企業O2O（虛實整合）轉型—以消費性電子業為例 zh_TW dc.title (題名) Investigating the O2O Transformation of Industrial Firms from the Perspective of Knowledge Management: the Case of Consumer Electronics Industry en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 英文文獻1. 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