學術產出-Theses
Article View/Open
Publication Export
-
題名 企業導入知識管理策略之研究-以某LED封裝公司為例
The Research of enterprise`s implementation for knowledge management strategy-exampled作者 劉煥銘 貢獻者 季延平
劉煥銘關鍵詞 知識管理
LED
LED封裝
光色配比
分bin
品味測試、顯色性
knowledge management
LED
LED packaging
the ratio of phosphor
bin sorting
the taste test, color rendering日期 2011 上傳時間 30-Oct-2012 10:42:54 (UTC+8) 摘要 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.參考文獻 一、中文部分1. Andrew Grove,1996. “Only the Paranoid Survive” ；“10倍速時代”,譯者：王平原.台北：大塊文化2. Bill Gates， 1999， 數位神經系統 (Digital Nervous System) ，台北市：商周出版。3. 尤克強(2001),知識管理與創新,台北:天下遠見出版有限公司4. 吳思華(1996)策略九說.台北：臉譜文化出版社5. 吳琮璠，管理個案研究方法檢討與重建，第四屆管理教育研討會，81年6. 黑幼龍,2012.02.16.今周刊No.789, “從Nancy身上學到的事”7. 傅振焜譯(1994) ,後資本主義社會,譯自(Peter Drucker),post- Capitalist Society,Haeper Business.,台北:時報文化8. 楊國樞、文崇一、吳聰賢、李亦園，「社會及行為科學研究方法」，東華，民80年。9. 羅有至,2005.“學校系所網頁之基礎建設項目分析－以成大企管所為例”，國立成功大學企業管理所系碩士論文10. 蘇慧瑄,2007 , “台灣LED產業上中下游專利佈局之比較研究” , 國立政治大學科技管理研究所碩士論文二、英文部分1. Allee,V.,(1997) The Knowledge Evolution, Boston Oxford: Butterworth Heinemann.2. Andrew H Gold., Arvind Malhotra., Albert H Segars.,(2001) Knowledge management :An Organizational Capabilities Perspective. Journal of Management Information Systems; Summer ,18(1),185-2143. Arthur Andersen and The American Productivity and Quality Center,(1996) The Knowledge Management Assessment Tool: External Benchmarking Version,Winter.4. Beckman,T.(1997) Implementing the knowledge organization in government, Paper presented at the meeting of the 10th national conference on federal quality.5. Blumentritt,R.,& Johnston R (1999) Toward A Strategy for Knowledge Management, Technology Analysis & Strategic Management,11(3)23-456. Bonora,E.A.& Revang,O.(1991) A strategic Framework for Analying Professional Service Firms-Developing strategies for Sustained Performance, Strategic Management Society Inter-organizational Conference, Toronto ,Canada.7. Bonnie Rubenstein-Montano、Jay Liebowitz、Judah Buchwalter、Doug McCaw（2001）, “SMARTVision：A knowledge-management methodology”, Journal of Knowledge Management；Kempston.8. Carneiro,A.,(2001) The role of intelligent resource in knowledge management, Journal of Knowledge Management, 5(4),358-3739. Davenport,T.H., (1997) the principle of knowledge Management and Four Case Studies, Knowledge and process management ,4(3),187-20810. Davenport ,T.H.& Prusak(1999) Working Knowledge, Boston: Harvard Business School Press.11. Gilbert,M. & Martyn,G.H.(1996) Understanding The Process of Knowledge Transfer to Achieve Successful Technological Innovation,16(6),365-385.12. Grant,R.M.(1996) Toward a Knowledge-Based Theory of the Firm, Strategic Management Journal,17,109-122.13. Hall,R.,Andriani,P.,(2002) Managing Knowledge for Innovation”, Long Range Planning,35,29-48.14. Helleloid,D. & Simonin,B.(1994) Organizational Learning and Firm’s Core Competence, in Hamel, G. & Heene, A. ed., Competence-Based Competition, New York: John Wiley &Sons ,213-239.15. Hendriks,P.(1999) Why share knowledge ?The influence of ICT on the motivation for knowledge sharing. Knowledge and Process Management. 16. Huber,G.P.(1991) Organization Learning: The Contributing Process and the Literature . Organization Science ,2(1),88-11517. Johann,E.,& Joakim ,N.,(2003) Organizational learning in subsidiaries of multinational companies in Russia ,Journal of world Business,38,262-277.18. Knapp,Ellen M.(1998) Knowledge Management, Business & Economic Review,4,5-17.19. Leonard-Barton,D.(1995) Wellsprings of knowledge :Building and sustaining the sources of Innovation, Boston: Harvard Business School Press.20. Maglitta,J.,(1996) Know- How,Inc,Computerworld,34,74-7621. McShane, S.L & Von Glinow,M.A.(2005).Organizational Behavior. New York: McGraw-Hill Companies,Inc.22. Meyers,P.W.(1990) Non-Linear Learning in Large Technological Firms: Period Four Implies Chaos, Research policy,19(2),97-11523. Nonaka,I. & Takeuchi,H.(1995) The Knowledge-creating company. NY: Oxford University press.24. O’ Dell C. & Jackson C.G,Jr.(1998) If only we knew what we know: the transfer of internal knowledge and practice, New York: Free Press25. Prahalad,C.K., (1998) Managing Discontinuities: the Emerging Challenges, Research Technology Management,4,14-22.26. Purser, R.E. & W. F. Pasmore (1992). Organizing for Learning, In Pasmore, W. and W. Pasmore(ed.), In Organizing Change and Development, London: JAI Press Inc.27. Quinn, J.B.,(1992) Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry. N.Y. : The Free Press.28. Rulke D.L., Zaheer S. & Anderson M.H. (2000) Source of Managers’ Knowledge of Organizational Capabilities. Organizational Behavior and Human Decision Process,82,134-149.29. Senge,P.M.(1997) Transforming the practice of management .Human Resource Development Quarterly,4(1),5-3130. Senge (1997). Sharing Knowledge .Executive Excellence ,Nov 1997.31. Spek,R.& A.Spijkervet (1997) Knowledge Management :Dealing intelligently with Knowledge, Knowledge Management and Its Integrative Element, New York: CRC Press.32. Thomas,A.S.(1999) Intellectual Capital: The New Wealth of Organizations. Prentice Hall,Inc. 33. Tiwana,A.,(2001) The knowledge Management Toolkit: Practical Techniques for Building Knowledge Management System, Prentice Hall.34. Tsai, W., & Ghoshal, S. (1998). Social capital and value creation: The role of intra firm networks. Academy of Management Journal, 41(4), 464-47 .35. Wiig,K.M.(1997), Integrating Intellectual Capital and Knowledge Management, Long Range Planning,30(3),399-405.36. Wiig,K.M.,(1993) Knowledge Management Foundation ,Schema Press.37. Yin ,R.K.(1994). Case study research: Design & method (2nd ed,).Newbury Park, CA: Stage Publications.38. Zahra,A.S & George,G.(2002) Absorptive Capacity: A Review Re-conceptualization ,and Extension ,Academy of Management Review,27(2),185-203三、網站部分1. LEDinside: http://www.ledinside.com.tw/2. 工研院IEK Industrial Economics & Knowledge Center3. 艾笛森光電股份有限公司法人說明會03/04/20114. 公開資訊觀測站，http://newmops.tse.com.tw/，個案公司公開說明書5. 台經院產經資料庫: http://tie.tier.org.tw/ 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
98932089
100資料來源 http://thesis.lib.nccu.edu.tw/record/#G0098932089 資料類型 thesis dc.contributor.advisor 季延平 zh_TW dc.contributor.author (Authors) 劉煥銘 zh_TW dc.creator (作者) 劉煥銘 zh_TW dc.date (日期) 2011 en_US dc.date.accessioned 30-Oct-2012 10:42:54 (UTC+8) - dc.date.available 30-Oct-2012 10:42:54 (UTC+8) - dc.date.issued (上傳時間) 30-Oct-2012 10:42:54 (UTC+8) - dc.identifier (Other Identifiers) G0098932089 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/54316 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 98932089 zh_TW dc.description (描述) 100 zh_TW dc.description.abstract (摘要) 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。 zh_TW dc.description.abstract (摘要) 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. en_US dc.description.tableofcontents 摘 要 2Abstract 4謝 辭 6第一章 緒論 .14第一節 研究背景與動機 14第二節 研究目的 17第三節 研究流程 18第二章 文獻探討 20第一節 知識管理 .20一、 知識定義、分類及知識管理流程................... ...20二、 知識取得及創造....................................26三、 知識蓄積及分享....................................32四、 知識流通、移轉及轉換...............................35五、 知識管理關鍵因子..................................37第二節 LED產業現況 40一、 台灣LED上、中、下游產業演變......................40二、 產業上、中、下游之關聯性..........................42三、 產品發展趨勢......................................44第三章 研究架構與方法 46第一節 研究架構 46第二節 研究方法 48第三節 研究設計與資料蒐集 50第四節 研究限制 52第四章 個案分析與研究發現 53第一節 個案公司介紹. ............ ....................53一、 公司沿革...... ...... .............................53二、 技術、研發概況及產品用途、製程.....................55三、 公司員工分析…………………………………………………62四、 公司及工廠組織架構................................64第二節 台北一廠 69一、 台北一廠背景......................................69二、 知識管理流程......................................69三、 知識管理關鍵因子..................................75第三節 台北二廠 80一、 台北二廠背景......................................80二、 知識管理流程......................................80三、 知識管理關鍵因子..................................86第四節 華南一廠…………………………………………………91一、 華南一廠背景.....................................91 二、 知識管理流程.....................................92三、 知識管理關鍵因子........................... .....95第五節 華東一廠 100一、 華東一廠背景.....................................100二、 知識管理流程.....................................100三、 知識管理關鍵因子.................................106第六節 個案彙整分析與效益評估.......................111一、 廠區背景說明比較與效益評估.......................111二、 知識管理流程比較.................................116三、 知識管理關鍵因子比較.............................121第五章 結論與建議 125第一節 研究結論 127第二節 後續建議 129參考文獻 131一、 中文部分.........................................131二、 英文部分.........................................132三、 網站部分.........................................135 zh_TW dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0098932089 en_US dc.subject (關鍵詞) 知識管理 zh_TW dc.subject (關鍵詞) LED zh_TW dc.subject (關鍵詞) LED封裝 zh_TW dc.subject (關鍵詞) 光色配比 zh_TW dc.subject (關鍵詞) 分bin zh_TW dc.subject (關鍵詞) 品味測試、顯色性 zh_TW dc.subject (關鍵詞) knowledge management en_US dc.subject (關鍵詞) LED en_US dc.subject (關鍵詞) LED packaging en_US dc.subject (關鍵詞) the ratio of phosphor en_US dc.subject (關鍵詞) bin sorting en_US dc.subject (關鍵詞) the taste test, color rendering en_US dc.title (題名) 企業導入知識管理策略之研究-以某LED封裝公司為例 zh_TW dc.title (題名) The Research of enterprise`s implementation for knowledge management strategy-exampled en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 一、中文部分1. Andrew Grove,1996. “Only the Paranoid Survive” ；“10倍速時代”,譯者：王平原.台北：大塊文化2. Bill Gates， 1999， 數位神經系統 (Digital Nervous System) ，台北市：商周出版。3. 尤克強(2001),知識管理與創新,台北:天下遠見出版有限公司4. 吳思華(1996)策略九說.台北：臉譜文化出版社5. 吳琮璠，管理個案研究方法檢討與重建，第四屆管理教育研討會，81年6. 黑幼龍,2012.02.16.今周刊No.789, “從Nancy身上學到的事”7. 傅振焜譯(1994) ,後資本主義社會,譯自(Peter Drucker),post- Capitalist Society,Haeper Business.,台北:時報文化8. 楊國樞、文崇一、吳聰賢、李亦園，「社會及行為科學研究方法」，東華，民80年。9. 羅有至,2005.“學校系所網頁之基礎建設項目分析－以成大企管所為例”，國立成功大學企業管理所系碩士論文10. 蘇慧瑄,2007 , “台灣LED產業上中下游專利佈局之比較研究” , 國立政治大學科技管理研究所碩士論文二、英文部分1. Allee,V.,(1997) The Knowledge Evolution, Boston Oxford: Butterworth Heinemann.2. Andrew H Gold., Arvind Malhotra., Albert H Segars.,(2001) Knowledge management :An Organizational Capabilities Perspective. Journal of Management Information Systems; Summer ,18(1),185-2143. Arthur Andersen and The American Productivity and Quality Center,(1996) The Knowledge Management Assessment Tool: External Benchmarking Version,Winter.4. Beckman,T.(1997) Implementing the knowledge organization in government, Paper presented at the meeting of the 10th national conference on federal quality.5. Blumentritt,R.,& Johnston R (1999) Toward A Strategy for Knowledge Management, Technology Analysis & Strategic Management,11(3)23-456. Bonora,E.A.& Revang,O.(1991) A strategic Framework for Analying Professional Service Firms-Developing strategies for Sustained Performance, Strategic Management Society Inter-organizational Conference, Toronto ,Canada.7. Bonnie Rubenstein-Montano、Jay Liebowitz、Judah Buchwalter、Doug McCaw（2001）, “SMARTVision：A knowledge-management methodology”, Journal of Knowledge Management；Kempston.8. Carneiro,A.,(2001) The role of intelligent resource in knowledge management, Journal of Knowledge Management, 5(4),358-3739. Davenport,T.H., (1997) the principle of knowledge Management and Four Case Studies, Knowledge and process management ,4(3),187-20810. Davenport ,T.H.& Prusak(1999) Working Knowledge, Boston: Harvard Business School Press.11. Gilbert,M. & Martyn,G.H.(1996) Understanding The Process of Knowledge Transfer to Achieve Successful Technological Innovation,16(6),365-385.12. Grant,R.M.(1996) Toward a Knowledge-Based Theory of the Firm, Strategic Management Journal,17,109-122.13. Hall,R.,Andriani,P.,(2002) Managing Knowledge for Innovation”, Long Range Planning,35,29-48.14. Helleloid,D. & Simonin,B.(1994) Organizational Learning and Firm’s Core Competence, in Hamel, G. & Heene, A. ed., Competence-Based Competition, New York: John Wiley &Sons ,213-239.15. Hendriks,P.(1999) Why share knowledge ?The influence of ICT on the motivation for knowledge sharing. Knowledge and Process Management. 16. Huber,G.P.(1991) Organization Learning: The Contributing Process and the Literature . Organization Science ,2(1),88-11517. Johann,E.,& Joakim ,N.,(2003) Organizational learning in subsidiaries of multinational companies in Russia ,Journal of world Business,38,262-277.18. Knapp,Ellen M.(1998) Knowledge Management, Business & Economic Review,4,5-17.19. Leonard-Barton,D.(1995) Wellsprings of knowledge :Building and sustaining the sources of Innovation, Boston: Harvard Business School Press.20. Maglitta,J.,(1996) Know- How,Inc,Computerworld,34,74-7621. McShane, S.L & Von Glinow,M.A.(2005).Organizational Behavior. New York: McGraw-Hill Companies,Inc.22. Meyers,P.W.(1990) Non-Linear Learning in Large Technological Firms: Period Four Implies Chaos, Research policy,19(2),97-11523. Nonaka,I. & Takeuchi,H.(1995) The Knowledge-creating company. NY: Oxford University press.24. O’ Dell C. & Jackson C.G,Jr.(1998) If only we knew what we know: the transfer of internal knowledge and practice, New York: Free Press25. Prahalad,C.K., (1998) Managing Discontinuities: the Emerging Challenges, Research Technology Management,4,14-22.26. Purser, R.E. & W. F. Pasmore (1992). Organizing for Learning, In Pasmore, W. and W. Pasmore(ed.), In Organizing Change and Development, London: JAI Press Inc.27. Quinn, J.B.,(1992) Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry. N.Y. : The Free Press.28. Rulke D.L., Zaheer S. & Anderson M.H. (2000) Source of Managers’ Knowledge of Organizational Capabilities. Organizational Behavior and Human Decision Process,82,134-149.29. Senge,P.M.(1997) Transforming the practice of management .Human Resource Development Quarterly,4(1),5-3130. Senge (1997). Sharing Knowledge .Executive Excellence ,Nov 1997.31. Spek,R.& A.Spijkervet (1997) Knowledge Management :Dealing intelligently with Knowledge, Knowledge Management and Its Integrative Element, New York: CRC Press.32. Thomas,A.S.(1999) Intellectual Capital: The New Wealth of Organizations. Prentice Hall,Inc. 33. Tiwana,A.,(2001) The knowledge Management Toolkit: Practical Techniques for Building Knowledge Management System, Prentice Hall.34. Tsai, W., & Ghoshal, S. (1998). Social capital and value creation: The role of intra firm networks. Academy of Management Journal, 41(4), 464-47 .35. Wiig,K.M.(1997), Integrating Intellectual Capital and Knowledge Management, Long Range Planning,30(3),399-405.36. Wiig,K.M.,(1993) Knowledge Management Foundation ,Schema Press.37. Yin ,R.K.(1994). Case study research: Design & method (2nd ed,).Newbury Park, CA: Stage Publications.38. Zahra,A.S & George,G.(2002) Absorptive Capacity: A Review Re-conceptualization ,and Extension ,Academy of Management Review,27(2),185-203三、網站部分1. LEDinside: http://www.ledinside.com.tw/2. 工研院IEK Industrial Economics & Knowledge Center3. 艾笛森光電股份有限公司法人說明會03/04/20114. 公開資訊觀測站，http://newmops.tse.com.tw/，個案公司公開說明書5. 台經院產經資料庫: http://tie.tier.org.tw/ zh_TW
