中小企業知識傳承之研究-以T公司研發設計單位為例

Knowledge Transfer in Small and Medium Size Enterprises-A Case Study of the R&D Department in T Company

吳勝嘉(Sheng-Chia Wu)

指導教授 ： 丁姵元

中原大學/商學院/企業管理研究所/碩士(2010年)

https://doi.org/10.6840/cycu201000140

摘要

在知識經濟時代，誰掌握知識，就掌握致富的契機，知識已成為生產力提昇與經濟成長的驅動力。而知識管理的目的是要提高知識產權及企業智商，而企業智商的高低，主要還是取決於公司是否廣泛分享資訊，以及如何善用分享彼此的知識來成長，所以知識的流動與分享是企業內知識管理活動的核心。為了有效管理企業內部知識資產，使得資訊加值、產品與技術創新，提升企業之差異化競爭優勢，未來知識管理必將成為企業管理的重心，而企業也必須透過不斷的學習，來累積知識以奠定創新的基礎。
中小企業是台灣的主要經濟體，也是勞動人口的主要雇主，但中小企業對知識管理導入並未普遍執行，所以當主要的技術或專業人員離職時，企業的核心知識或技術卻未能有系統的保留在企業內，對中小企業的競爭力將是一大難題，如何透過制度化的經營管理機制，讓資訊、知識及員工的經驗等能夠有效地交流分享和傳承，是中小企業追求成長與發展的重要關鍵，因此中小企業如何做好知識管理取得競爭優勢，對台灣經濟發展顯得重要。因此本論文以個案公司為例，探討其研發設計單位的知識管理現況與成效以及傳承的方式，以期發現中小企業在執行知識管理時所面對的問題。
本研究以個案公司為例，採用質性研究方法，並以紮根理論進行資料分析，利用歸納將現象加以分析整理並獲得結果。研究發現，個案公司對於教育訓練的重視程度並不高，缺乏長期的教育訓練政策與課程規劃，所以教育訓練的成效不盡理想；在資料保存方面，雖有建立資料庫，但是因為缺乏相關流程的規範，再加上設計知識的內隱屬性難以外化，導致資料保存的並不完整，資料也未整理歸納，因此資料庫的利用價值也不高；而因為單位之間的不和諧，以及個人績效利益考量下，知識的移轉管道不上有流暢，導致無法有效提升組織知識的整體價值。所以若要有效推行知識管理，公司需規劃長期的經營計劃，且擁有良好的管理人才，規劃知識管理的遠景與目標，定義知識的需求，並制定相關執行流程，長期的予以支持與並持續改善。同時也要建立一個信任、和諧的組織環境，使得知識可以快速的在組織內移轉，擴大知識的利用價值與產生綜效，提高企業知識的整體價值。

關鍵字

知識管理 ； 知識移轉

並列摘要

In the years of knowledge-economy, the one who control knowledge would keep the chance of being rich. Knowledge has been the propellant of arising production and economy. The purpose of knowledge management is to promote intellectual property and corporate intelligent quotient, and the corporate IQ level mainly depends on whether business collects information widely, and how to share the intelligence. Therefore, knowledge flow and share is the core of knowledge management activities within business. For the sake of managing corporate internal knowledge assets effectively to add information value, innovate products and techniques, and raise corporate advantage of differentiation, knowledge management should be the focus of business management in the future, so business have to learn continuously to form the basis of innovation.
Small and medium size enterprises (SMEs) are main parts in Taiwan economic system, but they have not yet put their focus on drawing and executing knowledge management. When the professionals and technical personnel leave the company, core intelligence and techniques cannot be retained, that would be a big challenge to the future competitiveness for this company. How to operate and manage a business systematically to communicate, share and pass relative information, knowledge and employee experience, is the key point to survive and development for SMEs. Moreover, how to help SMEs to do this work well to take the advantages in market is also important for Taiwan economic development. This study gives an example from a company to discuss current situation of knowledge management and share, to explore problems SMEs would face while execute knowledge management.
The qualitative research methodology and grounded theory have been used in this research. What discovered in this study: company knowledge management effect is not clear on education training, knowledge source and data retention. The designers in the company are not willing to participate in education and training; personnel training and knowledge transfer seems poor because of friction between departments; the designers cannot learn existing knowledge because the material in database had not been rearranged properly so that they can be used in the education and training program. The reasons may because SMEs executives focus more on short-term production and selling, and lack of long-term policy and SOP in the process of execution. In other words, SMEs decision makers seem to pay too much attention on short-term problems, so they cannot keep most of the energy toward long-term projects which show little profits in short duration. To sum up, knowledge management seems to be difficult in SMEs. The data demonstrates that education and training, learning atmosphere, information retention, knowledge transfer, and other policies to retain and share personnel intelligence appears not the top lists that executives care about mainly. That’s why SMEs face plight when developing knowledge management policy. If a business tries to carry out knowledge management, it has to plan for long-term vision and goal of the policy, support and improve continuously; set clear demand and strategy of knowledge development to foster future manpower and develop ways to get new knowledge and techniques. Finally, in order to help the knowledge flow promptly within company and amplify the use of the knowledge, a trustful and harmonious organization culture has to be built up, so the value of the corporate can be increased.

並列關鍵字

knowledge transfer ； knowledge management

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