- 期刊
疆界管理：探索情境知識的本質與知識轉移
Boundary Management: Exploring the Nature of Knowledge Embeddedness and Knowledge Transfer
摘要
本文以知識內嵌的本質與實踐的觀點探索組織疆界管理與知識轉移的議題。本文的研究問題是「為何系統無法促進跨疆界的合作與專業知識的轉移，組織如何運用疆界管理來整合內嵌於工程師個人的知識，以促進跨疆界知識的轉移與再製？」本文採用個案研究法探索兩家半導體公司，它們導入知識管理以協助工程師轉移知識與經驗。我們從知識內嵌的本質、疆界中介者(Boundary Spanner)與疆界物件(Boundary Object)等概念進行跨個案的分析與比較。本研究發現組織進行跨疆界維修實務的過程中，知識是內嵌(Embedded)在不同工程師每日的實做當中，很難以運用像資訊系統這種疆界物件來簡化人際的互動，或者取代疆界中介者的角色而能促進跨專業知識的轉移。這兩家公司導入知識管理的案例裡，其中ChipMaker公司以系統作為疆界物件並作為知識轉移主要的平台，知識管理部門人員則為疆界中介者並成為主導知識管理的核心角色，目的在於儘量減少疆界之間的互動，而工程師卻演變成為周邊的知識編碼者，精心設計的資訊系統也未能發揮疆界物件的功效。反觀，在另一家ADP公司，知識管理人員雖為疆界中介者，但只是設計管理機制以鼓勵工程師進行跨疆界的互動，工程師本身是核心疆界中介者並有效運用行動中產生的資料與圖表作為疆界物件，以利進行跨疆界的維修實務。最後，本研究從此兩個案的比較中發展[Km]與[kM]這兩種疆界管理模式，並提出本研究管理與實務意涵。
並列摘要
This paper investigates the issues of boundary management and knowledge transfer in an organization from the view of practice and knowledge embeddedness. The research questions are ”Why might a system fail to promote cross-boundary cooperation and transfer of specialized knowledge? How can an organization use boundary management to integrate knowledge embedded in individual engineers, and thereby promote cross-boundary knowledge transfer and regeneration?” A case study method is used to explore the adoption of knowledge management by two semiconductor companies in order to help engineers transfer their knowledge and experience. The nature of knowledge embeddedness and the concept of boundary spanners and boundary objects are used in case analysis and comparison. This paper discovered that since, in the process of performing cross-boundary maintenance, knowledge is embedded in the everyday work of individual engineers; it is difficult to use a boundary object such as an information system to simplify interpersonal interactions or replace boundary spanners and still promote the transfer of knowledge between different areas of specialization. Among two companies that have adopted knowledge management, the company ChipMaker uses a system as a boundary object and as its primary knowledge transfer platform. Its knowledge management department personnel are boundary spanners and key actors in directing knowledge management, with the goal of reducing cross-boundary interaction as much as possible. But since engineers evolve into peripheral knowledge encoders under such a system, even a carefully-designed information system will fail to realize the full potential of the boundary object. In contrast, at the ADP Company, although knowledge management personnel are also boundary spanners, they are responsible solely for designing management mechanisms encouraging engineers to engage in cross-boundary interaction. Engineers are the central boundary spanners at this company; they can effectively use the data and charts generated by their actions as boundary objects, which facilitates cross-boundary maintenance work. Finally, this paper develops the ”Km” and ”kM” boundary management models from a comparison of the cases, and proposes the implications for management and practice.