高科技產業知識管理策略及活動、知識資源特性與經營績效關係之探討－資源基礎觀點

A Study on the Relationships among Knowledge Management Strategy, Knowledge Management Activity, Knowledge Resource Characteristics and Business Performance of High-Tech Industries in Taiwan: Resource

溫源鳳(Yuan-Feng Wen) ； 楊世芳(Shih-Fang Yang) ； 石玫旻(Mei-Min Shih)

《中華管理學報》 8卷1期 (2007/03) Pp. 87-111

https://doi.org/10.30053/CHJM.200703.0005

摘要

資源基礎觀點(RBV)自1990年起已成為企業競爭優勢研究的主流典範。RBV主張企業的競爭優勢需建立在其「價值性」、「稀少性」、「不可模仿性」以及「不可替代性」的獨特資源組合上才能獲得競爭優勢。企業憑藉著組織中的知識資源在互動使得知識管理策略有效使知識資源難以被競爭者模仿與取代，因而獲得卓越績效，所以有關企業競爭優勢與經營績效的研究，應以知識資源與知識管理活動為焦點。
本研究探討知識管理策略、知識管理活動及知識資源特性對組織績效之間的影響，以高科技產業為研究對象，利用問卷調查並分析回收資料，實證分析發現：(1)知識管理策咯對其經營績效並未呈現正向影響；知識管理策略僅對非財務績效有顯著影響。(2)不同知識管理策略類型對知識管理活動並未呈現正向影響。(3)知識管理活動對其經營績效有正向影響；知識需憑藉著知識管理活動運作以產生價值，並促進經營績效提升。(4)知識管理活動對其知識資源特性有正向影響成立；企業在執行知識管理活動後，將擁有具價值性、稀少性、不可模仿及複製性、不可代替性知識資源，並可協助公司持續維持競爭優勢。(5)知識資源特性對其經營績效有顯著影響。

關鍵字

知識管理策略 ； 資源基礎觀點RBV ； 知識資源特性 ； 經營績效

並列摘要

The resource-based view (RBV) has become a major paradigm regarding the study on competitive advantage of enterprises since 1990. RBV states that the competitive advantage of an organization comes from the strategy that is based on the combinations of unique resources which are valuable, rare, inimitable and non-substitutable. Most importantly, both the knowledge management (KM) strategy and knowledge resource characteristics, that transform the combinations of unique knowledge resources into final products and services, can be attributed to the long-range complicated interactions among the organization-specific knowledge. Through the formulation of adequate KM strategy. the knowledge resource and competitive advantage become difficult to be imitated and substituted by competitors, an organization has an excellent performance.
The aim of this study is to explore the relationship among KM strategy/activity, knowledge resource characteristics and organizational performance through questionnaire taken from high-tech companies. The empirical study shows that (1) the effect of KM strategy on most of performances are not positive except non-financial performance, (2) the effect of different KM strategy on KM activities is not significant (3) the effect of different KM activities on KM activities is positive; an organization can produce valuable product/service and promote the performance through KM activities, (4) the effect of different KM activities on knowledge resource characteristics is significant: an organization will possess valuable, rare, inimitable and non-substitutable knowledge resources after conducting KM, (5) the effect of knowledge resource characteristics on performance is significant.

並列關鍵字

Knowledge management strategy ； Knowledge resource characteristics ； Resource-based view ； Operational performance