- 學位論文
中小企業導入知識管理之探討 -以G公司為例
Knowledge Management for Small and Medium Enterprises- A Case Study on G Company
摘要
本研究的目的，主要是希望能了解知識管理在中小企業推動的現況。進行方式首先透過5位知識管理領域專家學者的建議來協助問卷內容適切性的調整。問卷發送對象是以經濟部中小企業處輔導過的廠商為依據，共發出63份問卷，回收30份，並依此為有效問卷進行統整與分析。問卷結果顯示，企業能否持續推行知識管理之最關鍵因素為高階主管對知識管理之態度。而在知識管理導入後，「組織」、「顧客」、「內部流程」、及「學習與成長」四個構面提昇效果最為顯著，但在「創新」及「財務」兩構面上之績效反應則較不顯著。此外，知識管理導入企業項目較多的項目為「文件管理」、「知識地圖」、「專案管理」、「跨部門協調整合」、「創新服務流程」、及「市場情報蒐集分析」。 接著，本研究透過問卷分析，以知識管理導入總體績效表現較佳且於知識群聚表現最突出者，作為個案篩選依據，選定2006年的受輔導企業G公司為主要研究案例對象。訪談成果顯示，對於知識管理的導入到擴散到成長、所形成的群聚效應及成功的關鍵因素，包括，經營者的堅持願景與理念、知識管理導入轉化為活動行銷專案成功的因子、創新經營商務模式（將跨部門整合成功經驗，運用到跨企業群聚間整合的基礎）、加速擴大群聚圈效應。
並列摘要
The research aims at illustrating the current status of implementing Knowledge Management (KM) in Small and Medium Enterprises. I have adjusted the content of the questionnaire with suggestions of five KM scholars. The scope of my survey is based on the number of the companies receiving counsels from the Small and Medium Enterprise Administration, Ministry of Economic Affairs; the research is based on the 30 copies among 63 qustionnaire forms. The survey shows whether a corporate can keep using KM depends mostly on the attitude of its executives toward KM. After implementing KM, the following segments improve the most: “organization”, “customer”, internal process” and “learning”, while “innovation” and “finacial” sectors do not perform as outstanding. The popular choices for KM implementation are “document management”, “knowledge map”, “project management”, “inter-departmental cooperation”, “process of innovation survice”, and “market information collection and analysis”. In addition, I have taken company G that rceievd KM consultation in 2006 to be my research subject, as it is best in overall KM performance. Its success include the vision of enterprise, KM adoption in event marketing, innovative business models (base the cross-enterprise integration on cross-department integration experiences). Hence, the enterprise can maximize the clustering effect.