知識管理推動力、流程與組織績效關係之研究

A Study of Knowledge Management Enablers、Processes and Organizational Performance

田維國(Wei-Kwo Ten)

指導教授 ： 林震岩

中原大學/商學院/企業管理研究所/碩士(2005年)

https://doi.org/10.6840/cycu200500010

摘要

論 文 摘 要
由於知識管理的風潮盛行，企業界好像認為只要把知識管理運用到他們的組織中，企業就能擁有未來。企業在面對不同種類的知識管理會感到無所適從。尚未有以綜觀式的方式去探討知識管理間變量的關係，也極少以流程導向的方式去作實證的研究。
本研究藉由對企業的實證與相關個案研究，提供尚未導入知識管理的企業，在未來建構知識管理時有一策略指導方針作為參考依據。本研究研討的議題有：(1)整理出知識管理推動力、知識創造流程和組織績效重要變數(2)導出其系統性關係架構(3)探討知識管理推動力、知識創造流程和組織績效重要變數間影響的因果關係(4)了解國內企業推動知識管理建置的現況(5)提供企業在推動知識管理時，該由哪一個角度著手進行較合適。
經文獻探討後，重要知識管理推動力共計有九項，分別為合作、信任、學習、集中化、正式化、資訊科技支援、T型技能人員、知識策略與創新，知識創造流程以社會化、外部化、組合化及內部化為主，在知識創造流程與組織績效間再加入一組織創造力，如此形成知識管理系統架構。
本研究對象以企業之知識管理相關部門主管或資訊部門主管為主。共計發放783封問卷，實際回收有效問卷共計126份，回收率16.09%。以SPSS統計軟體進行相關與多元迴歸分析，驗證其相關性與變數間影響之強弱性，並以SAS進行路徑分析，驗證本研究架構整體因果模式是否獲得支持，研究發現：
1.合作、信任、集中化對知識創造流程無顯著相關，只有學習才會正向影響知識創造流程。
2.集中化對知識創造流程無顯著因果相關，可以推論知識創造並不會因企業組織採行集中化架構，就完全無法進行知識創造。
3.正式化並不會阻礙知識創造，反而對知識創造有正向之影響。
4.T型技能人員確實是企業組織急需要的人才。
5.資訊科技支援對知識創造流程並無法全部支援，僅對內部化有顯著正相關。
6.知識策略對所有知識創造流程來說是一重要變數，不僅對知識創造流程有正向顯著影響，對社會化、外部化、組合化及內部化的影響皆非常顯著。
7.創新對外部化與內部化方面影響特別顯著。
8.知識創造流程確實會對組織創造力有正向顯著影響，尤其在外部化與內部化方面特別顯著。
9.組織創造力確實對組織績效有正向顯著影響。

關鍵字

組織創造力 ； 推動力 ； 知識創造流程 ； 合作 ； 組織績效 ； 學習 ； 資訊科技支援 ； 集中化 ； T型技能人員 ； 正式化 ； 信任 ； 創新 ； 知識策略

並列摘要

Abstract
Owing to the knowledge management being in vogue, the enterprises seem to think that they will own the future by applying the knowledge management into their organization. However, the enterprises always get loss as facing the different types of knowledge management. So far, there is no comprehensive method to discusses the variance among knowledge management, or just a few of process-aspect way to demonstrate (or verify) the research.
This research would provide as a reference to the enterprises that not yet induct the knowledge management as constructing the knowledge management in the future, through the enterprise's real diagnosis and a correlation case study. The subjects of this research include: (1) reorganizing the knowledge management enablers, knowledge creation process, and important variables of organizational performance (2) deriving its systematic construction (3) discussing the causal relation among knowledge management enablers, knowledge creation process, and important variables of organizational performance (4) understanding the current knowledge management status in domestic enterprises (5) providing enterprises the best method to conduct the knowledge management.
After the literature discussion, there are total 9 knowledge management enablers which are collaboration, trust, learning, centralization, formalization, information technology support, T-shaped skill, knowledge strategy, and innovation. The knowledge creation processes bases on the socialization, externalization, combination, and internalization. Therefore, the knowledge management system architecture will be formed by adding enterprise creativity on knowledge creation process and organization performance.
This research is objected primarily to the managers being in charge of knowledge management or information system and bases on the returned surveys which were 126 out of 783 where the returns-ratio was 16.09%. After using SPSS statistic software to explore the correlation and the multiple regression, to verify the strong and weak of influence between relevance and variant, also using SAS tool to investigate the routing analysis, to confirm this research overall causal relationship whether being supported, the research disclosed that:
1. There is no obvious evidence which shows any connections existed for collaboration, trust, and centralization with knowledge creation process. The only way to affect the knowledge creation process is learning.
2. There is no conspicuous causal relationship between centralization and knowledge creation flow. It infers that knowledge creation still can be carried out with or without centralized enterprise organization.
3. Formalization has positive influence on knowledge creation rather than hindering the knowledge creation.
4. The T-shaped skill personnel are the people enterprise needed greatly.
5. The information technology has only the positive and obviously influence on internalization rather than providing all the support to knowledge creation process.
6. The knowledge strategy is an important variant to all knowledge creation flow and has the positive and obviously influence on the knowledge creation flow, also on the socialization, externalization, the combination and the internalization.
7. The innovation has significant influence on the internalization and externalization.
8. The knowledge creation flow truly has the positive and obviously influence on the organization creativity, especially on the internalization and externalization.
9. The organization creativity has great influence on organizational performance.

並列關鍵字

Knowledge Management Enablers ； Innovation ； Learning ； Organizational Performance ； Trust ； Knowledge Strategy ； T-Shaped Skill Personnel ； Organization Creativity ； Formalization ； Centralization ； Knowledge Creation Processes ； Information Technology Support ； Collaboration

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