研發部門利用資訊技術支援工具進行知識管理之研究

面臨全球性的經濟競爭環境，因應客戶日益求新求變的產品需求，使得產品生命週期愈來愈短，對於高科技產業而言，在研發階段迅速反應市場需求更加重要，為避免人員流動造成知識與經驗的流失，必須有一套好的管理方法，來支援研發部門知識的累積與運用是企業重要的課題，本研究以個案分析的方式，將新產品開發過程中知識的產出與資訊技術支援工具間的配合，探討研發部門的知識管理。本研究首先由文獻探討中架構出研究架構，再以此架構為主軸進行問卷調查以及相關人員的深度訪談，作為研究個案分析資料，最後依實際個案公司的運作情形提出結論與建義。於研究架構中依新產品開發流程、IT支援以及管理機制三個構面去探討研發部門的知識管理，本研究歸納出個案公司目前新產品開發流程中需要增加保存的知識為：(1)問題與對策回饋；(2) 材料／圖文結合；(3) 風險評估；(4) 新技術、各事業別溝通平台；IT工具支援，著重於系統建置時，資訊人員與使用者間需要雙向的教育彼此，讓使用者了解系統的價值所在而肯定樂於使用；資訊人員應深入了解新產品開發的作業程序，以利建構出真正貼近使用者需求的系統，因此系統建置需與使用者充分溝通達到共識，讓系統功能明確化，另若有多個資訊系統支援研發知識管理，應強化各系統間的整合，以避免使用者重工之機會；再者，管理機制構面，知識管理的推行初期應以強迫與激勵政策同步進行，而激勵方式應以長期常態性為主，並確實落實知識管理納入考核及部門KPI。

關鍵字

研發部門；新產品開發流程；知識管理

並列摘要

Under the global competition, the product life cycle is getting shorten. Furthermore, the rapidly response in research and development (R D) stage of the high-tech industry has become much essential than before. For the reason of avoiding knowledge and experience lost which caused by employee separation, we must have a set of scenario with good management, to support the knowledge accumulation of R D section. This study focuses on a case study analysis to discuss the integration of knowledge management in R D department which includes the knowledge outputs from the new product development process and the information from the technology support tools. First of all, this study constructs the research framework by reviewing the past literatures. Secondly, it conducts a questionnaire to obtain the survey data by interviewing the spindle and the related personnel. Finally, this article make conclusions through analyzing the company's operation formulate and righteousness. For discussing the knowledge management of R D Department, the research framework has to divide to three dimensions, such as the process of new product development, and the mechanism of IT support and management. Also, this study mentioned that the preservation knowledge including the (1) problems and feedback solutions; (2) the combination of materials and graphic; (3) the risk assessment; (4) a communication platform for each new technology and business unit. These dimensions are designed for training purpose which including the IT staff and the end-user, of whom focus on building the system by IT tools supporting. Then the user can realize the true value of the system and would like to use it. The IT staff should understand deeply the operational process of the new product development in order to construct a system which can meet the truly demand from customers. It is quite important to make a fully consensus between system designer and end-user, and clarify the function of the system. It also can install alternative information system to support the knowledge management of R D, enhance the integration between various system, to prevent users from iterate operations. Furthermore, in term of the management mechanisms, the knowledge management should enforce and incentive policy synchronize at the initial period. For the long term concerned, the incentive approach should be executed continuously as well as batten the knowledge management with KPI for each department.

並列關鍵字

knowledge management ； R&D Department ； new product development processes

參考文獻

1. Benbasat, I., Goldstein, D. K., & Mead, Melissa, “The Case Research Strategy in Studies of Information Systems,” MIS Quarterly, 1987, pp.369-386.

2. Bharadwaj, A. S., “A Resources-Based Perspective on Information Technology Capability and Firm Performance: An Empirical Investigation,” MIS Quarterly, 2000, 24, pp.169-196.

3. Bierly, P. & Chakrabarti, A., “Generic Knowledge Strategies in the US Pharmaceutical Industry,” Strategic Management Journal, 1996, 17, pp.123-135.

4. Carneiro, A., “How does Knowledge Management Influence Innovation and Competitiveness?” Journal of Knowledge Management, 2000, 4, pp.87-98.

5. Chesbrough, H. W. & Teece, D. J., “When is Virtual Virtuous? Organizing for Innovation,” Harvard business Review, 1996, pp.65-73.

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研發部門利用資訊技術支援工具進行知識管理之研究

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