高科技廠商知識管理績效評估之研究

知識管理活動在企業組織中已推行相當長的時間，特別是科技廠商從知識與技術之投入來進行知識密集之生產活動，這些知識密集之活動需透過取得、儲存、內化、擴散及後續有效利用，來協助一系列知識密集之生產活動；然而，過去文獻對科技廠商運用知識管理活動上大都以個案或是質性方式進行，缺乏建立系統性之知識管理評估架構，來提供科技廠商對於實施知識管理後之績效表現進行客觀評估；為克服此一問題本研究整合平衡計分卡之基本架構，建立高科技廠商進行知識管理績效評估決策模式；透過此模式可提供決策者與管理者檢視其本身在實施知識管理後之績效表現並提供追蹤改善之依據。本研究以13家高科技廠商為樣本進行實證研究。根據平衡計分卡與文獻彙整出27項評估準則，第一階段發放專家問卷與廠商問卷，得到產學專家之意見，並於第二階段整合模糊理論與分析層級程序法，計算出各評估準則之權重值與績效值。研究結果發現： (一) 研究發現策略觀點權重由高而低依序為：顧客觀點、學習成長觀點、財務觀點、企業內部流程觀點，此顯示在高科技產業的領域中，顧客觀點較其他學習成長、財務觀點及企業內部流程觀點更為重要。 (二) 研究發現在學習與成長觀點中，員工創新能力的權重最高，也是與高科技產業特性息息相關，本結論正驗證經濟部產業白皮書（1997）之論點：具有創新能力並結合豐富經驗之人才，能使企業創造高附加價值與強化競爭力。即員工創新能力是高科技廠商最重要的關鍵之一，這也是高科技廠商需要實施知識管理之目的。 (三) 知識管理之整體績效值表現最差之四家主要是在財務觀點與顧客觀點上，此四家廠商必須深入檢討與評估績效表現差異之原因，進而提出改善與追蹤。

關鍵字

知識管理、平衡計分卡、績效評估、分析層級程序法、模糊理論

並列摘要

Knowledge management activities in the organization had promoted and take a long time. Particularly, high tech firm invested a lot of knowledge and technical resources to employ knowledge-intensive production activities. These knowledge-intensive activities are implemented through a set of practices, which are production activities such as acquisition, storage, internalize, diffusion and adoption. However, many literatures demonstrated knowledge management activities of high tech firms by using case studies or qualitative studies rather that building systematic knowledge management framework to measure knowledge management performance. To overcome these problems, this study utilize balanced scorecard to design decision making model of knowledge management performance in order to provide decision makers or managers monitor and track their performance after implementation knowledge management. The empirical study in this study was used 13 high tech firms. According to balanced scorecard and literatures there are 27 criteria were extract in knowledge management performance evaluation framework. In first stage, the expert and firm knowledge management performance evaluation were obtained. The second stage, we integrate fuzzy set theory and analytic hierarchy process to calculate importance of weights and performances of each firm. The primary research results include: (1) the order of strategic perspectives were customer perspective, learning and growth perspective, financial perspective, and business internal process perspective, respectively; (2) within learning and growth perspective, the importance of weights of employee innovation ability is highest. This is also important criteria in the high tech industry and also conformity with white paper (1997) argument of Ministry of Economic Affairs in Taiwan (3) Of the four of 13, global performance values are the worst in the financial perspective. Four firms can monitor and track their performance and require improving it according to worst performance score within evaluation framework.

並列關鍵字

Knowledge management、balanced scorecard、performance measurement、analytic hierarchy process、fuzzy theory

參考文獻

10. 徐中琦、黃騰緯。（2007）。智慧資本與企業經濟價值關聯性之實證研究。「科技管理學刊」，第12卷第4期，頁35-65。

2. Adams, S. M., Sarkis, J., and Liles, D. （1995）. The Development of Strategic Performance Metrics. Engineering Management Journal 7（1）：24-32.

5. Bacon, C.J., 1992. The use of decision criteria in selecting information systems/technology investments. MIS Quarterly 16（3）：335-353.

6. Balachandra. R.,（1981）. Characteristics of High-Tech Industry. Unpublished paper presented at New England Business and Economic Association, Springfield. Massachusetts.

7. Boer, F. P.,（1999）. The valuation of Technology: business and financial issues in R&D. John Wiley & Sons, Ltd.

國際替代計量

高科技廠商知識管理績效評估之研究

未授權

主題瀏覽