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  • 學位論文

靈活營造信任的樞紐人物-台灣知識管理經理人工作推動實錄

The Implementation of Knowledge Management in Taiwan from the Perspective of KM Managers

指導教授 : 丁姵元

摘要


二十一世紀是知識經濟的時代,大多數人公認知識管理(Knowledge Management,以下簡稱KM)對企業是重要的事。台灣自2000年引進KM的思維與運作至今已有十多年的歷史,與KM相關的研究雖多,實務的推行似乎未如預期,例如台灣的標竿企業台積電也只拿到世界相關獎項的入選,因此有關台灣KM執行的狀況與問題需要得到更多的關注。另外,文獻少有從企業第一線推動人員的角度以探究KM的動態過程與問題,進而瞭解其工作需要之特質與能力。 因此,本研究目的是以推動實務的關鍵人-KM經理人角度,來探討台灣業界推行KM的障礙、挑戰和克服之道,並同時探討其工作本質與條件,希望可給予關心KM之各界賢達參考也協助有意推動之企業找對人做對事。 本研究以半結構訪談方式,訪談十四家台灣中大型企業,且持續推行KM三年以上、計十六位負責推動業務一年以上資歷之KM經理人。 研究結果指出,企業推動KM最大問題與困難為組織內的人,因此KM經理人需花很多時間多方溝通說服,其中包含教育訓練與樹立成功典範,以及建立相關制度辦法與設計激勵活動。為增加各階層主管支持度,而有彈性應變的調整作法。同時研究也發現,KM是一個持續漸進的過程,過程中「溝通」是重要的關鍵,多方的溝通是為了建立「信任」,其中包含組織成員彼此的信任,以及組織成員對於KM有所助益的信任,而KM經理人則是扮演需靈活應變以強化信任的樞紐角色。最後,研究並歸納KM經理人工作的動機、從中的收穫以及所需的人格特質、能力與態度。

關鍵字

KM經理人 溝通 實證研究 KM 知識管理

並列摘要


KM (Knowledge Management) in Taiwan is getting popular in recent ten years. Although most of companies/entrepreneurs acknowledged the importance of KM .Although there are many literatures of KM (Knowledge Management) published in Taiwan, the implementation was not expected as initial. Even the top company like TSMC which is famous for IC fundary in World Wide with lot of recognitions about its innovation, technology, management, service…but only got the candidate of Most Admired Knowledge Enterprises in 2006. It indicated KM still have long way to go in Taiwan. Most of the past reports were focused on the IT tool or final results; It’s relatively less on studying the dynamic process of deployment and the people (KM managers) who are responsible for executing the KM tasks. This study will focus on what and how company overcomes the challenges to achieve the final goal from the perspective of KM. This study is also good for the company who are willing to aapply KM to build up the strength and competitiveness. There are sixteen KM mangers were interviewed in this study who are working for fourteen middle/large scale companies with over 3 years experiences upon KM deployment. The biggest challenge to block deployment of KM in company are people. KM manager usually spent most of time and efforts on communicating to get the understanding and supporting. This includes but not limits to provide education training establish the procedure and create the ways of motivation. KM is also a kind of continuous progress with flexibility toward the goal. The key successful factor is the “Communication”. Proper communication will help on building up the trust with the stakeholders as well as the trust of ability to reach the final target while KM mangers play the important role on helping people to trust each other in day to day operation. This report will also make a summary about the characteristic of motivation, personality, ability and attitude of KM managers.

參考文獻


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