知識型產業之知識移轉績效影響因素研究 --以企管顧問業為例

A Study of Factors Impacting Knowledge Transfer in the Knowledge Industry --- Using the Management Consultin Industry as an Example.

簡夏蓉(Chien-Hsia Jung)

指導教授 ： 謝龍發

中原大學/商學院/企業管理研究所/碩士(2005年)

https://doi.org/10.6840/cycu200500724

摘要

論 文 摘 要

本研究旨在探討顧問公司對其客戶進行知識移轉過程中，影響其移轉績效的因素。從過去的研究中可了解知識移轉是不容易的，主要原因為有許多影響因子造成移轉上的障礙；此外，顧問公司屬知識產業中之一員，其主要活動為顧問公司對其客戶移轉知識，協助客戶解決其問題，若知識移轉不成功，將會嚴重影響到顧問公司的聲譽，因此顧問公司知識移轉的能力，也被視為關鍵成功因素之一。因此探索此移轉過程中主要的影響因素，並提出解決之道，對於知識移轉的績效會有所幫助。

雖然文獻中提到諸多的影響因素，例如溝通、應用、顧問師的經驗、信賴感、吸收能力與應用能力都可能會影響到知識移轉的效果，但僅部份研究是針對顧問公司與其客戶進行研究，且並沒有顯示其中的重要性。因此，本研究將印證這些因素在顧問公司對其客戶進行知識移轉過程中，此是否仍是顯著的影響因素，並說明這些因素的重要性。

本研究透過個案訪談的方式，實際對台灣某家大型顧問公司與其五家客戶進行訪談。而因為該顧問公司所提供的產品眾多，所以本研究限定在該顧問公司移轉其策略與指標管理模組給他們客戶的管理階層使用，作為本研究之對象。

研究結果發現，除了前述過去研究所揭露的因素之外，影響知識移轉績效的因素還包含：知識移轉者與知識接收者和雙方的移轉共識、顧問師需要有良好的口才、以及客戶端高階主管的強力支持等。此外，由於策略與指標管理模組的導入並非針對現場績效提升的改善案，其知識移轉的績效較難以評判，因此本研究建議採用知識的應用、接收者的滿意度、修改能力、制度化與內化等作為知識移轉績效的評估準則。最後，希望藉由此研究結果，能作為後續學者或是顧問公司實務應用上的參考依據。

關鍵字

知識移轉之績效 ； 顧問公司 ； 知識移轉 ； 知識型產業

並列摘要

Abstract

This study explores the impact factors that affect knowledge transfer (KT) between consulting firms and their clients. Previous research has revealed that knowledge transfer (KT) is hardly an easy thing because of the vast amounts of various impact factors that can impede the process. Consulting firms are a part of the knowledge industry, with their principle business activities being transferring knowledge to clients and assisting them in the resolution of problems. If the KT is unsuccessful, the reputation of the consulting firm will be greatly damaged. As such, a consulting firm’s ability to transfer knowledge can be viewed as a critical element to its success. Therefore, if impact factors in the KT process can be identified and feasible solutions can be found, the efficacy of the KT will greatly be benefited thereby.

Previous studies have identified many impact factors, such as communication, application, expertise of the individual consultant, reliability, assimilation ability, and application ability; however, only a few studies have focused their research on consulting companies and their clients, but not on the relative importance among these factors. Therefore, this study will try to verify if these factors still affect the KT between consulting firms and their clients, and delineate the importance of each.

The research methodology used is that of case study, which is conducted by interviewing a large Taiwanese consulting firm and five of its clients. As the products and services offered by this consulting firm are variegated, only the transfer of modules for strategies and indicator management used with management-level clients will be considered here.

Results show that apart from the impact factors identified in past research, other potential factors include the mutual understanding between the consultant and the clients regarding the KT, the eloquence of the consultant, as well as the level of support of the consultant’s work from high-level management of the client. In addition, since the transfer of modules for strategies and indicator management is not an improvement project aiming to elevate floor-performance, there is a great difficulty in measuring the effectiveness of KTs consequently, this study suggests the following criteria to evaluate the effectiveness of KTs: application of knowledge, client’s level of satisfaction, ability to change, systematizing, and internalizing. Finally, it is hoped that the results of this study can provide valuable references to future research and benefit consulting firms.

Abstract

This study explores the impact factors that affect knowledge transfer (KT) between consulting firms and their clients. Previous research has revealed that knowledge transfer (KT) is hardly an easy thing because of the vast amounts of various impact factors that can impede the process. Consulting firms are a part of the knowledge industry, with their principle business activities being transferring knowledge to clients and assisting them in the resolution of problems. If the KT is unsuccessful, the reputation of the consulting firm will be greatly damaged. As such, a consulting firm’s ability to transfer knowledge can be viewed as a critical element to its success. Therefore, if impact factors in the KT process can be identified and feasible solutions can be found, the efficacy of the KT will greatly be benefited thereby.

Previous studies have identified many impact factors, such as communication, application, expertise of the individual consultant, reliability, assimilation ability, and application ability; however, only a few studies have focused their research on consulting companies and their clients, but not on the relative importance among these factors. Therefore, this study will try to verify if these factors still affect the KT between consulting firms and their clients, and delineate the importance of each.

The research methodology used is that of case study, which is conducted by interviewing a large Taiwanese consulting firm and five of its clients. As the products and services offered by this consulting firm are variegated, only the transfer of modules for strategies and indicator management used with management-level clients will be considered here.

Results show that apart from the impact factors identified in past research, other potential factors include the mutual understanding between the consultant and the clients regarding the KT, the eloquence of the consultant, as well as the level of support of the consultant’s work from high-level management of the client. In addition, since the transfer of modules for strategies and indicator management is not an improvement project aiming to elevate floor-performance, there is a great difficulty in measuring the effectiveness of KTs consequently, this study suggests the following criteria to evaluate the effectiveness of KTs: application of knowledge, client’s level of satisfaction, ability to change, systematizing, and internalizing. Finally, it is hoped that the results of this study can provide valuable references to future research and benefit consulting firms.

Keywords: knowledge-based industry, knowledge transfer,
consulting firm , Effectiveness of knowledge transfer

並列關鍵字

knowledge transfer ； consulting firm ； Effectiveness of knowledge transfer

參考文獻

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