政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/51696

政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/51696

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政大典藏 > College of Commerce > Executive Master of Business Administration > Theses > Item 140.119/51696

Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/51696

Title:	中鼎工程公司設計部門核心能耐的建構機制之研究-以知識管理的觀點 The core competence establishing mechanism of CTCI engineering departments - knowledge management perspective
Authors:	劉國棟
Contributors:	吳豐祥劉國棟
Keywords:	統包工程公司工程設計核心能耐知識管理中鼎工程 turnkey contractor engineering core competence knowledge management CTCI Corporation
Date:	2008
Issue Date:	2011-10-14 14:39:06 (UTC+8)
Abstract:	本研究以中鼎工程公司為個案，針對各專業設計部門主管以問卷調查的方式，探討國際統包工程公司設計部門應有的核心能耐，並採取知識管理的觀點，探討此核心能耐的建構機制。研究結果發現國際統包工程公司設計部門的核心能耐為「工程設計整合能力」。此整合能力包括（一）跨設計部門整合（二）軟硬體資訊平台整合（三）EPCK整合（四）專案目標整合（五）企業文化整合。國際統包工程公司為確保設計的品質，會訂定嚴謹的作業準則、進行紮實的教育訓練；並全力發展整合性設計平台，以縮短設計時程與減少重做成本；除此之外，也強調總成本觀念，在設計階段即考量採購、建造與試車的各種要求。國際統包工程公司為能在國際市場充分發揮出團隊的效能，設計人員需具備充分的專業技術能力，並輔之以管理領導能力與英語溝通能力。而公司的企業文化，諸如專業、誠信、團隊合作與創新，則是促進整合的關鍵底蘊。業主對國際統包工程公司品牌商譽特別重視，品牌商譽是所有努力的綜合結果，有賴長期的蓄積。國際統包工程公司設計部門為蓄積核心能耐，會致力促使知識載體與知識活動產生正向循環，以提升競爭優勢。研究結果也提出個案公司亟待努力的改善建議，包括（一）應持續召募適合員工，以利長遠之發展，就既有之人力斷層，則應加速訓練養成（二）應加強供應鏈管理，嚴格管控設備廠商設計文件到位時程（三）應採取適切的績效考核與究責方式，使員工產生積極整合態度（四）應加強設計、採購、建造與試車部門之間的互動（五）應加強投入公司層級的研發活動（六）應加強與Licenser和Client等之合作，以拓展上游端（基本設計）與下游端（試車）的核心能耐。 This case study investigates the core competence of the engineering department of international turnkey contractors and the establishing mechanism of such competence in terms of knowledge management. A survey is conducted on the engineering department managers of CTCI Corporation to supplement this study. Results show that engineering design integration is the core competence of the engineering department of international turnkey contractors. This includes the integration of (1) engineering departments, (2) hardware and software information platforms, (3) EPCK, (4) project objectives, and (5) corporate culture. International turnkey contractors will establish strict SOPs and provide solid education and training to ensure the quality of engineering work, and develop integrated design platforms to shorten design lead-time and reduce rework cost. Additionally, they emphasize cost concepts and consider the procurement, construction and commissioning requirements right at the beginning of design. Designers are equipped with adequate professional core competence, management and leadership competence, and English communication competence for international turnkey contractors to fully display team efficiency. Meanwhile, corporate culture, such as professionalism, sincerity, teamwork, and innovation, are also the keys to integration. As brand reputation is the synergy of all efforts and long-term accumulation, project owners pay special attention to the contractor’s brand reputation. Therefore the contractor’s engineering department is devoted to promote positive circulation of knowledge carriers and activities in order to build up core competence and enhance competitiveness. Suggestions for immediate improvement of the case company were also proposed, including (1) continue to recruit suitable employees to facilitate long-term development and accelerate training process to close the gap of existing interrupted staffing; (2) strengthen supply chain management and apply strict deadline on suppliers’ technical documents; (3) adopt appropriate and fair performance assessment to motivate employees; (4) encourage interactions among engineering, procurement, construction and commissioning departments; (5) reinforce corporate level R&D activities; and (6) promote cooperation with licenser and client to expand upstream (basic design) and downstream (commissioning) core competence.
Reference:	Collis, D. J., & Montgomery, C. A. (1995), “Competing on Resources: Strategy in the 1990s,” Harvard Business Review, 90, (July/August), pp.118-128 Leonard-Barton, D. (1995), Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation, 知識創新之泉－智價企業的經營（遠流，1998） Nonaka, I. & Takeuchi, H. (1995), The Knowledge-Creating Company, Oxford University Press, Inc. 創新求勝－智價企業論（遠流，1997） Prahalad, C. K., & Hammel, Gary (1990), “The Core Competence of the Corporation,” Harvard Business Review, 90, (May/June), pp.79-91 Teece, D. J., Pisano, G., & Shuen A. (1997), “Dynamic Capabilities and Strategic Management, Strategic Management Journal, Vol.18, No.7, pp.509-533 Yin, R. K. (1994), Case Study Research – Design and Methods. Sage Publications Inc. 吳思華(1996)，策略九說－策略思考的本質，臉譜出版社，民國八十五年九月。吳錦錩（2006），企業競爭優勢之個案研究－以台灣企業為例，明道學術論壇2（2）：1-99（2006）。林俊華（2007），台灣工程公司國際化成長策略的個案研究，國立台灣大學管理學院碩士在職專班國際企業管理組碩士論文，民國九十六年七月。廖文忠（2003），跨國工程公司之組織策略與公司治理－中鼎工程公司個案研究，國立台灣大學國際企業學研究所碩士論文，民國九十二年七月。劉武雄（2003），台灣工程顧問業核心資源個案研究，國立政治大學經營管理碩士學程科技管理組碩士論文，民國九十二年七月。魏騰輝（2003），台灣工程機構之經營策略－以中鼎工程公司為例，國立中山大學管理學院高階經營碩士學程碩士在職專班碩士論文，民國九十二年七月。個案公司網站資料http://www.ctci.com.tw
Description:	碩士國立政治大學經營管理碩士學程(EMBA) 95932093 97
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0095932093
Data Type:	thesis
Appears in Collections:	[Executive Master of Business Administration] Theses

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