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    Title: 企業導入知識管理策略之研究-以某LED封裝公司為例
    The Research of enterprise`s implementation for knowledge management strategy-exampled
    Authors: 劉煥銘
    Contributors: 季延平
    劉煥銘
    Keywords: 知識管理
    LED
    LED封裝
    光色配比
    分bin
    品味測試、顯色性
    knowledge management
    LED
    LED packaging
    the ratio of phosphor
    bin sorting
    the taste test, color rendering
    Date: 2011
    Issue Date: 2012-10-30 10:42:54 (UTC+8)
    Abstract: 本論文為探索性的個案研究架構,從「知識管理活動」觀點來看工廠的知識管理作法。並經由「知識管理關鍵因子」與「知識管理活動」相互關連性來探討「知識管理關鍵因子」對於個案LED廠的「知識管理活動」之影響。
    對於知識管理流程的運作得到的結論有:
    (一)、外部知識與內隱知識同為個案企業在知識取得及創造重要來源
    但由個案探討發現要讓知識取得及創造能更有效果的方法,有賴激勵制度及高階主管全力支持以促使團隊合作發展才能達到目的。
    (二)、由個案跨國企業知識蓄積及分享而言,IT及網際網路科技應用是必要且影響甚鉅的,但必須搭配資深或技術人員為載體,知識蓄積及分享效果才為顯著。
    (三)、教育、評核及激勵制度推動師徒制及專案團隊與跨廠區、部門合作,促進知識流通、移轉及轉換。
    對於知識管理關鍵因子與知識管理流程關聯性得到結論有:
    1. IT及網際網路可協助知識管理活動更加有效率及組織化。
    2. 科技產品的應用對遠距離、跨區域公司的知識管理式可收事半功倍之效果。
    3. 信任與自私為一體兩面,沒有相對高階的絕對支持及相對資源投入,就無以產生絕對信任。知識導入及轉移至同化是否能達效果,此為一大主因。
    4. 高階主管的認知及全力支持是知識管理落實、有效執行的關鍵。
    5. 相同制度用在不同地區未必可得到一致效果,因地制宜因勢利導方可收知識管理之功效。
    6. 使命與榮譽感需配合評核及有效激勵制度才能成為知識傳承重要動力。
    The thesis architecture is base on exploratory case study . Base on the point view of Knowledge management to discuss the activities of factories . Base on the inter-related “ key factors of knowledge management ” and “knowledge management activities ” . We try to find the impact from“ key factors of knowledge management ” to " knowledge management activities ”in the case study.
    The conclusion of the knowledge management process:
    1. External knowledge and implicit knowledge are equal important resource for the case company in the knowledge acquisition and creation. However, the case study found that to make knowledge acquisition and the creation can be more effective is depends on the incentive system and top managers full support to promote the development of teamwork to achieve the purpose.
    2. For knowledge accumulation and sharing of multinational enterprises , IT and Internet technology application is necessary and a great influence .It will be more powerful if senior technical staff as a carrier of knowledge accumulation and sharing .
    3. Education、assessment and incentive system encourage apprenticeship and project teams to work more powerful in cross-plant .That promote the circulation of knowledge, transfer and conversion.
    We study the relationship between key factors of knowledge management and knowledge management process . Conclusion as following:
    1. IT and Internet can make knowledge management activities more efficient and organized.
    2. the application of technology products on the type of long-distance, inter-regional knowledge management can get maximum effect.
    3. Trust and selfishness is two side of the same coin. If there is no absolute support and the relative resources from top managers . There will be no absolute trust . It’s the main key point of knowledge import 、transfer 、 assimilation .
    4. Top managers awareness and fully support to knowledge management will be the key to effective implementation.
    5. The same system in different regions may not be obtained consistent results. Capitalize on the trend will be the best efficacy of knowledge management.
    6. Mission and sense of honor must comply with the assessment and effective incentive system in order to become an important driving force of knowledge transmission.
    Reference: 一、中文部分
    1. Andrew Grove,1996. “Only the Paranoid Survive” ;“10倍速時代”,譯者:王平原.台北:大塊文化
    2. Bill Gates, 1999, 數位神經系統 (Digital Nervous System) ,台北市:商周出版。
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    9. 羅有至,2005.“學校系所網頁之基礎建設項目分析-以成大企管所為例”,國立成功大學企業管理所系碩士論文
    10. 蘇慧瑄,2007 , “台灣LED產業上中下游專利佈局之比較研究” , 國立政治大學科技管理研究所碩士論文



    二、英文部分
    1. Allee,V.,(1997) The Knowledge Evolution, Boston Oxford: Butterworth Heinemann.
    2. Andrew H Gold., Arvind Malhotra., Albert H Segars.,(2001) Knowledge management :An Organizational Capabilities Perspective. Journal of Management Information Systems; Summer ,18(1),185-214
    3. Arthur Andersen and The American Productivity and Quality Center,(1996) The Knowledge Management Assessment Tool: External Benchmarking Version,Winter.
    4. Beckman,T.(1997) Implementing the knowledge organization in government, Paper presented at the meeting of the 10th national conference on federal quality.
    5. Blumentritt,R.,& Johnston R (1999) Toward A Strategy for Knowledge Management, Technology Analysis & Strategic Management,11(3)23-45
    6. Bonora,E.A.& Revang,O.(1991) A strategic Framework for Analying Professional Service Firms-Developing strategies for Sustained Performance, Strategic Management Society Inter-organizational Conference, Toronto ,Canada.
    7. Bonnie Rubenstein-Montano、Jay Liebowitz、Judah Buchwalter、Doug McCaw(2001), “SMARTVision:A knowledge-management methodology”, Journal of Knowledge Management;Kempston.
    8. Carneiro,A.,(2001) The role of intelligent resource in knowledge management, Journal of Knowledge Management, 5(4),358-373
    9. Davenport,T.H., (1997) the principle of knowledge Management and Four Case Studies, Knowledge and process management ,4(3),187-208
    10. Davenport ,T.H.& Prusak(1999) Working Knowledge, Boston: Harvard Business School Press.
    11. Gilbert,M. & Martyn,G.H.(1996) Understanding The Process of Knowledge Transfer to Achieve Successful Technological Innovation,16(6),365-385.
    12. Grant,R.M.(1996) Toward a Knowledge-Based Theory of the Firm, Strategic Management Journal,17,109-122.
    13. Hall,R.,Andriani,P.,(2002) Managing Knowledge for Innovation”, Long Range Planning,35,29-48.
    14. Helleloid,D. & Simonin,B.(1994) Organizational Learning and Firm’s Core Competence, in Hamel, G. & Heene, A. ed., Competence-Based Competition, New York: John Wiley &Sons ,213-239.
    15. Hendriks,P.(1999) Why share knowledge ?The influence of ICT on the motivation for knowledge sharing. Knowledge and Process Management.
    16. Huber,G.P.(1991) Organization Learning: The Contributing Process and the Literature . Organization Science ,2(1),88-115
    17. Johann,E.,& Joakim ,N.,(2003) Organizational learning in subsidiaries of multinational companies in Russia ,Journal of world Business,38,262-277.
    18. Knapp,Ellen M.(1998) Knowledge Management, Business & Economic Review,4,5-17.
    19. Leonard-Barton,D.(1995) Wellsprings of knowledge :Building and sustaining the sources of Innovation, Boston: Harvard Business School Press.
    20. Maglitta,J.,(1996) Know- How,Inc,Computerworld,34,74-76
    21. McShane, S.L & Von Glinow,M.A.(2005).Organizational Behavior. New York: McGraw-Hill Companies,Inc.
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    26. Purser, R.E. & W. F. Pasmore (1992). Organizing for Learning, In Pasmore, W. and W. Pasmore(ed.), In Organizing Change and Development, London: JAI Press Inc.
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    三、網站部分
    1. LEDinside: http://www.ledinside.com.tw/
    2. 工研院IEK Industrial Economics & Knowledge Center
    3. 艾笛森光電股份有限公司法人說明會03/04/2011
    4. 公開資訊觀測站,http://newmops.tse.com.tw/,個案公司公開說明書
    5. 台經院產經資料庫: http://tie.tier.org.tw/
    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    98932089
    100
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0098932089
    Data Type: thesis
    Appears in Collections:[Executive Master of Business Administration] Theses

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