English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 113656/144643 (79%)
Visitors : 51731291      Online Users : 651
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/51197


    Title: 我國外商藥廠的知識管理活動與知識管理影響因素之研究
    A study of knowledge management activities and influential factors of international pharmaceutical enterprises in Taiwan
    Authors: 薛稚蓁
    Contributors: 吳豐祥
    薛稚蓁
    Keywords: 知識管理
    知識管理促動因子
    知識管理影響因素
    知識特質
    製藥業
    Knowledge Management
    Knowledge Management Enables
    Knowledge Management Influential Factors
    Knowledge Attributes
    Pharmaceutical Industry
    Date: 2010
    Issue Date: 2011-10-05 14:30:44 (UTC+8)
    Abstract: 根據2009年IMS生物技術開發中心統計,國內藥廠前十大銷售排名均為外商企業,且在健保藥品給付進口外國藥廠的購買金額也高達70%。由此可見外商製藥公司在台灣藥品市場所佔有的舉足輕重地位。而以往有關製藥產業的論文研究中,較多著重於其行銷業務、策略以及研發模式等方面的分析,很少針對製藥公司的知識管理來加以探討。就知識密集的製藥業來說,此為明顯的研究缺口,因此,本研究以製藥產業為主軸,選定在台灣藥品市占率高的外商藥廠為研究對象,探討其知識管理作為,以及知識管理影響因素如何影響知識管理活動。
    本研究同時從知識管理影響因素與知識管理活動兩構面來探討我國外商藥廠的知識管理。研究方法上採用多重個案研究法,研究者首先結合研究問題與文獻回顧,結果導出實證研究的觀念性架構,再以此理論觀念模式為主軸進行個案的訪談與資料的收集,實地深入訪談四家我國外商藥廠,瞭解其知識管理影響因素以及知識管理活動主要作為。
    本研究所得到的結論如下:
    1. 外商藥廠的知識管理目標若越明確、且與人員的工作流程結合度越高,則其知識蓄積活動越容易進行,且知識保護活動也越能確實執行。
    2. 外商藥廠會透過企業內部環境的建構,來促進其知識的擴散。
    3. 外商藥廠的科技設備若越完備,則其知識蓄積越容易進行,也因而強化了其知識的創造與擴散。
    4. 外商藥廠的績效評估制度之設計與衡量指標之搭配,有助於其知識創造及知識擴散的進行。
    5. 外商藥廠知識的結構化程度會影響知識蓄積以及擴散方式。知識的結構化程度越高,則越容易透過文件式的蓄積方式、並經由資訊系統來擴散知識;而知識的結構化程度越低,則越容易透過人員式的蓄積方式、並仰賴面對面接觸來擴散知識。
    6. 外商藥廠會藉由成功經驗的分享,來創造組織與各部門的知識,也因而促進了知識的擴散。
    7. 外商藥廠會藉由師徒制度來擴散經驗型的知識。
    8. 外商藥廠會積極主動並重視知識保護的活動,且使之成為日常作業流程的一部分。
    本論文最後說明本研究結果在學術上的貢獻,同時對實務研究上與後續研究上提出一些建議。
    According to IMS Health Global Pharma Forecast in 2009, the top ten sales volumes of pharmaceutical enterprises in Taiwan are all international enterprises. Under the National Health Insurance reimbursement, the international enterprises occupy only 30% of all the pharmaceuticals volumes, but occupy up to 70% of all the pharmaceuticals sales, which shows that the international pharmaceutical enterprises play a decisive role in Taiwan pharmaceutical market.
    Most of the past studies of pharmaceutical industry focus on the aspects of marketing, strategy, and research and development. Few specifically inrestigate the issues of knowledge management and knowledge management influential factors. Consequently, a research gap can be found as pharmaceutical industry in a knowledge-intensive one. This research focuses on the pharmaceutical industry, explores the knowledge management activities of international pharmaceutical enterprise in Taiwan from both the view of knowledge management influential factors and knowledge management activities, and aims to discover the key factors that influence knowledge management.
    This research adopts four international pharmaceutical enterprises in Taiwan as case studies and conducts interviews with managers to understand knowledge management influential factors and knowledge management activities. By knowing inside information of knowledge management of the four companies, this research can deliver a more practical and well-organized point of view, giving examples and facts to the future implementation of knowledge management for Taiwan pharmaceutical enterprise. The conclusions of this research are as bellow.
    1. The clearer of the goal in knowledge management and the stronger of connection to the daily process in the company allow knowledge researving and protection activities implemented.
    2. Higher level of organization cooperation and sharing culture leads to higher level of reliance of knowledge among each department, facilitating knowledge to spread more effectively in the company.
    3. The completeness of technolocial facilities helps knowledge researving activities more convenient, knowledge creation activities more smoothing , and knowledge difussion activities more efficient.
    4. The design of performance appraisal influences the knowledge creation and knowledge difussion activities.
    5. The degree of knowledge structure influences the knowledge researving and difussion activities.
    6. Sharing the best practice ficilitates knowledge creation and knowledge difussion activities . This method had gradually become a well-known practice in international pharmaceutical enterprise.
    7. 「Mentor program」 is an important way to extend experienced knowledge. Each company has different approach to conduct 「Mentor program」.
    8. The knowledge protection activity includes intellectual property rights、information system、contracts、data reserved management and data destroyed process, and the degree of compulsory execution is in accordance with the principles of the companies.
    Reference: 英文文獻
    1. Albino, V., Garavelli, A. C., and Schiuma, G. (1999). “Knowledge Transfer and Inter-firm Relationships in Industrial Districts: the Role of the Leader Firm,” Technovation, 19(1), 53-63.
    2. Arthur Andersen and the American Productivity and Quality Center (1996). The Knowledge Management Assessment Tool: External Benchmarking Version, winter.
    3. Chen, C., 2004, "The effects of knowledge attribute, alliance characteristics, and absorptive capacity on knowledge transfer performance", R&D Management, 34(3), 311-321.
    4. Davenport, T. H., Jarvenpaa, S. L., Beers, and Michael, C. (1996). “Improving Knowledge Work Process,” Sloan Management Review, 37(4), 53-65.
    5. Davenport, T. H. and Prusak, L. (1998). Working Knowledge: How Organizations Manage What They Know. Harvard Business School Press, Boston.
    6. Gates, B. (1999). Business the Speed of Thought: Using A Digital Nervous System. New York: Warner Books, Inc.
    7. Gilbert, M and Gordey, H.M. (1996). “Understanding The Process of Knowledge Transfer to Achieve Successful Technological Innovation,” Technovation, 16(6), 265-385.
    8. Greengard, S. (1998). “How to Make KM a Reality,” Workforce, 77(10), 90-92.
    9. Leonard-Barton, D. (1995). Wellspring of Knowledge. Harvard Business School Press, Boston.
    10. Kotler, P. (2001). Marketing Management- An Asian Perspective. Prentice Hall.
    11. Mian, A. (2009). Critical Factors for Successful KM Initiatives in Project Background. Communications of the IBIMA,Volume 8, 2009 ISSN: 1943-7765.
    12. Nonaka, I. and Takeuchi, H. (1995). The Knowledge Creating Company: How Japanese Companies Create the Dynamic of Innovation. Oxford University Press, New York.
    13. Nonaka, I. (1994). “A Dynamic Theory of Knowledge Creation”, Organization Science, 5(1), 14-37.
    14. Nonaka, I. and Takeuchi, H. (1995). The Knowledge Creating Company: How Japanese Companies Create the Dynamic of Innovation. Oxford University Press, New York.
    15. Nonaka, I. and Konno, N. (1998). “The Concept of ‘ba’: Building a Foundation for Knowledge Creation.” California Management Review, 40(3), 40-54.
    16. Ruggles, R.L. (1997). Knowledge Management Tools. Newton: Butterworth-Heinemann.
    17. Shaw, M. J., Subramaniam, C., Tan, G. W., and Welge, M. E. (2001).“Knowledge Management and Data Mining for Marketing,” Decision Support Systems, 31, 127–137.
    18. Spek, R. and Spijkervet, A. (1997). “Knowledge Management: Dealing Intelligently with Knowledge,” in Knowledge Management and Its Integrative Elements, 31-60. New York: CRC Press.
    19. Swan, J., S. Newell, S., H. Scarbrough and D. Hislop (1999). “Knowledge Management and Innovation: Networks and Networking,” Journal of Knowledge Management, 3, 262-275.
    20. Sena, J. and Shani, A. (1999), Intellectual Capital and Knowledge Creation: Towards an Alternative Framework. New York: CRC Press.
    21. Szulanski, G. (1996). “Exploring Internal Stickiness: Impediments to the Transfer of Best Practice within the Firm,” Strategic Management Journal, 17 (Winter Special Issue), 27-43.
    22. Tiwana, A. (2002), The Knowledge Management Toolkit, 2nded., N.J. Prentice Hall Inc.
    23. Zack, M.H. (1999). “Developing a knowledge strategy,” California Management Review, 125-143.
    中文部分
    1. 王如哲(2000),知識管理的理論與應用,台北:五南。
    2. 吳欣瑩(2006),台灣科技公司技術部門內隱知識流動機制--以資訊電子系統廠為例,國立政治大學科技管理研究所碩士論文。
    3. 李仁芳、賴建男、賴威龍(1997),「台灣 IC 設計業中技術知識特質與組織動態能耐之研究」,科技管理學刊,3(1),37-80。
    4. 汪昭芬(2000),組織學習、知識創造、知識蘊蓄與創新績效之關聯性研究,國立成功大學企業管理研究所碩士學位論文。
    5. 林吟紋(2007),企業多角化轉型過程中的知識管理之研究-以製造業為例,國立政治大學科技管理研究所碩士論文。
    6. 林士智(2000),知識管理理論模式初探--組織取向與資訊科技運用,東海大學工業工程學系碩士論文。
    7. 徐健銘(2003),高科技中小企業產品創新與知識管理之研究,國立政治大學科技管理研究所碩士論文。
    8. 陳世彬(2001),知識管理之探究-我國政府研考部門之分析,國立中山大學政治學研究所碩士學位論文。
    9. 陳柏村(2002),高科技企業業務人員專業才能的知識管理機制之探討,國立台灣科技大學企業管理研究所碩士論文。
    10. 勤業管理顧問公司著,許史金譯(2001),知識管理推行實務。商周。
    11. 劉常勇(1999),對於知識管理的基本認識,國立中山大學企管系碩士學位論文。
    12. 劉常勇(2000),「組織知識管理能力對於新產品開發績效之影響研究」,國科會研究成果報告。
    13. 謝慶龍(2001),從PC時代到IA時代--日本半導體廠商之技術知識特質與知識管理做為之研究,政治大學科技管理研究所碩士論文。
    14. 賴威龍(1997),組織知識流通之研究:以台灣資訊硬體業為例,國立政治大學科技管理研究所碩士論文。
    15. 譚大純(1999),「知識管理的十八般武藝」,會計研究月刊,169,20-26。
    16. 譚大純、汪昭芬(2001),「知識管理之策略觀點:文獻回顧、分類與命題」,科技管理學刊,6(1),35-54。
    17. 譚大純、陳博舜(1998),「組織創造知識之研究以台灣惠普科技公司為例」,1998年科技管理研討會論文集。
    18. 譚大純、劉廷揚、蔡明洲(1999),「知識管理文獻之回顧與分類」,中華民國科技管理研討會論文集,1,623-636。
    中文翻譯書
    1. Arthur Andersen著,劉京偉譯(2000),知識管理的第一本書,商周文化。
    2. Davenport and Prusak著,胡瑋珊譯(1999),知識管理:企業組織如何有效運用知識,中國生產力中心出版。
    3. Leonard-Barton, Dorothy著,王美音譯(1998),知識創新之泉:智價企業的經營,台北:遠流。
    網站部分
    1. American Productivity and Quality Center (2000). What is knowledge management, 取自http://www.aqpc.org/best/km/whatiskm.htm
    2. 台灣A公司網站,取自http://www.pfizer.com.tw/index.asp
    3. 台灣Novartis網站,取自http://www.novartis.com.tw/
    4. 台灣Lilly網站,取自http://www.lilly.com.tw/
    5. 台灣Bayer網站,取自http://www.bayer.com.tw/tc/homepage.asp
    6. 張玲星,「知識管理對企業影響之探討」,取自:http://www.cme.org.tw/know/paper/paper/15.html
    Description: 碩士
    國立政治大學
    科技管理研究所
    98359004
    99
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0098359004
    Data Type: thesis
    Appears in Collections:[科技管理研究所] 學位論文

    Files in This Item:

    File SizeFormat
    900401.pdf2627KbAdobe PDF23090View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏,無償提供學術研究與公眾教育等公益性使用,惟仍請適度,合理使用本網站之內容,以尊重著作權人之權益。商業上之利用,則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作,已盡力防止侵害著作權人之權益,如仍發現本網站之數位內容有侵害著作權人權益情事者,請權利人通知本網站維護人員(nccur@nccu.edu.tw),維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback