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    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/95413
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/95413


    Title: 知識開發、知識利用與組織改變之研究
    Authors: 徐大皓
    Contributors: 林月雲
    徐大皓
    Keywords: 組織學習
    知識開發
    知識利用
    組織改變
    Date: 2001
    Issue Date: 2016-05-09 16:13:34 (UTC+8)
    Abstract:   面對二十一世紀全球化造成的激烈競爭與劇烈變動的環境,企業必須不斷因應環境的變遷而調整,以求得自身的生存空間,並立於不敗之地。在面對快速變遷的環境中,『組織學習』儼然成為一個重要的課題。管理科學學派有學者特別指出組織學習當中『開發』(exploration)與『利用』(exploitation)的重要性。『開發』是指組織投入資源,發展組織未曾從事過的技術與科技,『利用』指的是精進改善組織內正採用的技術與科技。『利用』增加組織內部的效率,『開發』則是預先為未來作準備,兩者缺一不可。本研究欲探討組織內部『利用』與『開發』扮演的角色與重要性,兩者之間的關係,以及對組織的影響;組織如何妥善管理『開發』與『利用』兩個不同的活動;組織在投入『開發』活動時,如何進行組織改變,如何調整組織內部的各個構面,使『開發』活動可以順利進行。
      本研究為探索性研究,採取個案訪談法。藉由文獻探討歸納出初步思考架構,再以此架構觀察個案公司,最後整合思考架構與個案內容,獲致本研究的結論,以提供企業在這個議題上一個可行的方案。個案分析選取兩家公司訪談,分別為精技電腦與倚天資訊,其在『利用』與『開發』活動管理,及組織改變都有成功的案例。
      研究結論包括研究發現、命題發展、以及管理意涵。

      研究發現:
      (一) 企業投入知識『開發』的原因
       1-1:健全的策略與環境偵測,瞭解市場發展的趨勢,促使企業投入知識『開發』活動。
       1-2:面臨環境改變造成知識『利用』活動的不合時宜與經營危機,會促使企業克服慣性、打破現狀,投入知識『開發』活動。
      (二) 企業推動知識『開發』過程中組織改變的內容
       2-1:知識『開發』活動進行時,企業應使員工儘速學習所需的知識技術,並且減低舊有知識技術在員工的態度與專業能力上的限制。
       2-2:企業進行知識『開發』活動時,應使組織內部知識多元化,不同領域知識相互激盪與影響,增加員工的互動與建立共同的語言,以刺激知識成熟度。
       2-3:如果短期內無法藉由內部訓練或雇用新進人員的方式獲得知識技術,適當的外包有助於推動知識『開發』活動。
      (三) 推動『開發』時員工的反應與管理階層的作法
       3-1:知識『開發』推動時,應取得重要關鍵人物對公司的承諾,減低員工對知識『開發』活動的排斥。
       3-2:組織推動知識『開發』活動應先使員工瞭解『開發』的原因與必要性;並幫助員工學習新的專業,同時也表示投入『開發』活動的決心。

      命題發展:
      命題1:企業應該不斷觀察外在環境的變化,若隨時判斷該『開發』專案的繼續可行性,則有助於『開發』活動的成功。
      命題2:企業若將知識『開發』活動的結果導入『利用』活動,則『開發』的成果可轉移成企業的核心能力,強化本身的競爭力。
      命題3:知識『開發』獲得成果並導入『利用』活動之後,若繼續尋找新的目標進行下一個知識『開發』活動,則可以幫助企業隨時適應環境的變化,永續經營。
      命題4:知識『開發』活動在進行時,若舊有的『利用』活動在不同的時期扮演適當角色,則有助於『開發』活動的推動。
      最後,本研究認為企業應體認環境的快速變遷,隨時準備轉型與投入知識『開發』活動;企業進行知識『開發』活動時,必須進行良好的知識管理;推動知識『開發』時,企業應盡力降低員工的抗拒;企業應妥善管理知識『開發』與『利用』活動,適當分配組織內部資源。
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    Description: 碩士
    國立政治大學
    企業管理學系
    88355029
    Source URI: http://thesis.lib.nccu.edu.tw/record/#A2010000126
    Data Type: thesis
    Appears in Collections:[企業管理學系] 學位論文

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