組織知識管理實務個案研究

Abstract

知識管理是廿一世紀企業營運及競爭力的重要經營管理策略；企業將組織經驗視為企業的重要資產、核心能力的累積，並透過此來創造組織價值。本研究藉由理論基礎運用於組織知識管理實作的過程中，透過個案研究分析與探討，整理規納出導入知識管理的有效運作機制，建立整合性觀念架構與結論，作為其他企業推動及後續理論與實證研究參考。 根據個案歸納分析，總結關於組織的知識管理，必須先界定出組織核心能力，而後藉由知識管理程序在作業核心流程中，結合資訊科技來有效累積組織核心知識，藉以提昇與積蓄組織核心能力，創造組織價值與企業競爭優勢；本研究亦提出六項研究命題：（1）組織應該將知識管理的工作明確地整合到成員工作職務角色的定義之中；（2）知識管理程序必須結合組織運作的核心流程，透過流程管理的機制有效累積組織重要的知識；（3）由中而上而下的知識管理模式，可有效充份發揮組織知識管理價值；（4）資訊科技在知識管理領域的應用，應朝向以提昇知識管理活動發展為思考主軸；（5）資訊科技的運用，在深度上仍宜朝向提昇知識管理的價值為思考方向；（6）核心能力的累積除了藉由資訊科技提昇組織知識積蓄外，仍需要領導者（Leader）營造利於知識分享的價值觀及知識分享培育的環境。

Knowledge management (KM) is an important strategy in business management and competition in 21st century. Organizations must manage their valuable knowledge and experience more aggressively to enhance competitive advantage. This research explores how concepts and frameworks of KM can be effectively deployed in managing specific business processes. A business process, information systems user service, is used as the target of this study to delineate the linkage between theory and practice, identify working mechanisms, and thereby to establish an integrated framework for conducting business activities driven by KM theories. An integrated conceptual framework formulated through this type of case study is subject to verification and validation through more systematic empirical researches. The overall finding of this study is that, in order to benefit from applications of KM concepts, an organization first must have a good grasp of its core competence, seamlessly embed KM practices in specific activities in the business process, and also use information technology guided by business strategies to enhance its competitive advantage. Six specific propositions regarding fruitful deployment of KM are derived in this study. First, KM should be made part of every knowledge worker’s duty and be explicitly so indicated in the job description. Second, KM functions must be seamlessly embedded in major business operational and managerial processes. Third, a unique management paradigm of middle-top-and-down has demonstrated its merit for adopting such innovative initiative as organizational KM. Four, investment in informational technology may be justified in the light of KM. Five, fruitful uses of information technology may be effectively guided by concepts of KM. Six, information technology alone doesn’t guarantee success. Rather, leaders of the organization must consciously cultivate a value system encouraging knowledge sharing behavior.