企業不同矩陣結構之專責部門其內部整合與知識管理之比較研究

Abstract

中 文 摘 要 本研究之目的在於探討比較企業內部常設不同結構的專責部門，並以矩陣式運作模式來做為跨部門整合機制，同時執行企業的知識管理任務的要素。本文探討其成功所需的背景條件，以及執行矩陣式知識管理和跨部門整合時所需要的重要策略與技巧，提供予企業高層及知識管理組織與整合部門的專責經理人員參考，俾能提升管理效能。

因為以組織與知識管理為題所涵蓋範圍甚大，而且國內中小型企業組織受限於其規模組織，為企業內部整合或知識管理而常設專責部門者太少， 所以僅能尋找少數大型企業並選擇特定部門以深度訪談方式為之，而無法大量發放問卷以進行調查與統計分析。又為了抽離其他因素對企業綜合經營績效的影響，本研究更決定僅採訪兩家同業別而且規模相近的企業進行之。茲更明確地闡述本研究之目的如下: 一. 以個案探討比較組織內部整合機制與如何提升其對一般議題整合之綜效? 二. 以個案探討比較組織知識管理機制與如何提升知識整合對企業績效之正面貢獻? 三. 以個案探討比較企業組織內部整合機制中，常設矩陣式跨部門整合機制的特性與綜效? 四. 以個案探討比較企業組織內部知識管理機制中，常設矩陣式知識管理部門的特性與綜效?

訪談係多次反覆進行。初始係由文獻中尋找對企業經營績效之良窳與組織結構、內部整合及知識管理可能有關者仔細研讀，加上個人實際工作經驗所導引出的關鍵點為題，用以諮詢多位該等個案企業中實際在跨功能整合部門或專責知識管理部門工作之主管人員。之後有一部份問題乃由深入討論中所進一步觸發，所以乃得以多次與訪談對象分別反覆深入細論主題之相關種種，再前後對照整理出符合邏輯之結論。

基本上，研究結果符合原先之預期。企業整合與知識管理均是跨組織功能的活動，是組織在科層式結構所自然賦予權限與溝通網路之外，進行跨功能部門之意見或資訊整合協調。其所牽涉者即為人性之管理，順乎組織行為之人性面的作為易於成功，其亦將導向對企業經營績效有利之一面; 反之，違逆人性之作為對企業經營績效為不利，亦終將難以為繼。

將研究結果簡要述之如下: 1. 組織型式、相關成員、與執行方式三者都對企業內部整合與知識管理之績效有顯著影響。 2. 設立專責部門有利於企業內部整合與知識管理之業務推動。 3. 常設專責部門比短期專案方式更有利於企業內部整合與知識管理。 4. 不同組織結構對組織內部整合與知識管理會造成影響，但非優劣之分，若有良好的執行者與配套措施，都可獲致令人滿意的績效。

ABSTRACT The purpose of this study is to find out and compare the key segments in success on enterprises’ internal consolidation and knowledge management, and to define the key advantages if it is done with a dedicated matrix organizatiion. We checked the background of successes and also defined the skills required on internal consolidation and knowledge management.

More clear definition of the purpose of this study are as below: 1. To compare and study normal mechanism of enterprises’ internal consolidation and how to pull up its performance. 2. To compare and study normal knowledge management mechanism and how to enhance its advantage to business performance. 3. To compare and study, among various type of organizations, how a cross-department matrix organization positively affects the enterprises’ performance. 4. To compare and study how a permanently established matrix organization well performs its function on knowledge management and internal consolidation.

Since currently, in the country, there are not many big scale enterprises are organized with permanent and dedicated departments for their internal consolidation and knowledge management, we can only select two for deep interviews. The interviews continue for many times, and new questions were sometimes generated during the interviews with old questions, and etc.

The result of study confirmed that our original expectations were basically correct: 1. The type of organization, members, and execution are all important for the performance of internal consolidation and knowledge management. 2. Dedicated matrix organization will make consolidation and knowledge management perform well. 3. It’s confirmed permanent and dedicated department a good design. 4. Different organizations may all have good performance if they have right members and are working right.