知識管理系統之可維生系統模型觀

Abstract

知識管理能力是當前組織突破營運困境、獲取競爭優勢的必備條件。在高階管理認同整合知識管理能力於組織核心競爭力的同時，知識內隱特質、組織競爭環境、組織任務特質等諸多差異，致使知識管理策略、程序、工具、與方法無法適用於所有組織、所有部門、或所有成員。組織必須整合知識管理能力於組織目標中，以取得優於競爭者之核心能力，組織目標係透過組織設計來達成，傳統官僚式組織結構不適於作為當前知識型組織之任務設計參考模式，組織需要有一個能強化有效互動之有機式結構，以活絡組織成員之知識創造與分享，系統思維為有機式組織結構設計提供了新的見解。在各個以系統思維為理論基礎之系統方法中，「可維生系統模型」之核心論點為組織系統之自我組織與自我規律，表現於自主性管理與自覺性調適能力。本研究嘗試由可維生系統模型觀點提出知識管理系統架構，根據此架構，組織知識可概分為四大類型：建構型、官僚型、興業家型、與交易型，個別型態之知識內容再以主要的知識工作者、規律機制、輸入(知識庫)、處理(創造知識的能力)、輸出(知識創造的形式)、環境(影響知識管理效能之因素)等系統元素加以闡釋。換言之，知識管理可視為一個知識分類架構，此分類架構可作為系統化思維不同的知識管理系統之關鍵元素與影響知識管理效能之環境因素。本研究藉由探討具維生能力組織之功能、行為、結構、與作業程序，指出知識管理系統在組織尋求提昇維生能力時應扮演的角色；因此，管理者可掌握組織功能領域對應之知識結構。此架構亦可作為未來探討組織效能與知識策略關連性之實證研究基礎，由此架構可看出，四種知識類型必然存在一個相對可促使組織效能最大的知識管理策略。

The strategic use of knowledge management (KM) for retaining competitive advantage is well recognized. However, controversy exists regarding how to use KM to enhance competitiveness. According to prior research, KM processes, tools, and methodologies are not universally appropriate relating to various organizational contexts. KM should align with organizational goals for developing an advantage over competitors. Organizational goals were accomplished through tasks design. To clarify the required knowledge capabilities, one needs a macro framework to investigate the role and mission among various organizational components as a whole. While the traditional orthodox organizational structure is inadequate for knowledge-based organization, a new organic organization structure that encourages effective and efficient communication is required to foster knowledge creation and sharing. Systems thinking provides a new sight to design a new organic organization. In the systems approach that satisfies the tenets of systems thinking, Viable Systems Model (VSM) is about organizational effectiveness. The central thesis of VSM is self-organization and self-regulation, actualized by autonomous management and consciousness adaptation ability. The regulatory mechanism of VSM provided a theoretical basis for designing the structure, process, and function of organizational tasks that integrate knowledge into organizational value. This study proposed a viable systems framework for organizational knowledge management based on the VSM of Beer. Using the viable systems framework, organizational knowledge can be classified into four categories: constructive, bureaucratic, entrepreneurial, and transactive. Knowledge content was articulated based on the systems view. Thus, knowledge structure of various management hierarchies can be captured. The result contributes to the practice of knowledge executive by supporting the diagnosis and design of an effective knowledge-based organization. The framework also provides a basis for future empirical studies on the relationships between KM strategies and organizational effectiveness. A specific KM strategy exists that can maximize the effectiveness of each of the four types of knowledge. The implications of the framework with contemporary KM subjects are also discussed.