臺灣博碩士論文加值系統

企業當如何跨越市場進入門檻以追求未被開發市場，並滿足未被創造或未被滿足的需求？本論文透過理論探討與個案分析，研究企業跨市場領域開發所需的關鍵因素與成功做法，以提昇企業之競爭優勢。

個案研究以儀器界先驅的惠普/安捷倫科技為對象，研究該公司在知識創造、動態能力與顧客關係三大構面對進入電信監控管理系統市場績效的影響，以及彼此之間的相互影響。顧客關係研究變數採顧客信任與忠誠度；知識創造研究變數採認識論與本體論知識螺旋；而動態能力研究變數則採企業之流程、位置與路徑。

研究發現顧客關係、知識創造與動態能力三項關鍵因素，對個案公司進行跨市場領域開發績效有直接影響，彼此之間亦呈相互影響之關係。個案公司的成功做法為，以顧客優先的顧客管理流程，配合前線員工與顧客良好的互動關係，發展互信關係。鼓勵員工坦誠溝通、提供自主且相互尊重的工作環境，以利組織知識創造。管理階層重視各級員工的訓練與培育，使內隱知識得以順利累積與轉換。因應市場需求變化，企業對流程與策略性資源之調整能力與速度，影響其競爭能耐的蓄積。

與顧客建立高度互動的組織交流機制，透過專案執行互動過程，產生知識轉換創造新知。知識轉換程度越深，雙方互信與互賴程度越高，對忠誠度越有幫助。此作法可以提昇顧客關係與知識創造的貢獻。企業與顧客培養共同成長路徑，有助雙方未來策略位置發展的互賴關係，信任與忠誠度就越高。此作法可提昇顧客關係與加強動態能力的關係。企業專注於本業，培養專業團隊長期精耕市場、透過購併補強實力、隨時保持知識創造的最佳環境與流程，以培養未來策略性資源。此作法對組織知識創造與動態能力之提昇，均有助益。

研究結論顯示，企業利用高度互動的組織交流機制，透過前線員工與顧客創造知識轉換，建立共同成長路徑，培養策略性資源開發的互信互賴關係，提昇顧客忠誠度，以跨越進入新市場領域的門檻。企業最前線組織是知識創造的關鍵單位，其管理階層扮演知識創造及動態能力更新之重要角色，透過由中而下而上的管理過程，培養企業最佳的競爭優勢。
本研究提出三點管理實務建議：企業當隨時調整內部流程以配合顧客之個別流程，從雙方高度互動中創造共鳴性知識，達到雙贏局面；企業應當加強市場需求辨識敏銳度，提昇組織更新內外部能力的效率，創造嶄新優勢；深化企業文化與價值於員工心中，建立樂於分享之工作環境與氛圍，深紮成長根基。

How enterprise crosses the knowledge gap to get into undeveloped marketplaces or satisfy unmet customer needs?

This research adopts the “Case Study” research method to study the success factors and best practices from selected enterprise who has been successfully crossed the knowledge gap and won the installed-base from new marketplaces.
This research selects HP/Agilent Technologies as the target company, who is the market leader among the test and instrument industry. This research framework is consists of knowledge creation, dynamic capability and customer relationship dimensions. Purpose to validate each research dimension is able to contribute the performance of getting into new marketplace or not, and also validate the interrelationship across these three dimensions. The variables used for customer relationship dimension include customer trust and loyalty, for knowledge creation dimension include knowledge spirals of epistemological and ontological domains, for dynamic capability dimension include key process, position and path of enterprise.

Findings of this research: (1) these three research dimensions have been validated all are able to contribute to the performance of new entrance, and every dimension also interrelates to others. (2) Best practices from the case-study company include front-end employees follow the “Customer First” culture to develop the best customer relationships and gain mutual trust from owned customers. Trust and respect people, and encourage open communications both contribute to knowledge creation. Management team not only supports the employee development, but also delivers the training programs by themselves, which accelerates the knowledge conversion and accumulation. Proactively change on process and resource allocation to echo to the environmental change. (3) Interactive with customer proactively, create new knowledge through project execution. More knowledge conversion, more trust. More trust, then higher customer loyalty. (4) Develop learning path together with customer, which creates the interdependence relationships with customer when moves to next strategic position. (5) Be focused and rely on dedicated team to invest on market development, support with valuable solution offering, and manage the most updated knowledge creation processes to develop long-term strategic resources.

Conclusions of this research, (1) enterprise adopts proactive account management approach to interact with customers. The front-end employee creates knowledge conversion and learning path with customer for next strategic resource development. (2) The field middle-level manager plays critical role on knowledge creation and dynamic capability update.

Recommendations on managerial practice include (1) enterprise should adopt internal change proactively to match with individual account process, which promotes the best interactions with customers. (2) Enterprise should be more sensitive to distinguish the external change, and improve organizational capabilities to maintain his competitive advantage. (3) Cultivate corporate culture and values into people mindset. Encourage employee shares success with others.

第壹章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的與問題 1
第三節 研究範圍 2
第四節 研究流程 2
第貳章 文獻回顧與探討 4
第一節 顧客關係 6
第二節 知識創造 14
第三節 動態能力 25
第四節 本章小結 34
第參章 研究方法 36
第一節 研究架構 36
第二節 研究變數說明 37
第三節 研究方法 39
第四節 個案選擇 41
第五節 資料收集 41
第六節 研究限制 42
第肆章 個案產業背景 43
第一節 電信市場發展階段 43
第二節 電信自由化與開放過程 44
第三節 顧客權益與通訊品質 47
第四節 本章小結 48
第伍章 個案分析 50
第一節 個案公司背景 50
第二節 個案背景 57
第三節 動態能力 63
第四節 知識創造 79
第五節 顧客關係 89
第六節 本章小結 97
第陸章 研究命題與討論 100
第一節 顧客關係構面 100
第二節 知識創造構面 102
第三節 動態能力構面 105
第四節 知識創造與顧客關係的關連 107
第五節 動態能力與顧客關係的關連 111
第六節 動態能力與知識創造的關連 113
第七節 本章小結 114
第柒章 結論與建議 117
第一節 研究結論 117
第二節 建議 118
參考文獻 121
附錄一 惠普/安捷倫科技公司大事紀 125

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二、英文文獻
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三、書籍
1.Dorothy, Leonard-Barton著，王美音(民87譯)，《知識創新之泉》，遠流出版。
2.Nonaka, Ikujiro and Takeuchi, Hirotaka著，楊子江、王美音(民86譯)，《創新求勝》，遠流出版。
3.Robert K.Yin 著、尚榮安(民90譯)，《個案研究》，弘智文化出版。
4.Kim, W. Chan and Mauborgne, Renee著，黃秀媛 (民94譯)，《藍海策略》，天下文化。
5.Robbins, Stephen P.著，王秉鈞 (84譯)，《管理學》，華泰書局。
6.林宏文、惠友會 (民97)，《惠普人才學》，財信出版。
7.柯林斯著、詹鎮川 (民97譯)，《惠普之道》，德威國際文化。
8.張紹勳(民90），《研究方法》滄海出版社。
9.黃河明著、何佳瑜採訪整理(民89)，《黃河明的惠普經驗》，天下文化。
10.劉幼琍(民93)，《電訊傳播》，雙葉書廊。
四、網站
安捷倫科技網站 http://www.agilent.com
行政院國家資訊通信發展推動小組 http://www.nici.nat.gov.tw
國家通訊傳播委員會http://www.ncc.gov.tw
惠普科技網站 http://www.hp.com