臺灣博碩士論文加值系統

在知識經濟時代下，一個企業要永續經營、維持長久的競爭優勢，就必須不斷地創新、增加本身的價值，而企業要如何以最低的成本、最快的速度取得所需的知識，並將知識轉化為企業可執行的力量與價值，以因應市場環境的瞬息萬變，這是企業在邁向知識經濟的過程中較為重要的課題。對於研發導向型組織來說，如國內工研院、金屬中心等以研發為主的財團法人，其營運特性定位在提供政府與產業所需之專業多元的技術與資訊服務，乃為典型之知識型服務業，知識無疑是產生高附加價值的重要來源，因此，知識管理將在提昇企業競爭力上扮演舉足輕重的角色。在這些研發機構中，又以金屬中心定位於服務傳統金屬產業，且由於具備金屬產業之勤儉、保守的特性，長久以來皆以組織任務為營運重點，對於知識管理並未投入大量資源。然而，金屬中心每年執行數百件的研發計畫或輔導專案，以多元專業的技術諮詢服務協助產業界提升企業競爭力，專業工程師們無疑都是專業領域的知識工作者。不過，個人的知識累積並不完全等同於組織的知識累積，尤其企業內部交流文化未臻水乳交融前，其企業內知識分享與藏私文化的困境現象，必須朝互信文化的建立來努力，才能預防組織知識的空洞化。因此，金屬中心在2003年起分階段推動建立知識管理體系，希望帶動組織學習與分享的變革，朝向「讓學習更多元、工作更有趣、知識更豐富、傳承更穩固、產出更質優以及過程更快速」的六項境界，也期望透過知識管理系統，以協助金屬中心成為金屬產業科技創新研發與應用的領航者，為產業與中心創造最佳利益。本論文研究的目的在提出一套綜合式的知識管理建置方法，探討金屬中心這類研發導向型金屬產業之知識管理建置模式，其中包含推動知識管理的相關課題與資訊科技的應用，並討論其所面臨的組織機能調整之課題，提供相關組織或產業於推動知識管理之參考。

In the age of a knowledge economy, Knowledge Management (KM) has become the key element for any organization that intends to reign as a long-lasting competitor in the 21st century. It is especially vital for non-profit research organizations, such as ITRI, and MIRDC, which are positioned to offer diversified professional research and information services to the government and local industry. Every year, MIRDC executes hundreds of research projects or technical consulting services to upgrade industry competitiveness. In 2003, MIRDC kicked off a KM plan, which aimed to activate organizational change in learning and sharing mechanisms. Through these changes, MIRDC wishes to reach the realms of “diversified learning, interesting work, enriched knowledge, concrete impartation, quality output, and faster processing.” In the long term, MIRDC hopes that KM systems can support it in becoming the navigator of technology innovation and application for the local metal industry. This paper proposes to study the KM system for a research-oriented organization in terms of MIRDC’s experience, which includes goal-setting, structure, process, information technology tools and related organizational change, and develop a synthetic KM framework to offer some advice to those corporations trying to implement KM.

中文摘要 I
英文摘要 II
誌謝 III
目錄 IV
表目錄 VII
圖目錄 VIII
壹、 緒論 1
一、 研究背景 1
二、 研究動機 2
三、 研究目的 3
四、 研究流程與論文架構 4
(一)、 研究流程 4
(二)、 論文章節架構 5
五、 研究限制 6
貳、 文獻探討 7
一、 知識與知識管理 7
(一)、 知識的定義與分類 7
(二)、 知識的轉換 10
(三)、 知識管理的定義、目的與範圍 12
(四)、 知識管理的程序與架構 13
二、 知識管理系統 15
(一)、 資訊科技與知識管理 15
(二)、 知識管理系統的功能與架構 16
三、 本體論 (Ontology) 20
(一)、 本體論的定義 20
(二)、 本體論與知識管理 21
(三)、 本體論工程 23
四、 知識地圖 (Knowledge Map) 26
(一)、 知識地圖的定義 26
(二)、 知識地圖相關技術 28
五、 社會資本與知識管理 30
(一)、 組織方面之研究 30
(二)、 社會資本的構面 30
參、 個案介紹－金屬中心 35
一、 台灣金屬工業面臨的問題 35
二、 為何要導入知識管理 36
三、 知識管理的願景與發展目標 37
四、 現況分析 39
(一)、 文件管理階段 39
(二)、 智慧財產管理階段 40
(三)、 知識管理階段 41
肆、 知識管理的建置 45
一、 知識的盤點 46
二、 知識管理的部署 52
(一)、 推動組織架構 52
(二)、 推動體系與管制架構 53
三、 知識管理的促動與實踐策略 55
四、 社會資本對推動知識管理的影響 57
(一)、 結構面之影響 57
(二)、 關係面之影響 58
(三)、 認知面之影響 59
伍、 知識管理系統的建置 61
一、 知識管理系統的功能 61
二、 知識管理系統的架構 62
(一)、 基礎服務層 63
(二)、 知識服務層 64
(三)、 呈現服務層 64
三、 核心技術傳承的工具－以本體論為基礎的知識地圖 64
(一)、 知識的獲得 66
(二)、 本體論 (ontology) 的建置 68
(三)、 知識地圖的建置與應用 72
(四)、 KAON工具的介紹 75
四、 促進知識轉換的工具 76
(一)、 由外顯到外顯 76
(二)、 由外顯到內隱 78
(三)、 由內隱到外顯 81
(四)、 由內隱到內隱 81
五、 遭遇問題與經驗分享 82
(一)、 遭遇問題 82
(二)、 經驗分享 82
陸、 結論與未來研究方向 85
一、 研究貢獻與結論 85
二、 未來研究方向 86
參考文獻 88

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