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研究生:徐浩博
研究生(外文):Hao-Po Hsu
論文名稱:知識密集組織的組織設計與管理流程
論文名稱(外文):Organization design and management process of knowledge-intensive organization
指導教授:吳相勳吳相勳引用關係
指導教授(外文):Hsiang-Hsun Wu
口試委員:江藍龍黃哲盛
口試委員(外文):Lan-Lung ChiangJe-Sheng Huang
口試日期:2015-06-29
學位類別:碩士
校院名稱:元智大學
系所名稱:經營管理碩士班(國際企業學程)
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
畢業學年度:103
語文別:中文
論文頁數:96
中文關鍵詞:知識密集組織知識基礎觀點組織設計決策權轉型
外文關鍵詞:knowledge-intensive organizationknowledge-based theory of the firmorganization designdecision making rightchange
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知識時代的來臨造成生產模式根本上的轉變,從原本投入有形的資源生產,如土地、勞力、機器設備等,轉變成投入無形的知識。然而有別於有形的資源,知識存量的增加並不能為組織帶來更多的競爭能力,組織的競爭能力是來自於處理知識的知識,而非知識本身。知識是提升核心競爭力的關鍵資源,然而一般企業在進行知識管理時,卻往往苦無實踐之道;而過去的理論過於強調目標的達成,而忽略的成員、以及跨部門乃至於跨組織的協調,因此我們以「知識基礎的組織理論」觀點,聚焦於對個案對象的決策權分配以及協調方式,探討知識密集組織的組織設計以及管理流程。
本研究以中國鋼鐵有限公司之「技術部門」作為研究案例與實例,分析個案對象之組織設計與管理流程。中鋼在面臨國際鋼鐵的競爭之下,目標由以往產量的提升,轉向提供「高值化」的鋼品,在策略的改變之下,技術部門的知識工作者由原本單純技術支援部門,轉變為能夠參與甚至主導創新的部門。針對此個案的分析,本研究發現:(1) 零散知識的整合以及專案的品質取決於團隊的自主性水準。當團隊要處理更零散的知識時,高自主的團隊會有較好的績效;而當團隊僅有低度的自主時,則產出相對低的績效表現,(2) 共同的語言能提高知識創造、應用的速度。透過統一的編碼(coding)邏輯,成員之間可以保持高效率的溝通品質;而一個沒有共通設計語言的團隊,會將成員暴露在溝通無效率的風險之下,以及(3) 清晰的目標訂定,有助於提高跨部門知識整合的成功率。當不同單位在合作時有明確的角色定位時,彼此才可以發揮分工的綜效;反之,一個定位模糊的協同開發會陷入無法知識無法組合以及應用的窘境。
本研究期待可讓更多傳統製造業,藉由授權來引領整個組織的變革,打造出能以知識工作者中心的知識密集組織,以此為核心,發揮跨組織的影響力,並依照知識的存量來決定決策的參與程度,逐步地為企業加值,提升競爭力。


We are in the era of the knowledge-based economic. It redefines the process of the firm from the tangible resource (i.e. labor force, equipment) to intangible resource-knowledge. The competency of the organization no longer lies in the stock of the knowledge. It is attributed by the ability and knowledge of processing the knowledge. It is the key resource of core competency. However, there is no clear consensus of implementation. The previous overemphasized on goal achievement and neglected the coordination among employees, departments and organizations. According the “knowledge-based view of the firm”, we focus on the decision making right distribution and coordination to discuss how to design the knowledge-intensive firm and the management process.
We adopt the case of “Technology department” of China Steel Corporation (CSC) to analyze and discuss the organization design and management process of knowledge-intensive organization. Under the circumstance of the global competition, CSC turned their goal from the quantity to the quality, pursuing the “value-added” product. To fulfill the goal, technology department no longer stands as a supportive unit. Instead, they were involve into the decision making and even play a critical role in the process.
The result indicates that (1) the degree of autonomy determines the efficiency of knowledge integration and quality of the project. The team with higher degree would enjoy higher performance and (2) common language is helping for the knowledge generation and application. The members could communicate and exchange knowledge efficiently under the consistent framework and (3) a clear goal setting contributes a lot to the synergy of cross-unit cooperation.
For those who adopt massive production firms who intend to change, empowerment contributes to the success of change. They can gradually involve the knowledge-intensive department into decision making process depending on the stock of the knowledge. The knowledge worker would be the foundation of the department, which would add the value and increase the competency for the firm.

書名頁 i
審定書 ii
授權書 iii
中文摘要 vi
英文摘要 vii
誌謝 ix
目錄 x
表目錄 xiii
圖目錄 xiv
第一章:緒論 1
第一節:知識經濟的來臨 2
第二節:研究動機 3
第三節:研究目的 5
第四節:觀念性研究架構 6
第五節:研究流程 7
第二章:文獻探討 8
第一節:策略的觀點 9
第二節:知識的定義 11
一、知識的內涵 11
二、知識的分類 12
三、知識型工作者 18
四、知識的特性 20
五、小結 22
第三節:知識管理程序 23
第四節:組織理論的歷史演進 26
一、科學管理 28
二、官僚式組織 28
三、人性觀點 29
四、權變觀點 29
五、構型理論 29
六、小結 33
第五節:知識基礎觀點 34
一、知識基礎觀點 35
二、決策權的分配 38
三、組織層級的設計 40
第三章 研究方法 42
第一節:個案研究法 43
第二節:深入訪談法 44
第三節:研究對象的選擇 45
第四章:個案分析與討論 49
第一節:中國鋼鐵有限公司 49
一、現況概述 49
二、歷史沿革 51
第二節:產業分析 53
一、持續上升的供給量 53
二、近趨成熟的鋼鐵需求 54
三、國家重點發展產業 57
四、老年化的巨人 59
第三節:技術部門 60
一、技術部門簡介 60
二、策略與組織演進 63
三、策略規劃會議 67
四、非正式的三級單位-研究室 72
五、三個環扣 75
第四節:研究分析與發展命題 80
第五章 結論與建議 86
第一節:研究結論 86
第二節:研究限制 88
第三節:後續研究建議 89
參考文獻 90

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