臺灣博碩士論文加值系統

台積電能持續創新、流程改善、有效提升良率，其核心競爭力不外乎就是內部優異的管理能力。我的畢業論文以152位製成部門的工程師作為研究對象，以知識管理大師Nonaka提出的SECI模型來評估製成部門的製程知識系統實際運用狀況，研究變數包括:人員、IT支援、組織文化等因素皆納入考量，並比較新竹與台中科學園區的製程部門在使用此系統的差異以及提供改善作法。

On the knowledge-based economy, more and more companies increase their flexibility and adaptability in a rapidly changing business environment by focusing on the efficiency of knowledge management activities. Therefore, this study proposes the SEAP model which developed by Shih and Liu to investigate Knowledge Management Strategies, Knowledge Assets, and Knowledge Enablers that are relevant to Knowledge Creation Process and assesses the performance in Taiwan Semiconductor Manufacturing Company (TSMC). The Structural Equation Modeling (SEM) model was adopted by using Partial Least Squares (PLS) and multiple regressions through backward elimination methods, the 147 of valid responses were collected from manufacturing engineers working over one year both in headquarter of Hsinchu and Centeral Taiwan Science Park. Generally, there are three findings as followed: first, Knowledge Management Strategies have significant effects on Knowledge Assets and Knowledge Creation Process. Second, Knowledge Management Strategies have strongly effects on Knowledge Creation Process and Performance. Thirdly, Knowledge Management Strategies have significant impacts on Knowledge Enablers. However, Knowledge Enablers have no effects on Knowledge Creation Process exception for the result in Centeral Taiwan Science Park that emphasizing on IT support. In general, this study proves that Knowledge Assets play the imperative roles to facilitate Knowledge Creation Process and Performance.

Abstract I
Table of Contents III
List of Tables V
List of Figures VII
CHAPTER I INTRODUCTION 1
Background of Study 1
Purpose of the Study 4
Questions of the Study 6
Significance of the Study 7
Delimitations and Limitations 9
Key Assumptions 10
CHAPTER II LITURATURE REVIEW 11
Knowledge Management Strategies 11
Knowledge Assets 17
Knowledge Enablers 24
Knowledge Creation Process 28
Taiwan Semiconductor Manufacturing Company 35
CHAPTER III RESEARCH METHOD 41
Research Framework 41
Research Hypotheses 42
Research Procedure 43
Data Collection 44
Reliability and Validity 46
Method of Data Analysis 47

CHAPTER IV DISCRIPTIVE STATISTICS 54
Sample Characteristics 54
Reliability and Validity Analysis 56
Descriptive Statistics Analysis 62
Correlation Analysis 72
CHAPTER V PLS FINDING 77
Pilot Study 77
Final Study 85
Comparisons of Studies from both Hsinchu and Taichung 91
CHAPTER VI IMPLICATIONS AND CONCLUSION 104
Research Review 104
Implications from Descriptive Statistics 105
Implications from Research Finding 1 108
Implications from Research Finding 2 113
Implications from Research Finding 3 115
Implications from Research Finding 4 118
Conclusions 119
Recommendations for Future Research 120
REFERENCES 123
APPENDIX A: RESEARCH QUESTIONNAIRE 129

Akhavan, P., Jafari, M., &; Fathian, M. (2006). Critical success factors of knowledge management systems: A multi-case analysis. European Business Review, 18(2), 97–113.
Alavi, M., &; Leidner, D. E. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Q., 25(1), 107–136.
Barney, J. B. (2000). Firm resources and sustained competitive advantage. Advances in Strategic Management, 17(3), 203–227.
Becerra-Fernandez, I., &; Sabherwal, R. (2001). Organizational knowledge management: A contingency perspective. Journal of management information systems, 18(1), 23-56.
Bloodgood, J. M., &; Salisbury, W. D. (2001). Understanding the influence of organizational change strategies on information technology and knowledge management strategies. Decision Support Systems, 31(1), 55–69.
Bontis, N., Dragonetti, N. C., Jacobsen, K. &; Roos, G. (1999). The knowledge toolbox: A review of the tools available to measure and manage intangible resources. European Management Journal, 17 (4), 391-402.
Brooking, A. (1996). Intellectual capital: core asset for the third millennium enterprise. Thompson Business Press, London.
Choi, B (2002). Knowledge management enablers, process and organizational performance: An integration and Empirical Examination (Unpublished Doctoral Dissertation). Korea Advanced Institute of Science and Technology, Korea.
Choi, B., &; Lee, H. (2002). Knowledge management strategy and its links to knowledge creation process. Expert System with Applications, 23(3), 173-187.
Chou, S. W., &; He, M. Y. (2004). Knowledge management: The distinctive roles of knowledge assets in facilitating knowledge creation. Journal of Information Science, 30 (2), 146-164.
Chuang, S. H. (2004). A resource-based perspective on knowledge management capability and competitive advantage: An empirical investigation. Expert Systems with Applications 27(5), 459–465.
Cuganesan, S. (2005), Intellectual capital-in-action and value creation. Journal of Intellectual Capital, 6(3), 357-73.
Demarest, M. (1997). Understanding knowledge management. Long Range Planning, 30(3), 374–384.
Debowski, S. (2006, July). Critical times: An exploration of recent evaluations of researcher development needs. Paper presented at the HERDSA Conference, Perth, Australia.
Drucker, P. F. (1993). Post capitalist society. New York: Harper Business.
Edvinsson, L., &; Malone, M. S. (1997). Intellectual capital: the proven way to establish your company’s real value by measuring its hidden values. London: Piatkus.
Edvinsson, L., &; Sullivan, P. H. (1996). Developing a model for managing intellectual capital. European Management Journal, 14(4), 354-6.
Ernst &; Young (1998). Consulting methodology for knowledge management. London: Ernst &; Young Management Consulting.
Gay, L. (1987). Educational research: Competencies for analysis and application. Columbus: Merrill Pub. Co.
Gold, A. H., Malhotra, A., &; Segars, A. H. (2001). Knowledge management: An organizational capabilities perspective. Journal of Management Information Systems. 18(1), 185-214.
Grant, R. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal. 17(8), 109–122.
Hansen, M. T. (1999). The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Administrative Science Quarterly, 44(1), 82-111.
Hair, J. F., Anderson, R. E., Tatham, R. L., &; Black, W. C. (1998). Multivariate data analysis. New Jersey: Prentice Hall.
Holsapple, C. W., &; Joshi, K. D. (2001). Organizational knowledge resources. Decision Support Systems, 31(1), 39–54.
Hsieh, J. H. (2007). Organizational characteristics, knowledge management strategy, enablers, and process capability: Knowledge management performance in US software companies (Unpublished doctoral dissertation). Lynn University, Florida.
Jordan, J., &; Jones, P. (1997). Assessing your company’s knowledge management style. Long Range Planning, 30(3), 392–398.
Krizman, A. (2009). Involvement, knowledge sharing and proactive improvement as antecedents of logistics outsourcing performance. Economic and Business Review, 11 (3), 233-256.
Lee, K. C., Lee, S., &; Kang, I. W. (2005). KMPI: measuring knowledge management performance. Information and Management 49(3), 469-482.
Lee, J. H., &; Kim, Y. G. (2001). A stage model of organizational knowledge management: A latent content analysis. Expert Systems with Applications, 20(4), 299–311.
Lee, H., &; Choi, B. (2003). Knowledge management enablers, processes, and organizational performance: an integrative view and empirical examination. Journal of Management Information Systems, 20(1), 179–228.
Lev, B. (2001). Intangibles: Management, measurement and reporting. Washington, DC: Brookings Institution Press.
Liebowitz, J. (2001). Knowledge management and its link to artificial intelligence. Expert Systems with Applications, 20(1), 1–6.
Marr, B., Grey, D. &; Schiuma, G. (2004). Measuring and valuing intangible assets – what, why, and how. In Bourne, M. (Eds), Handbook of Performance Measurement (pp. 136-142). London: Gee Publications.
Mills, J. F., Platts, K. W., Bourne, M. C. S., &; Richards, A. H. (2002). Competing through competences. Cambridge: Cambridge University Press.
Neill. J. (2007, January 5). Qualitative versus quantitative research: Key points in a class debate. [Web Page]. Retrieved from: http://wilderdom.com/research/QualitativeVersusQuantitativeResearch.html
Nemati, H. R. (2002). Global knowledge management: exploring a framework for research. Journal of Global Information Technology Management 5(3), 1–11.
Nonaka, I., &; Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. New York: Oxford University Press.
Nonaka, I., Toyama, R., &; Konno, N. (2000). SECI, ba, and leadership: A unified model of dynamic knowledge creation. Long Range Planning, 33(1), 5-34.
Paul, J. P. (2011). The knowledge integrated management model: A case study of
international cooperation and development fund. (Unpublished master’s thesis ). National Taiwan Normal University, Taipei, Taiwan.
Schiuma, G. (2009). The managerial foundations of knowledge assets dynamics. Knowledge Management Research and Practice, 7(4), 290-299.
Schiuma, G., Pablos P., &; Spender, J. C. (2007). Intellectual capital and company’s value creation dynamics. International Journal of Learning and Intellectual Capital, 4(4), 331-41.
Scott, J. E. (2000). Facilitating organizational learning with information technology. Journal of Management Information Systems, 17(2), 81-113.
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. Measuring Business Excellence, 1(3), 46-51.
Song, J. H. (2008). The key to organizational performance improvement: A perspective of organizational knowledge creation. Performance Improvement Quarterly, 21(2), 87-102.
Spender, J. C. &; Grant, R. M. (1996). Knowledge and the firm: Overview. Strategic Management Journal, 17(4), 5-9.
Srivastava, R., Fahey, L., Sharon, J. S., &; Smith, D. E. (2001). Linking e-business and operating processes: The role of knowledge management. IBM Systems Journal, 40(4), 889-907.
Stankosky, M.A. (2005). Advances in knowledge management: University research toward an academic discipline. In Stankosky, M. A. (Eds.), Creating the discipline of knowledge management – The Latest in University Research (pp. 256-296). NY: Elsevier Butterworth Heinemann.
Stonehouse, G. H., &; Pemberton, J. D. (1999). Learning and knowledge management in the
intelligent organization. Participation and Empowerment: An International Journal, 7(5), 131–144.
Sveiby, K. E. (1997). The intangible assets monitor. Journal of Human Resource Costing and Accounting, 2(1), 73-97.
Sveiby, K. (1997). The new organization wealth: Management and measuring knowledge-
based assets. San Francisco: Berrett-Koehler.
Swan, J., Newell, S., &; Robertson, M. (2000). Limits of IT-driven knowledge management for interactive innovation processes: towards a community-based approach. (pp. 11-15). Proceedings of the 33rd Annual Hawaii International Conference, USA.
Teece, D. J. (2000). Strategies for managing knowledge assets: the role of firm structure and industrial context. Long Range Planning, 33(1), 34-54.
Tiwana, A. (2001). The knowledge management toolkit: Practical techniques for building knowledge management system. NY: Prentice Hall, Inc.
Wasko, M., &; Faraj, S. (2005). Why should I share? Examining social capital and knowledge contribution in electronic networks of practice. Management Information Systems Quarterly, 29(1), 35-57.
Wood, C. (2005). An empirical examination of factors influencing work-unit knowledge management effectiveness in organizations (Doctoral dissertation). The University of Texas, Arlington.
Yang, C. C., Marlow, P. B., &; Lu C. S. (2009). Knowledge management enablers in liner shipping. Transportation Research Part E: Logistics and Transportation Review, 45(6), 893-903.
Zack, M. H. (1999). Developing a knowledge strategy. California Management Review, 41(3), 125–145.
Zaim, H., Tatoglu, E., &; Zaim, S. (2007). Performance of knowledge management practices: a causal analysis. Journal of Knowledge Management 11(6), 54–67.