(3.238.7.202) 您好!臺灣時間:2021/03/04 02:20
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果

詳目顯示:::

我願授權國圖
: 
twitterline
研究生:林月雲
研究生(外文):yueh-yun Lin
論文名稱:企業內部知識種類及其移轉方式之研究-人際關係類型與行為導向之影響觀點
論文名稱(外文):A Research on the Knowledge Types and Transfer Methods Within the Organization-Perspective on the Influences of Interpersonal Relationship Patterns and Behavioral Orientations
指導教授:嚴奇峰嚴奇峰引用關係
指導教授(外文):Heitmann G.F. Yen
學位類別:碩士
校院名稱:中原大學
系所名稱:企業管理研究所
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
論文出版年:2001
畢業學年度:89
語文別:中文
論文頁數:115
中文關鍵詞:移轉知識方式移轉知識種類行為導向人際關係類型
外文關鍵詞:behavioral orientationinterpersonal relationship patternknowledge transfer methodsknowledge type
相關次數:
  • 被引用被引用:42
  • 點閱點閱:144
  • 評分評分:系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:5
隨著廿一世紀而來的全球化、多樣化、快速化及客製化等轉變,企業間與產業間的競合關係可以幻化無常來形容,企業內部亦然,這些變化都是近年來促使企業越發重視知識管理(knowledge management)的重要原因。本研究在現有西方知識管理理論的基礎上,同時考量本地文化傳統之影響,探討不同的人際關係與行為導向,對企業內部在移轉知識之種類與方式上是否有不同的或特別的影響。
根據本研究之研究動機及目的,本研究著重於企業部門主管對部屬在不同的人際關係類型與行為導向(由不同的人際關係類型發展而來,以垂直權力關係及水平情感關係二構面區分成重用導向、培植導向、支配導向及隔離導向等)下,對移轉之知識種類(以績效關聯度及重要整合度二構面區分成策略性知識、專屬化知識、標準化知識及彙整性知識等)和移轉方式(以雙方互動回饋度及人際連帶度二構面區分成雙向協同式、雙向工具式、單向教導式及單向工具式等)的影響進行分析。本研究針對大台北地區各類企業以便利抽樣方法進行資料收集,總共寄、送發200份問卷,回收143份,另輔以電子郵件問卷共計回收20份,有效問卷合計152份。茲將本研究各項重要結論摘述如下:
一、行為導向對移轉知識種類的影響-就各行為導向而言,在重用導向下,部門主管對整體評價高的部屬以移轉績效關聯度高與重要整合度高的知識(策略性知識)較多,而對整體評價低的部屬則以重要整合度高的知識較多。在培植導向下,部門主管對整體評價高的部屬以移轉績效關聯度高的知識較多,而對整體評價低的部屬則無特定知識之移轉。在支配導向下,部門主管對整體評價高的部屬以移轉業務上有關且需要專業判斷、實際習作的知識(專屬化知識)較多,而對整體評價低的部屬則以績效關聯度高的知識較多。而在隔離導向下,部門主管所移轉的知識則不會因部屬整體評價而有所差異。
二、行為導向對知識移轉方式的影響-就各行為導向而言,在重用導向下,部門主管對整體評價高的部屬會以面對面的人際互動方式(雙向協同式)來移轉,而對整體評價低的部屬則以互動回饋度高但人際連帶度低的方式(雙向工具式)為主。在培植導向下,部門主管對整體評價低的部屬較會採用師徒制的教導方式(單向教導式)來移轉,但對整體評價高的部屬則不限於使用特定方式。在支配導向下,部門主管對整體評價低的部屬會以互動回饋度高的方式(雙向式)較多,但對整體評價高的部屬則不限於使用特定方式。而在隔離導向下,部門主管對整體評價高的部屬以面對面的人際互動方式(協同或教導式)較多,而對整體評價低的部屬則無差異。
三、綜合而言,部門主管對整體評價高的部屬所移轉的知識種類,若其特徵越是重複使用、書面化、越是需要專業判斷、實際實作的以及與績效直接有關的知識(策略性知識及專屬化知識),其移轉知識的方式越會採用人際連帶度高與互動回饋度高的方式(雙向協同式)。
本研究因時間、人力及財力等資源之限制,故在研究設計上不易收集充分之資料,這個困難包含抽樣之家數(不易過濾員工人數較少的企業)及填答的人數(部門主管僅比較二位部屬),使得分析結果未能充分表遠原觀念架構所述內容。另一方面,本研究嘗試就本國文化特質進行探索性的研究,這是有意義的但也是辛苦、高風險的。後續的研究即可針對本研究未能充分探索的觀念或變數來加以修正,另在研究設計上亦可據以改進並做更完整之分析。
Facing 21st century with fast and turbulent changes of globalization, diversification, customization, and the unstable co-opetition relationships among enterprises and industries, together with the personnel problems within the organizations, many enterprises around the world start to pay attention to Knowledge Management (KM) seriously in nowadays.

This research is theoretically based on the western concepts of KM, meanwhile combining the traditional cultural characteristics as the aggregate influence to the intra-organizational knowledge transfer activities. According to the motives and purposes of the research, the author analyzes the influence of behavioral orientations (derived from the interpersonal relationship patterns) to the types of knowledge being transferred as well as the knowledge transfer methods.

This research uses convenient sampling from the enterprises of Taipei Metro (200 questionnaires being sent out, 143 were returned; and e-mail questionnaires being used as an auxiliary with 20 returned), and a total of 152 valid questionnaires are collected and analyzed. The research findings and results are as follows:

1. Behavioral orientations vs. the types of knowledge being transferred (briefing): When department manager interacts with his subordinates by trusted-delegating orientation, strategic knowledge is most likely to be transferred to the highly valued subordinate, and aggregated knowledge is most likely to be transferred to the poorly valued one on the other hand. When department manager interacts with his subordinates by dominating orientation, he transfers more on specified knowledge to the highly valued subordinate and transfers performance-related knowledge to the poorly valued one instead. When department manager interacts with his subordinates by isolating orientation, there is no significant difference between the knowledge types he transfers to these two subordinates.

2. Behavioral orientations vs. the knowledge transfer methods (briefing): When department manager interacts with his subordinates by trusted-delegating orientation, two-way collaborative method is most likely to be adopted to the highly valued subordinate, and two-way instrumental method is most likely to be used to the poorly valued one instead. When department manager interacts with his subordinates by trusted-cultivating orientation, he tries more on one-way mentoring method to the poorly valued subordinate. However, there is no specific method he uses to do the transferring job to the highly valued one. When department manager interacts with his subordinates by dominating orientation, he tries more on two-way interacting method to the poorly valued subordinate, and shows no specific transferring method to the highly valued one. These two results of “no specific method” are different in nature, which means the manager may transfer knowledge in many ways under trusted-cultivating circumstance and does little under dominating circumstance.

3.In summary, the statistical analysis shows there is a significant result to those highly valued subordinates. The more specified knowledge and strategic knowledge the department manager transfers to the highly valued subordinates, the more two-way collaborative method he will use. The relationships between these two types of knowledge and this transfer method are highly correlated.

This research was subjected to limited resources the author could manage. Therefore the findings and results are not comprehensive enough to deriving satisfactory conclusion. The further suggestions to the future research are to modify the cultural-specific variables as well as to choose the larger companies with numerous employees (to get a better result of comparison).
第一章 緒論1
第一節 研究背景與動機1
第二節 研究問題與目的3
第三節 研究方法論3
第四節 研究範圍4
第五節 研究流程5
第二章 文獻探討6
第一節 知識的定義6
第二節 知識的分類9
第三節 知識移轉14
第四節 人際互動之影響因素及類型20
第五節 領導風格類型28
第六節 知識管理策略之分類30
第七節 研究觀念架構33
第三章 研究方法36
第一節 研究假設36
第二節 變數定義與衡量38
第三節 研究工具41
第四節 研究樣本42
第五節 資料收集方法42
第六節 抽樣設計43
第七節 資料分析方法44
第四章 研究結果47
第一節 問卷回收47
第二節 信度與效度分析48
第三節 樣本之基本資料分析50
第四節 人際關係及互動行為導向對移轉知識種類的影響62
第五節 人際關係及互動行為導向對移轉知識方式的影響70
第六節 移轉知識之種類與方式73
第七節 行為導向、移轉知識種類與方式78
第五章 結論與建議87
第一節 研究結論87
第二節 研究建議92
第三節 學術與實務之貢獻93
第四節 研究限制94
第五節 後續研究建議95
參考文獻97
附錄102
一、中文部份1.朱倍瑩(2000),知識整合機制與創新策略配合類型對知識移轉績效影響之研究-高科技與服務業之比較,中壢:中原大學企業管理研究所碩士論文。2.李守忠(2000),知識管理在科技產業的應用研究,台北:台北大學企業管理研究所碩士論文。3.李仁芳(1990),管理心靈,台北:商略印書館。4.周文賢(2000),多變量統計分析:SAS/STAT使用方法待出版書稿。5.吳明隆(2000),SPSS統計應用實務,台北:松崗電腦圖書資料股份有限公司。6.吳思華(1996),策略九說,台北:麥田出版社。7.洪儒瑤(2000),台灣企業知識管理應用現況及其模式之研究,台北:台北大學企業管理研究所碩士論文。8.張紹勳、張紹評、林秀娟(2000),SPSS For Windows 統計分析(下冊),台北:松崗電腦圖書資料股份有限公司。9.張紹勳、張紹評、林秀娟(2000),SPSS For Windows 統計分析(上冊),台北:松崗電腦圖書資料股份有限公司。 10.張紹勳、張紹評、林秀娟(2000),SPSS For Windows多變量統計分析,台北:松崗電腦圖書資料股份有限公司。 11.陳順宇(1998),多變量分析,台北:華泰書局。12.辜輝趁(2000),企業電子化知識管理策略研究,台北:臺灣師範大學工業教育研究所碩士論文。13.黃俊英(1999),行銷研究管理與技術,台北:華泰書局。14.黃俊英(1998),多變量分析,台北:中國經濟企業研究所。15.勤業管理顧問公司(2000),知識管理的第一本書,台北:商周出版。16.劉常勇(2000),知識管理策略,http://www.cme.org.tw/know/。17.鄭伯壎(1991),家族企業與領導行為,取自楊中芳、高尚仁合編,中國人、中國心:人格與社會篇,台北:遠流出版公司,p.366-407。18.嚴奇峰(1992),心理定位理論-國民性格之探討及其在管理上的涵義,台北:行政院國家科學委員會專題研究。19.嚴奇峰(1998),專業能力與倫理規範之評估模式-對家族企業中專業經理人之研究,第四屆管理與哲學國際學術研討會論文。二、英文部份1.Badaraccol, J. (1991), “The Knowledge Link:How Firms Compete through strategic Alliances,” Havard Business School Press.2.Davenport,T. & L.Pursak (1998), Working Knowledge:How Organizations Manage what They Know, Harvard Business school Press3.Dretske, F. (1981), Knowledge and the Flow of Information, Cambridge, Mass.:MIT Press.4.Garrity, E. J., & J. C. Sipior, (1994),”Multimedia as a Vehicle for Knowledge Modeling in Expert System,” Expert System with Application,Vol.7, No.3, pp.397-406.5.Gilbert, M. & M.Gordey-Hayes, (1996),”Understanding The Process of Knowledge transfer to Achieve Successful Technological Innovation,” Technovation,Vol.16, No.6, pp.365-385.6.Harem,T. & Krogh,G.V.&Roos,J.(1996),”Knowledge-Based strategic Chane,”in Georg von Krogh & Johan Roos(ed.), Managing Knowledge-Perpectives on Cooperation and Competition,SAGE Publications.7.Hedlund, G. (1994), “A Model of Knowledge Management and the N-Form Corporation,” Strategic Management Journal,Vol.15 , pp.73-90.8.Hersey , P. & K. H. Blanchard (1974), “So You Want to Know Your Leadership Style?” Training and Development Journal,pp.22-37.9.Hidding, G. & M. C. Shireen (1998) “Anatomy of a learning organization Turning Knowledge into capital at Andersen consulting,” Knowledge and Process Management, Vol.5, No.1, pp.3-13.10.Howells, J. (1996),”Tacit Knowledge, Innovation and Technology Transfer,” Technology Analysis & Strategic Management , Vol.8, No.2,pp.91-106.11.Morten,T. H. & N. Nitin & T. Thomas (1999),”What’s Your Strategy For Managing Knowledge?” Harvard Business Review , Mar-Apr.12.Nonaka,I. & H. Takeuchi(1995),The Knowledge-Creating Company, N.Y.:Oxford University Press.13.Nonaka, I. (1991), “The Knowledge-Creating company ,” Harvard business Review.November-December, pp.96-104.14.Nonaka, I. (1994),”A Dynamic Theory of Organizational Knowledge creation,” Organization Science, Vol.15,No.1,15.Paye, J. C. (1996). “Policies for a Knowledge-based Economy Organisation for Economic Cooperation and Development.” The OECD Observer, Paris, Jun-Jul, No.200, pp.4-6.16.Polyani(1967),”The Tacit Dimension.” London:Routledge & Kegan Paul.17.Purser, R. E. & W. A. Pasmore (1992), ”Organizing for Learning,” In William A. Pasmore and Richard W. Woodman, Research in organizational change and Development,London: JAI Press, pp.37-114.18.Quinn & B. James & A. Philip & F. syndey (1996), ”Managing Professional Intellect:Making the Most of the Best,” Havard Business Review, Mar-Apr.19.Richard, A. J. & W. W. Dean,(1998),Applied Multivariate Statistical Analysis,Fourth Edition.20.Sveiby, K. E. (1997),The New Organizational Wealth – managing and measuring knowledge-based assets.莫菲譯(1999),無形資產致勝策略-微軟、網景、昇陽等成功企業的新財富,台北:圓智文化事業有限公司。21.Senge,Peter (1997),”Sharing Knowledge,” Executive Excellence , PP.17.
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
系統版面圖檔 系統版面圖檔