跳到主要內容

臺灣博碩士論文加值系統

(3.235.140.84) 您好!臺灣時間:2022/08/13 05:39
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:許任新
研究生(外文):Jen-Shin Hsu
論文名稱:知識管理於企業資本支出之應用─以中鋼公司為例
論文名稱(外文):The Application of Knowledge management to Capital Expenditure:A study of China Steel Corporation
指導教授:郭倉義郭倉義引用關係盧淵源盧淵源引用關係
指導教授(外文):Tsuang- Y. KuoIuan-yuan Lu
學位類別:碩士
校院名稱:國立中山大學
系所名稱:企業管理學系研究所
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:2002
畢業學年度:90
語文別:中文
論文頁數:87
中文關鍵詞:資本支出知識管理
外文關鍵詞:Knowledge ManagementCapital Expenditure
相關次數:
  • 被引用被引用:7
  • 點閱點閱:267
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:6
摘 要
隨著科技的持續創新及市場國際化,企業的經營環境競爭日愈激烈,企業為達其永續經營的目的,必須運用有形之資本進行產品、製程、設備、技術、流程之創新、改造及更新,凡此皆需透過資本支出計計劃來完成。
知識是21世紀企業最重要之資源,但亦需透過資本之投入,以轉化、應用、落實至企業之各項運作及流程,使知識透過行動,創造價值,以掌握競爭優勢,實現企業願景。中鋼公司屬重工業,其投資具金額龐大、投資期間長及技術要求高等特性,故如何應用知識管理,使投資計畫之進行與知識管理活動結合,讓知識資產幫助企業對有限資源作最適當的配置與運用,避免投資錯誤,發揮最高效益,已為企業刻不容緩之課題。
本研究針對企業資本支出如何運用及結合知識管理以達到最佳之投資績效,進行理論應用於實務之探討。目的在於了解資本支出相關知識管理的內涵與特性、知識管理活動及知識管理促動要素之現況,探討在資本支出規劃與決策過程中,運用知識解決問題的實際情況,作為實務分析的基礎,並從知識管理的角度提出結論與建議。本研究所獲結論為:
1.投資知識內涵的核心在於設備、技術、材料的創新,以及更高平台的評估、決策能力。
2.知識創造能力為中鋼從事投資之競爭優勢。
3.知識整合為企業形成投資決策的關鍵機制。
4.強調紀律與安全的資訊科技環境,使知識管理活動受限。
5.依部門特性有不同之蓄積結構。
6.導引統合機制不顯著,減低知識管理的效率。
7.「知識市場」最有助益的二個要素:「仲介者」、「市場報酬」。
8.知識管理將成為企業投資之核心工作。
Abstracts
As the constant innovation of science and technology, and the continual internationalization of market, the environment of business operation has become increasingly competitive. An enterprise must make use of its own tangible capitals to conduct the innovation, revamping and renewal of products, processes, equipments, techniques and procedures. All of these activities should be achieved by means of capital expenditure project.
Knowledge is the most important resource of business in 21th century. However, it must be conducted through capital input to convert, utilize and implement the knowledge in the whole operation and process of a business. Through transforming knowledge to action, a business can create its core value and enable itself to grasp competitive edge, and realize corporate vision. China Steel Corporation is the subject of this research. CSC is attributed to heavy industry with the characteristics of capital and technology intensive, and long-term investment. Its investment project is indeed a highly knowledge intensive process. Hence, it is an emergent issue for a business to integrate the practice of knowledge management and investment projects so that knowledge asset can assist a business to allocate and utilize its own limited resource adequately, avoid wrong investment, and develop its best performance.
The goal of this research is to examine the theoretical application on practice focusing on the integration of capital expenditure and knowledge management, of a business, to pursue its optimal investment performance. We try to find out the nature and characteristics, activities of knowledge management, and the factors that enable knowledge management and their current status. Then investigate the practical status of a business utilizing knowledge to solve its problems in the process of capital expenditure planning and decision-making. Finally, we set the results of our interviews and investigations as the basis of our empirical analysis, and our conclusions as listed below:
1. the core aspects of investing in knowledge nature are the innovation of equipments, technology and materials, as well as the high platform assessment decision-making capability.
2. knowledge creation capability is the competitive edge for CSC’s investment projects.
3. knowledge integration is the key mechanism for a business to form its decision-making of investment.
4. the emphasis on environmental discipline and security of IT system will constrain the activities of knowledge management.
5. the accumulative structure differs in different divisions
6. the efficiency of knowledge management will be reduced if the guiding integration mechanism is insignificant.
7. the most helpful factors to knowledge market: mediator and market reward.
8. knowledge management will be the core task of business investment.
目 錄
頁次
摘 要1
Abstracts2
誌謝詞3
目 錄4
圖、表目錄5
第一章 緒論6
第一節 研究背景與動機6
第二節 研究目的8
第三節 研究方法9
第四節 研究架構14
第二章 文獻探討17
第一節 資本支出17
第二節 知識的意義與內涵20
第三節 知識的分類22
第四節 知識管理的意義與架構24
第五節 知識管理活動29
第六節 知識管理促動因素41
第三章 個案公司簡介47
第一節 公司成立及沿革47
第二節 建廠歷程與知識管理萌芽51
第四章 資料分析54
第一節 中鋼資本支出概況54
第二節 資本支出之知識管理分析61
第五章 結論與建議77
第一節 研究結論77
第二節 研究建議79
參考文獻82
附錄 訪談問卷85

圖、表目錄
頁次
表1-1 訪談問卷綱要11
圖1-1 研究架構14
圖2-1 知識的層次關係21
表2-1 內隱知識與外顯知識之比較22
圖2-2 Knapp知識管理架構25
圖2-3 IBM知識管理架構26
圖2-4 勤業管理顧問公司的知識管理架構27
圖2-5 微軟的知識管理架構28
圖2-6 Earl的知識管理模式28
圖2-7 技術取得來源/機制30
圖2-8 知識創造的活動32
圖2-9 知識的螺旋33
圖2-10組織知識創造螺旋34
圖2-11 知識建構及維持模式37
表2-2 知識管理策略的分類及方向40
圖2-12 知識策略與組織策略關係圖41
圖2-13 組織之知識管理策略分類42
圖3-1 中鋼組織圖49
圖3-2 中鋼鋼品生產流程圖50
表4-1 計劃型與非計劃型資本支出之比較60
圖5-1 知識建構及維持模式78
參考文獻
中文
1.尤克強著,知識管理與創新,台北:天下文化,2001。
2.中鋼編輯委員會,中鋼成立三十週年特刊,中國鋼鐵股份有限公司,2001。
3.石明炎著,「投資決策分析」,台北:現代管理月刊,1985。
4. Leonard-Barton著,Wellsprings of Knowledge,王美音譯,知識創新之泉-智價企業的經營,台北:遠流,1998。
5.吳思華,產業政策與企業策略─台灣地區產業發展歷程,台北:中國經濟企業研究所,1988。
6.林尚平、謝榮禧。『人力資源管理輔助知識工作者核心競能建立之分析』。1999 中華民國科技管理論文集。1999。
7.林銓鋃,「企業之知識管理應用架構-國內知識導向組織的個案研究」,中山大學資訊管理研究所碩士論文。2000。
8.Davenport & Prusak 著,Working knowledge,胡瑋珊譯「知識管理」。台北:中國生產力中心,1999。
9.Senge著,The Fifth Discipline:The Art and Practice of the Learning Organization,郭進隆譯,第五項修練:學習型組織的藝術與實務,天下遠見出版公司,1994。
10.郭崑謨著,「投資決策導論」,台北:五南,1990。
11.陳世彬,「知識管理之探究─我國政府研考部門之分析」,國立中山大學政治學研究所碩士論文,2001。
12.陳隆麒著「現代財務管理-一理論與應用」,華泰書局,1993。
13. Nonaka & Takeuchi著,The Knowledge-Creating Cmpany,楊子江、王美音譯,創新求勝-智價企業論,台北:遠流,1997。
14.劉信志,「知識管理參考模式之研究」,台北科技大學商業自動化與管理研究所碩士論文,2000。
15.劉常勇,「技術資源管理能力對新產品開發績效之影響」,國科會專題研究計畫。1997。
16.劉權瑩,資訊服務業知識管理之研究─ 以台灣HP 與台灣IBM 為例,政治大學企業管理學系未出版碩士論文,1999。
17.謝瀛洲,「資本支出預算之評估方法與決策分析」,彰銀資料,1994。
英文
1. Beckman,T. (1997) ,”A Methodology for Knowledge Management.” Proceeding ofthe IASTED International Conference on AI and Soft Computing.
2. Bonora, E.A. & Revang, O. (1991), “A Strategic Framework for Analying Professional Service Firms─Developing Strategies for Sustained Performance,” Strategic Management SocietyInterorganizational Conference, Toronto, Canada.
3. Davenport, T. H., De Long ,D. W. and Beers,M. C. (1999) ,“Successful Knowledge Management Projects.“ Sloan Management Review, winter, pp.43-57.
4. Drew, S. (1999), “Building knowledge management into strategy: Making sense of a new perspective” Long Range Planning, 32(1): 130-136.
5. Earl, M. J. (1997), Knowledge as Strategy: Reflections on Skandia International and Shorko Films, Knowledge in Organizations, Boston: Oxford, pp. 1-16.
6. Earl. M.J & Scott.I.L. (1999), “What is a chief knowledge officer?” ,Sloan Management Review,Vol.40,No.2,winter, pp.29-38.
7. Garrity, Edward J., & Janice C, Siplor. (1994), “Multimedia as a Vehicle for Knowledge Modeling in ’’Expert System with application ,Vol.7,No3, pp397-406.
8. Garvin, D. A. (2000) , Learning In Action, Harvard Business School Press.Greengard, S.,“How to Make KM a Reality.” Work Force, Oct,pp.91-94.
9. Gilbert, Myrna & Martyn Gordey-Hayes. (1996), “Understanding The Process of nowledge Transfer to Achieve Successful Technological Innovation,” Technovation, Vol.16, No.6, pp.365-385.
10. Grant, Robert, M. (1996), “Toward a Knowledge-Based Theory of the Firm,” Strategic Management Journal, Vol.17, Winter Special Issue, pp.109-122.
11.Greengard, S. (1998),“How to Make KM a Reality.” Work Force, Oct,pp.91-94.
12. Hansen, M. T., Nohria N. (1999), & Tierney T., ’What’s your strategy for managing Knowledge?’, Harvard Business Review, Mar/Apr. , p106-116.
13. Hendriks, P. (1999) ,“Why share knowledge? The influence of ICT on motivation for knowledge sharing” Knowledge and Process Management, 6(2) p 91-100.
14. Huber, George P. (1990), “A Theory of The Effects of Advanced Information Technologies on Organization Design”, Intelligence And Design Making, Academy Of Management Review, Vol. 15, No. 1, pp. 47-71.
15. Information Today, (1998) July/August, p.51.
16. Knapp, E.M. (1998), “Knowledge Management,” Business & conomic Review, Jul-Sep, p.5.
17.Leonard-Barton, D. (1992), “Core capabilities and core rigidities: A paradox in managing new product development” Strategic Management Journal, Vol.13 special issue, pp 11-125.
18. McDermott Richard. (1999), “Why information technology inspired but can not deliver knowledge management” ,California Management Review, Vol. 41, No.4 , summer, p.103-117.
19. Newbern, D. and Dansereau, D.F. (1995) , Knowledge Maps forKnowledge Management. In Wiig, K.M. (eds.). Knowledge Mnagement Methods. Texas: Schema Press.
20. O’Dell Carla & Jackson C. Grayson Jr. (1998), “If only we knew what we know :the transfer of internal knowledge and practice” ,New York : Free Press.
21. Polanyi, M. (1967), The Tacit Dimension, Doubleday Anchor,Garden City, N.Y.
22. Quinn, J. B., Anderson, P., & Finkelstein, S. (1996), “Managing professional intellect: Making the most of the best.” Harvard Business Review, 74(March/ April): p71-80.
23. Ruggles, R. (1998), “The state of the notion: Knowledge management in practice” California anagement Review, 40(3): 80-89.Review, 40(4): p45-58.
24. Smith,K. (1998), “Interactions in Knowledge System: Foundations Policy Implications and Empirical Methods,” STI Review, No.16, 1995,p.69-102.
25. Wiig, K. (1993), Knowledge Management Foundations. Arlington:Schema Press.
26. Yin,R,K. (1994), Case Study Research: Design and Method, Thousand Oaks, CA: Sage Publication.
27. Zack, M. H. (1999), “Developing a knowledge strategy” California Management Review, 41(3): p125-145.
28. Zack, M. H. (1998),“Managing codified knowledge” Sloan Management Review, 40(4): p45-58.
網站
1.方世杰,(2002)知識取得模式與管理,http://www.cme.org.tw/know/paper/paper/8.html.
2.微軟公司,(2002)實踐知識管理,http://www.microsoft.com/taiwan/TechNet/dns/Km.
3.劉常勇,(2002)新職位的誕生─ 企業知識執行長http://www.cme.org.tw/know/paper/paper/2.html.
4.中鋼公司,(2002)網站,http://www.csc.com.tw/
4. AA KnowledgeSpace , http://www.knowledgespace.com
5. Davenport, T. H.(1997),“Kowledge Management Case Study:Knowledge Management at Microsoft, ”,http://www.bus.utexas.edu/ kman/microsoft.html.
6. David B. Harris.(1996),”Creating a Knowledge Centric Information Technology .Environment[Online]”,Available:http://www.techined.com/ckc.htm.
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top