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研究生:黃琇郁
研究生(外文):Shirley Huang
論文名稱:知識管理與核心能力之關係探討-安侯建業確認性服務個案研究
論文名稱(外文):The relationships between Knowledge Management and Core Competence-A case study of KPMG Taiwan Assurance Practice
指導教授:楊千楊千引用關係
指導教授(外文):Chyan Yang
學位類別:碩士
校院名稱:國立交通大學
系所名稱:資訊管理所
學門:電算機學門
學類:電算機一般學類
論文種類:學術論文
論文出版年:2003
畢業學年度:91
語文別:英文
論文頁數:59
中文關鍵詞:知識管理核心能力知識管理策略
外文關鍵詞:Core competenceKnowledge managementKM strategy
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企業組織漸漸意識到核心能力是構成策略成功的主要關鍵因素。 學者們也聲稱核心能力與組織機構特有的技術能夠有效的開發與發揮競爭優勢。 此核心能力之所以被受到重視主要因為是它也具有貢獻顧客受惠之價值,也因此核心能力為公司帶來可觀的收益和成本效益。而另一方面,近期來越來越多的企業管理者與學者針對核心能力與知識管理之間的結合而做更深入的探討。例如, 知識管理牽連到如何發覺、確認、和開發組織機構與個人之核心能力。故本研究的主旨以知識管理與核心能力之關係來做深入的研究與探討。另外,本論文主要針對台灣安侯建業會計師事務所作為實際的個案研究。
More and more business and academic communities have paid enormous attention and interest to the concept of core competence as a key to successful strategy development. A core competence is a source for developing and exploiting competitive advantages [1], in that it is competitively unique. A core competence delivers fundamental customer benefits and provides cost-effective solutions for organizations, thus makes contributions to value and/or cost. Hence, developing core competences has become imperative to organizations. In the meanwhile, academics and corporate managers discover that there is a substantial relationship between knowledge management and core competence; they have been working on how core competencies are generated from knowledge management asset. The purpose of this paper, therefore, is to give a practical account of the relationship between knowledge management and core competence based on the case study of KPMG Taiwan Assurance Practice.
1. Introduction
1.1 Research Motivation
1.2 Research Objective
1.3 Research Procedure
2. Literature Review and Research Architecture Design
2.1 The Relationship of KM and Core Competence
2.2 Knowledge Management Strategies
2.2.1 Codification Strategy
2.2.2 Personalization Strategy
2.2.3 Using One Predominant Strategy
2.2.4 Determining the Right Strategy
2.3 Core Competence
2.3.1 Features of Core Competences
2.3.2 Types of Core Competences
2.3.3 Core Competence Management
2.4 Research Architecture Design
2.4.1 The Model of KM and Core Competence
2.4.2 Model Description
3. KM and Core competence at KPMG Taiwan
3.1 KPMG Taiwan Overview
3.2 KM at Global KPMG
3.2.1 KWorld
3.2.2 KWorld Internet
3.2.3 KWorld Tools
3.3 KM at KPMG Taiwan and its Assurance Practice
3.3.1 TaiKnet
3.3.2 IT System in TaiKnet
3.3.3 Human Resource at KC
3.3.4 The Incentive for knowledge sharing
3.4 Core Competence at KPMG Taiwan Assurance Services3.4.1 Market-access Competence
3.4.2 Integrity-related Competence
3.4.3 Functionality-related Competence
3.5 The relationship between KM and Core competence
3.5.1 KM and Market-access Competences
3.5.2 KM and Integrity-related Competences
3.5.3 KM and Functionality-related Competences
4. Interview Report and Discussion
4.1 Knowledge Management
4.2 Core Competences
4.3 Area for Enhancement
5. Conclusion
References
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15. Verdin, P. J. & Williamson, P.T. (1994). Core competences, competitive advantage and market analysis: Forging the link. In Competence-based Competition, ed. G. Hamel & A. Heene, pp. 77-110. Chichester: Wiley & Sons.
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