臺灣博碩士論文加值系統

本文主要係依照新產品開發階段建構知識管理績效指標，並納入組織策略作為考量，探討組織在不同策略下，新產品開發之知識管理重視程度與知識管理成效之關聯性。本文以2005年科學工業園區廠商通訊錄之竹科廠商作為調查對象，共回收64份問卷，有效問卷為60份。

本文採用ANOVA、MANOVA、Chow Test及多元迴歸分析模型進行檢定，實證結果發現知識管理各流程重視程度對其成效分別呈顯著正相關，且知識應用的重視程度與其成效在產品概念產生階段正向顯著高於非產品概念產生階段。此外，策略在知識管理重視程度及其成效中扮演調節變項的角色。當組織採取探勘者策略時，知識管理重視程度與成效之關聯性顯著高於當組織採取非探勘者策略，此結果和Miles and Snow (1978)之策略理論一致。

This research constructs knowledge management performance measures for new product development stages and examines the relationship between the emphasis of knowledge management and the effectiveness of knowledge management at different new product development stages and under different strategies. All firms listed in Hsinchu Science Park Business Directory are survey in subject this study. There are 60 valid responses used for the quantitative analysis.

ANOVA, MANOVA, Chow test and multiple regression analysis are used to test the research problems. The empirical results suggest that the emphasis of knowledge management stages show a positive association with knowledge management effectiveness, and the emphasis of knowledge management and the effectiveness of knowledge management for knowledge application show a higher positive and significant association at concept generation stage than at non-concept generation stage. Besides, strategy has a signigicant moderating effect between the emphasis of knowledge management and effectiveness of knowledge management. This implies prospector organizations exist a higher signigicant effect in the emphasis and effects of knowledge management cycle than other strategy types of organizations. This result is consistent with Miles and Snow (1978).

目錄
謝辭 i
中文摘要 ii
英文摘要 iii
目錄 iv
圖目錄 vi
表目錄 vii
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究目的 3
1.3 研究貢獻 4
第二章 相關文獻探討 5
2.1 知識管理相關文獻探討 5
2.1.1 知識管理定義 5
2.1.2 知識管理流程 7
2.2 新產品開發與知識管理 15
2.2.1 新產品開發定義 15
2.2.2 新產品發展階段 16
2.2.3 新產品開發階段與知識管理流程之關聯性與績效衡量指標建構 23
2.3 組織策略、知識管理及新產品開發績效 26
2.3.1 策略定義 26
2.3.2 策略類型 27
2.3.3 組織策略與新產品開發之知識管理重視程度與成效之關聯性 30
第三章 研究設計與方法 33
3.1 德爾菲法 33
3.1.1 德爾菲法基本介紹 33
3.1.2 德爾菲步驟 34
3.1.3 德爾菲適用本文原因 35
3.2 變數的操作性定義與衡量 36
3.2.1 知識管理 36
3.2.2 新產品開發 36
3.2.3 策略 41
3.2.4 控制變數 41
3.3 問卷設計與研究對象 42
3.3.1 德爾菲專家問卷 42
3.3.2 正式問卷 42
3.3.3 研究對象 43
3.4 資料分析方法 45
第四章 資料分析 47
4.1 敘述性統計 47
4.1.1 德爾菲專家問卷整理 47
4.1.2 樣本回收情況 50
4.1.3 基本資料分析 51
4.1.4 無反應偏差檢定與樣本穩定度檢定 52
4.2 效度及信度分析 54
4.3 實證研究結果分析 59
4.3.1 新產品開發與知識管理重要性之關係 59
4.3.2 新產品開發與知識管理成效之關係 61
4.3.3 知識管理重視程度與其成效關聯性 63
4.3.4 策略、新產品開發與知識管理之關聯性 65
第五章 研究結果與建議 69
5.1 研究結果彙總 69
5.2 研究限制 71
5.3 研究貢獻與建議 72
5.3.1 研究貢獻 72
5.3.2 管理實務建議 72
5.3.3 未來研究建議 73
參考文獻 74
中文部分 74
英文部分 75
附錄 84
附錄A 第一回合德爾菲問卷 84
附錄B 第二回合德爾菲問卷 91
附錄C 德爾菲專家問卷統計結果 98
附錄D 專家訪談 100
附錄E 正式問卷 102

圖目錄
圖 2-1 知識管理循環 (KM Cycle) 8
圖 2-2 新產品開發階段與知識管理 14
圖 3-1 德爾菲法資料收集流程圖 34

表目錄
表 2-1 知識管理定義彙總表 6
表 2-2 知識管理流程定義彙總表 7
表 2-3 新產品開發階段彙整一覽表 17
表 2-4 策略之定義彙總表 27
表 2-5 策略類型彙總表 28
表 2-6 Miles and Snow (1978)之策略類型特性 30
表 3-1 知識管理構面研究變數之定義 36
表 3-2 新產品開發構面研究變數之定義 36
表 3-3 在新產品開發各階段之知識管理績效指標 38
表 3-4 策略構面研究變數之定義與問卷設計 41
表 4-1 專家背景 47
表 4-2 德爾菲問卷的標準差與一致性檢定結果 48
表 4-3 組織與填寫者基本資料 51
表 4-4 前後期問卷回收之t 檢定 53
表 4-5 KMO與Bartlett檢定 54
表 4-6 因素分析與信度分析表 56
表 4-7 知識管理在新產品開發各階段扮演的角色 59
表 4-8 新產品開發各階段對知識管理各流程重要性之多變量檢定 60
表 4-9 知識管理各流程在新產品開發各階段扮演的角色 60
表 4-10 新產品開發各階段之知識管理成效 61
表 4-11 新產品開發各階段對知識管理各流程成效之多變量檢定 62
表 4-12 知識管理各流程在新產品開發各階段之成效表現 62
表 4-13 Chow Test結果 63
表 4-14 策略與知識管理重視程度及其成效關聯性的實證結果 66
表 4-15 策略對知識管理重視程度及其成效之調節效果 67
表 4-16 策略與知識管理重視程度對成效的影響 68

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