臺灣博碩士論文加值系統

摘要
知識已逐漸取代有形資產成為組織最重要的資源，有關於知識的選擇、創造、儲存、應用在最近20年深受重視。以往知識創造的研究，大多偏向組織管理機制對於創新的影響，但對於知識是如何被創造出來的過程，卻鮮少有文獻討論到。日本學者曾針對組織如何創造知識的議題提出知識螺旋論模型，解釋組織是如何透過共同化、外化、結合、內化四種知識轉換的過程而創造知識，但對於在知識轉換的過程中，個體是如何來創造知識的過程，則未加著墨。
本研究由創新過程的訊息流動觀點，提出從個體層次到組織層次的創新過程模型，並由這個模型來探討創新的各種影響要素。我們由類比教育心理學上的認知學習理論，及引用知識螺旋論的四種組織知識轉換概念至個人層次，結合成為個體層次的知識創新模式，並認為創新是來自於個體為消除外來資訊與既有自身知識間的落差，經由同化(assimilation)及調適(accommodation)過程的辯證程序而來，當個人將新想法拋出給小組其他成員，成為其他人新的外來資訊，進行下一步的個人創新過程時，這過程即變成組織的知識轉換。組織知識創新是訊息在組織成員中不斷的流轉而來，透過個人-組織，內隱-外顯，不斷的進行知識轉化，不斷的進行辯證而逐步呈現。由此模式，我們提出了組織在從事創新活動應注意的事項，包含創新者的選擇及組織管理機制的搭配，最後，並引用資源建構機制文獻，將這些選擇出來的因素做選擇搭配，使創新活動能夠持續進行，成為組織的資源。
我們針對中鋼的知識創新活動做現場訪談，並用所開發出來的模式解釋這些個案，找出這些成功創新活動的共同因子，及這些創新的來源及其過程，並對中鋼的知識創新活動提出建言。研究顯示這些個案具備了一個成功\的創新活動所需的大部份要素，但對於讓創新活動成為單位的資源，在精神指導方面要從個人成就需求，導向企業價值觀的強調，才能讓創新活動持久而彌新。

Abstract
Knowledge have gradually replaced the asset to become the most important resource of the organization , people are more and more concerned about how company do the knowledge selection , creation, storage and application in the recently 20 years. There are many researches to discuss about how organization manage its knowledge creation , but there are rare essays to discuss the process of knowledge creation. Nonaka had provided knowledge spiral model to explain how organization create knowledge, he predicted organization create knowledge through the SECI process –association , extermination, combination ,internalization, but he has never mentioned about the process of how individual create knowledge.
This article offer “From individual to organization knowledge creation integration modal “ which based on the viewpoint of information flow in knowledge creation process to discuss the affecting factors of knowledge creation. We analog the cognition development theory of Piaget and combined the SECI organization knowledge conversion of Nonaka to develop individual knowledge creation modal. From this modal , we predict the new thinking comes from the process which individual try to eliminate the information gap between the outside information and inside knowledge base through the dialectical process of assimilation and accommodation. When individual offer the new idea t to the other guy of the task force, it become the new outside information of the people to do the next dialectical process , and at that time the creation type will transfer from individual to organization . We consider organization knowledge creation is the information transforming process among the individuals in the group , the new knowledge is created in the dialectical process that go through antithetical concepts such as individual – organization , tacit - explicit . From this integration model, we predict the affecting factors of knowledge creation which includes the selection of creator and the fitness of organization management. Finally, we try to find the fitness factors arrangement of the knowledge creation management through the resource construction model to construct the innovation ability as organization .resource , which will let the creative activity continuous running.
We interview the china steel knowledge creation activities, and use the modal what we develop to explain these cases , we also try to find the common factors of these successful activities and to find the process and the source of innovation and give some suggestion to these activities. It shows china steel cases own the most part of factors which a successful innovation need , but if these innovation activities want to last forever to become organization resource , they need to transfer the firm’s frame of mind from individual achievement requirement to enterprise value emphasis.

目錄
頁
致謝辭…………………………………………………………………………… i
中文摘要………………………………………………………………………… ii
英文摘要………………………………………………………………………… iii
內容目錄………………………………………………………………………… v
表目錄…………………………………………………………………………… vii
圖目錄……………………………………………………………………………viii

第一章: 緒論
第一節 研究背景與動機………………………………………………… 1
第二節 研究目的………………………………………………………… 3
第三節 研究流程………………………………………………………… 5
第四節 研究限制………………………………………………………… 6
第二章: 文獻探討
第一節 知識創造………………………………………………………… 7
第二節 認知發展理論…………………………………………………… 22
第三節 資源建構機制…………………………………………………… 25
第三章：研究設計
第一節 研究架構………………………………………………………… 28
第二節 研究方法………………………………………………………… 29
第三節 訪談……………………………………………………………… 32
第四節 資料分析………………………………………………………… 34
第四章: 組織知識創新模式
第一節 知識創新過程…………………………………………………… 35
第二節 知識創新過程的影響因素……………………………………… 50
第三節 建構創新能力成為組織資源…………………………………… 53
第五章: 中鋼知識創新活動個案分析
第一節 個案公司介紹…………………………………………………… 61
第二節 中鋼公司知識管理層次………………………………………… 64
第三節 品管圈個案分析………………………………………………… 68
第四節 製程改善個案分析……………………………………………… 88
第五節 知識創新能力成為組織資源的探討……………………………118
第六章： 結論與建議
第一節 組織知識創新模式………………………………………………121
第二節 中鋼知識創新活動………………………………………………127
第三節 建議………………………………………………………………130

附錄 …………………………………………………………………………… 131
參考文獻…………………………………………………………………………136

參考文獻:
中文部份：
1．中國鋼鐵股份有限公司企業網站。http://www.csc.com.tw/index.html
2．方世杰，劉其瑋，2004，「從知識統治觀點探討組織知識創造—觀念性架構之建立」，科技整合管理國際研討會，May 22, pp321-334
3．李誠、張育寧，2002，中鋼經驗，台北：天下文化。
4．吳思華，1998，「知識流通對產業創新的影響」，產業科技研討會論文集，台北市：政大，頁2-42。
5．吳思華，2001，知識經濟，知識資本與知識管理，台北：遠流出版
6．吳崇勇，2006，「反頻譜分析於軋輥研磨顫振監測與分析」，技術與訓練， 中鋼公司，31卷3期
7．林峰立，2009，「從內家修練看『資源基礎觀』的資源建構機制」，管理學報，26卷，2 期，p111-126
8．彼得‧杜拉克(蕭富峰，李田樹譯), 1984, 創新與創業的精神，2005出版，台北：臉譜出版社。
9．林澄貴，溫金豐，2001，「中鋼導入知識管理的策略及實務探討」，2001年科技與理學術研討會論文集。
10．胡幼慧，1996，質性研究：理論、方法及本土女性研究實例，台北：巨流圖書。
11．南秋原，2006，以系統思考評析知識管理個案研究：以中國鋼鐵公司知識管理為例，碩士論文，國立中山大學企業管理研究所。
12．柳秋雄，2002，會計部門的知識管理研究-以中鋼公司為例，碩士論文，國立中山大學企業管理研究所。
13．范道津，郭瑜橋，2008，「對SECI知識創造模型的改進研究」，西北密林科技大學學報，第8卷，第4期。
14．唐君毅，1974，哲學概論，台北：台灣學生書局。
15．常致泰，2001，從企業競爭優勢的觀點探討知識管理模式的建構-以中鋼公司為例，碩士論文，國立中山大學企業管理研究所。
16．許元良，2008，「熱軋鋼帶盤捲缺陷與製程穩定性之改善」，中國礦冶工程學會會刊，第52卷第2期，p.34-40
17．野中郁次郎，竹內弘高(楊子江，王美音譯)，1995，創新求勝—智價企業論，台北：遠流出版社。
18．野中郁次郎，竹內弘高(胡瑋珊譯)，2004，企業創新的螺旋：全球競爭下的知識創新架構，台北：中國生產力中心
19．野中郁次郎，紺野登(陳耀茂譯)，2004，知識經營之道—如何從知識中找價值，台北：中衛發展中心。
20．陳信賓，2003，鋼鐵業知識管理與創新阻礙因素之研究—以中鋼公司為例，碩士論文，國立中山大學企業管理研究所。
21．陳曉靜，芮明杰，2007，「隱性知識創新影響因素的實證研究」，統計與決策，第249期，p85-90。
22．黃湘武，1980，「皮亞傑認知心理與科學教育」，《科學教育》，37期，頁76-8l。
23．黃家齊、王思峰，2008，「團隊知識轉換能力組合與知識分享、知識創造及創新績效---知識螺旋理論的新觀點驗證」，組織與管理，1卷1期，39-72
24．黃靖萱，2008，“CEO的開拓戰略---中國鋼鐵 陳源成” 天下雜誌 ，396期，p88-90
25．蓋瑞．哈默爾(Gary Hamel), 比爾．布林(Bill Breen)(廖建容，楊美齡，周宜芳譯)，2007，管理大未來：新管理正在淘汰舊商業，台北：天下遠見。
26．蔡敦浩、李慶芳，2008， 「情境知識的浮現：敘說探究半導體工程師的維修經驗」，管理學報 , Vol.25, No.6 P699-716
27．劉常勇，1999，「幾個有關知識管理議題初探」，http://cm.nsysu.edu,tw
28．譚大純，2001，「知識管理文獻之回顧與前瞻—以知識作業及知識策略為分類基礎」，管理評論，第20 卷，第四期，p93-135。
29．Frans Johansson(劉真如譯)，2005，梅迪奇效應，台北：商周出版。
30．Patton, M.C.(吳芝儀，李奉儒譯)，1995，質的評鑑與研究，台北：桂冠
31．Pearce,J.A.II, Robinson,R.B.Jr.(莊立民譯)，2005，策略管理，台北：麗文文化。

英文部份：
1.Barney, J, 1991, irm Resources and Sustained Competitive Advantage, Journal of Management, 17(1), 99-120.
2.Brumagim, A.L.,1994, A Hierarchy of Corporate Resources. In Shrivastava, Huff, &Dutton(eds), Advances in Strategic Management, 10(A), 81-112.
3.Corner, K., 1991, A Historical Comparsion of Resource- Based Theory and Five Schools of Thought Within Industrial Organization Economics: Do We Have a New Theory of the Firm?, Journal of Management, 17(1), 121-154.
4.Cross, R., Parker, A., Prusak, h. & Borgatti, S. P. 2001, Knowing what we know: Supporting knowledge creation and sharing in social networks, organization Dynamics, 30(2) , pp. 100-120.
5.Cummings, J. L. & Teng, B. G. 2003, Transferring R&D knowledge: The key factors affecting knowledge transfer success ,Journal of Engineering and Technology Management, 20(1-2) , pp.39-68.
6.Davenport, T.H, Prusak,L, 1998, Working knowledge：How Organizations Managing What They Know, Harvard BusinessSchool Press, Boston Massachusetts.
7.Dorothy Leonard , Susaan Straus, 1997, Putting your company’s whole brain to work, Harvard Business Review, v75 n4 p110-21 Jul-Aug 1997
8.Drucker, P., 1993, Post-Capitalist Society, London: Butterworth Heinemann, pp25-27.
9.Glaser , B.G. and Strauss A.L., 1967, The Discovery of Grounded Theory: Strategies for Qualitative Research, Chicago:Aldine de Gruyter.
10.Gourlay, S. 2006. Conceptualizing knowledge creation: A critique of Nonaka’s theory. The Journal of Management Studies, 43, 1415-1436
11.Grant, R.M. 1996. “Toward a Knowledge-Based Theory of The Firm”, Strategic Management Journal 17(winter), 109-122
12.Hamel, G. 1991, Competition for competence and interpartner learningwithin international strategic alliances ,Strategic Management Journal, 12 ,pp.83-103.
13.Hansen, M. T. 2002, Knowledge networks ： Explaining effective knowledge sharing in multiunit companies ,Organization Science, 13(3) ,232-248.
14.Hedlund,G, 1994, Amodel of knowledge management and the N-form corporation, Strategic Management Journal, 15,pp73-90
15.Helfat, C.E. and M.A. Peteraf, 2003, The Dynamic Resource –Based View: Capability Lifecycles, Strategic Management Journal, 24(10),997-1010.
16.Huber, G. P. 1991, Organizational learning: The contributing processes and the literatures ,Organization Science, 2(1) , pp.88-115.
17.Ichijo, K. 2004. From managing to enabling knowledge. In H. Takeuchi & I. Nonaka (Eds.),Hitotsubashi on Knowledge Management: 125-152. Singapore: John Wiley & Sons (Asia) Pte Ltd
18.Johnson, J.M., 2002, In-depth Interviewing. In Jaber F.Gubrium & James A. Holstein (eds): Handbook of Interview Research: context and method, pp.103-119, London: Sage Publication.
19.Kogut,B. & Zander,U ,1992, Knowledge of the firm, combinative capabilities, and the replication of technology ,Organization Science, 3(3),pp.383-397.
20.Kogut,B. & Zander, U. 1996, What firms do? Coordination, identity andlearning , Organization Science, 7(5) , pp. 502-518.
21.Merton, R. K. (1987). The focused interview and focus groups, Public Opinion Quarterly, 51, 550-566
22.Morris, Langdon, 2006, Permenant Innovation, California:Lightning Source Inc
23.Nonaka, I , 1994, A Dynamic Theory of Organization Knowledge Creation, Organization Science, 15(1), pp.14-37
24.Nonaka I. and N.Konno , 1998, The Concept of “Ba”：Building a foundation for Knowledge Creation, California Management Review , 40(3), pp.40-54
25.Nonaka I, Ryoko Yoyama and Noboru Konno. 2000, SECI,Ba and Leadership：a Unified Model of Dynamic Knowledge Creation, Long Range Planning 33 5-34
26.Nonaka I, Toyoma R, 2003, The Knowledge-creating theory revisited: Knowledge creation as a synthesizing process, Knowledge Management Research & Practice, 1, 2-10
27.Okhuysen, G. A. & Eisenhardt, K. M. 2002, Integrating knowledge in groups: How formal interventions enable flexibility , Organization Science ,13(4) , pp.370-386.
28.Piaget.J.(1964).Cognitive Development in Children：Development and Learning,Journal of Research in Science Teaching.Vol.2,pp.176-186.
29.Pisano, G.,1994, Knowledge , integration, and the locus of learning: An empirical analysis of process development, Strategic Management Journal, 15, pp85-100
30.Polanyi, M, 1966, The Tacit Dimension [M], London:Boutledge and Kegan Paul, pp160-164.
31.Polkinghorne,D.E.(1995), Narrative configuration in qualitative analysis, In J.A.Hatch &R.Wisniewski(Eds.), Life History and /narrative (pp.5-24), Washington, DC: Falmer Press.
32.Prahalad, C.K. and G. Hamel, 1990. The Core Competence of the Corporation, Harvard Business Review, 90(3), 79-91.
33.Quinn,J.B. , Anderson,P., Finkelstein,S., 1996, Managing Professional Intellect: Making the Most of the Best, Harvard Business Review, March-April
34.Riessman,C.K., 1993, Narrative analysis, Newbury Park: Sage
35.Robinson,A.G. & Stern,S., 1997, Corporate creativity: how innovation and improvement actually happen. San Francisco :Berrett-Koehler publisher
36.Ruggles,R.1998,The State of Notion:Knowledge Management in Practice. California Management Review, 40(3),spring, 80-90
37.Rumelt, R.P. 1984. Toward A Strategic Theory of the Firm. In R. Lamb(ed.) Competitive Strategic Management, Englewood Cliffs, NJ: Prentice-Hall, 556-570.
38.Schulz, M. 2001, The uncertain relevance of newness: organizational learning and knowledge flow , Academy of Management Journal, 44(4) ,pp.661-681.
39.Stenmark, D.(2003. Knowledge creation and the web: Factors indicating why some intranets succeed where others fail. Knowledge and Process Management, 10(3), 207-216.
40.Teece, D. G. Pisano and A. Shuen, 1997. Dynamic Capabilities and Strategic Management, Strategic Management Journal, 18(7), 509-533
41.Wernerfelt, B. , 1984. A Resource-Based View of the Firm, Strategic Management Journal, 5(2), 171-180