臺灣博碩士論文加值系統

在邁入到資訊經濟的時代，現今的企業經營成功與否，已不再像過往一樣高比例地仰仗土地與資金，知識資產的開發、保存、與策略性應用往往才是企業競爭資源的重要基石。現今的員工也非以往以出賣勞力為主，在專業分工的知識型企業環境中，『知識工作者』的觀念應運而生。在這樣的單一觀點下，我們不得不對現今多變的企業環境的組織記憶管理賦予新的思維。並擺脫過去所謂組織記憶管理乃是資料儲存的保守看法，所謂『組織記憶』即是一個築基於底層資料資源管理上所衍生的一個企業集體智慧的統合性概觀，亦為企業持續性核心競爭能耐的重要來源，所以除了儲存面的保守意義外，也從應用面與策略面來看待當今組織記憶管理的新價值觀。
隨著十倍速時代的來臨，企業面臨著比以往更複雜、多變的競爭環境，企業為求永續發展，透過組織集體的學習，不斷求新求變，蛻變為一個『學習型組織』成為其追求的目標。然在21世紀所謂知識經濟的時代，知識的累積傳承、創新應用已成為現代企業生存發展的關鍵。『學習型組織』的具體意義在於是否能對組織內部的知識資產有否適切的管理與應用。不論是知識管理專案的執行，或是組織學習精神的鼓吹，其本質也是一變革，其衝擊是全面化，組織情境的因素，直指人心，有其不可忽視的變動力和干擾作用。在組織情境中，『組織文化』是一群人共同的價值信念，代表的是整個群體的促動力量，『管理風格』代表的是企業中一個最重要人物的個人意志主導。對於組織記憶管理和組織學習的成效，或為建設性，或具破壞力，影響深遠！
本研究採用問卷調查法，對象為台灣地區中大型企業之資訊人員，透過集群分析對受測對象公司其組織記憶管理機制和組織情境特色之不同有所分類，並由多變量變異數分析驗證各變項彼此的關係。本研究欲探索在組織情境兩變素影響下，現代企業知識資產的管理觀點--組織記憶管理機制與組織學習之關聯性，並賦予『學習型組織』不同以往的具體實踐意涵！

As the coming of information economics era , nowadays , the success in enterprise operation or not won’t greatly depend on land and capital any more. The development , preservation and strategic application of knowledge assets are the important foundation of the enterprise competition. Besides, the employees won’t earn money by labor purely. Instead, in the enterprise environment of knowledge specialization and division of labor, the concept of“knowledge workers”comes. Based on this above single concept, we cannot help giving new thoughts to the organizatioal memory management of the variable enterprise environment. Meanwhile, to break away from what we called the organizational memory management that is the conservative view to store data and information. A so-called “organizational memory” bases on the data sources infrastructure management, and results in the upper extension for enterprise collective wisdom. It is also the major energy that the enterprise can continue developing the competitive power. To sum up, besides the preservative meaning of storage, we should look upon the new value view on the present organizational memory management from application and tactics, too.
In the high-speed times, the enterprises face the more complex and variable competitive environment than before. For the development forever, they make progress continuously. through organizational learning. However, in the 21 century i.e. what we called the knowledge and economy times, both accumulation and application of knowledge have become the key factor to subsistence and development for modern enterprises. The meaning of a learning organization is whether the knowledge assets of interior organization can be appropriately managed and applied or not. No matter to execute any project of knowledge management or to promote the execution of organizational learning, the nature itself is reformation, too. Its lash is wide spread. Moreover, we should not ignore the influence of organizational context. There are the important power and interference in that. Of the organizational context , “organizational culture”is the shared brief which represents the promotion of group. In the other hand, management style or leadership of CEO represents the personal will leading of the most important person in an enterprise. The management of the organizational memory and the effect of the organization learning may be constructive or destructive. Anyway, both they are greatly influenced.
We adopt a survey research by questionnaire The objects work in a large or medium enterprise or institute in Taiwan. By the Cluster Analysis, we classify companies of investigated objects according to the different characteristics of the organizational memory management mechanism and organizational context By the way, through the MANOVA to analyze and verify the relationship among various items. The purpose of this above research is looking for the two variable influences that are under the organizational context. The management view of the modern enterprise knowledge assets─the relationship of “organizational memory management mechanism” and the “organizational learning”. And they can give the concrete meaning of the so-called learning organization which is different than before.
As the coming of information economics era , nowadays , the success in enterprise operation or not won’t greatly depend on land and capital any more. The development , preservation and strategic application of knowledge assets are the important foundation of the enterprise competition. Besides, the employees won’t earn money by labor purely. Instead, in the enterprise environment of knowledge specialization and division of labor, the concept of“knowledge workers”comes. Based on this above single concept, we cannot help giving new thoughts to the organizatioal memory management of the variable enterprise environment. Meanwhile, to break away from what we called the organizational memory management that is the conservative view to store data and information. A so-called “organizational memory” bases on the data sources infrastructure management, and results in the upper extension for enterprise collective wisdom. It is also the major energy that the enterprise can continue developing the competitive power. To sum up, besides the preservative meaning of storage, we should look upon the new value view on the present organizational memory management from application and tactics, too.
In the high-speed times, the enterprises face the more complex and variable competitive environment than before. For the development forever, they make progress continuously. through organizational learning. However, in the 21 century i.e. what we called the knowledge and economy times, both accumulation and application of knowledge have become the key factor to subsistence and development for modern enterprises. The meaning of a learning organization is whether the knowledge assets of interior organization can be appropriately managed and applied or not. No matter to execute any project of knowledge management or to promote the execution of organizational learning, the nature itself is reformation, too. Its lash is wide spread. Moreover, we should not ignore the influence of organizational context. There are the important power and interference in that. Of the organizational context , “organizational culture”is the shared brief which represents the promotion of group. In the other hand, management style or leadership of CEO represents the personal will leading of the most important person in an enterprise. The management of the organizational memory and the effect of the organization learning may be constructive or destructive. Anyway, both they are greatly influenced.
We adopt a survey research by questionnaire The objects work in a large or medium enterprise or institute in Taiwan. By the Cluster Analysis, we classify companies of investigated objects according to the different characteristics of the organizational memory management mechanism and organizational context By the way, through the MANOVA to analyze and verify the relationship among various items. The purpose of this above research is looking for the two variable influences that are under the organizational context. The management view of the modern enterprise knowledge assets─the relationship of “organizational memory management mechanism” and the “organizational learning”. And they can give the concrete meaning of the so-called learning organization which is different than before.

目 錄
　　　　　　　　　　　　　　　　　　　　　　
中文提要--------------------------------------------------------------------i
英文提要------------------------------------------------------------------- ii
誌謝------------------------------------------------------------------------iv
目錄 -----------------------------------------------------------------------v
表目錄----------------------------------------------------------------------vi
圖目錄 --------------------------------------------------------------------ix
壹、緒論--------------------------------------------------------------------1
1.1研究背景與動機-----------------------------------------------------------1
1.2研究目的-----------------------------------------------------------------3
1.3論文結構與研究程序-------------------------------------------------------8
貳、文獻探討 --------------------------------------------------------------10
　　2.1　組織記憶管理機制------------------------------------------------- 10
　　2.1.1　組織記憶管理機制的源由------------------------------------------10
　　2.1.2　資料資源管理----------------------------------------------------14
　　2.1.3　資訊管理(組織記憶)----------------------------------------------20
　　2.1.4　知識管理--------------------------------------------------------26
　　2.1.5『儲存、應用、策略』之三層式層級架構觀----------------------------34
2.2　組織情境--------------------------------------------------------------38
2.2.1　組織文化------------------------------------------------------------38
2.1.2　管理風格------------------------------------------------------------43
2.3　組織學習--------------------------------------------------------------48
參、研究方法 ------------------------------------------------------------- 59
　　3.1　研究架構--------------------------------------------------------- 59
　　3.2　研究變項的操作性構面描述與衡量------------------------------------62
3.3研究假設----------------------------------------------------------------74
3.4資料分析方法與工具------------------------------------------------------75
3.5問卷設計與前測修改------------------------------------------------------79
3.6研究對象與資料蒐集程序--------------------------------------------------80
肆、資料分析結果 ----------------------------------------------------------82
　　4.1　問卷回收過程------------------------------------------------------82
　　4.2　樣本特性描述與分析------------------------------------------------82
4.3本研究採用之多變量分析法流程簡述------------------------------------85
4.4因素分析與信度分析--------------------------------------------------86
4.5集群分析------------------------------------------------------------93
4.6區別分析------------------------------------------------------------96
4.7各區隔群之命名------------------------------------------------------98
4.8多變量變異數分析---------------------------------------------------101
4.9單純主要效果考驗...----------------------------------------------------106
伍、結論與建議 ---------------------------------------------------------- 115
　　5.1　研究結果與討論-------------------------------------------------- 115
　　5.2　研究限制---------------------------------------------------------116
5.3預期貢獻與後續研究-------------------------------------------------117
5.4結論-------------------------------------------------------------------120
陸、參考文獻 -------------------------------------------------------------122
附錄一：多變量分析計算雜記資料--------------------------------------------132
附錄二：調查問卷--------------------------------------------------------- 143

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