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頁籤選單縮合
題名 | 專業型組織之知識管理策略、組織能力與競爭優勢之實證研究--知識基礎觀點=The Empirical Study on the KM Strategies, Organizational Capabilities and Competitive Advantage for Professional Organizations in Taiwan--The Knowledge-Based View |
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作者 | 鍾以勇; | 書刊名 | 管理與系統 |
卷期 | 10:4 2003.10[民92.10] |
頁次 | 頁541-577 |
分類號 | 494 |
關鍵詞 | 知識管理; 組織學習; 組織能力; 競爭優勢; 知識基礎觀點; Knowledge management; KM; Organizational learning; Organizational capabilities; Competitive advantage; Knowledge-based view; KBV; |
語文 | 中文(Chinese) |
中文摘要 | 知識經濟時代面對特級競爭環境的企業組織,首要之務便是建立並執行適當的知識管理策略,以便藉由彈性與創新來提高知識的生產力,進而獲得競爭優勢。本研究旨在探討醫院這種專業型組織:(1)知識管理對經營績效的影響關係,(2)是否存在著不同的知識管理策略型態,(3)不同的知識管理策略型態之間的經營績效是否有差異,(4)卓越的知識管理策略型態是否具有競爭優勢及其競爭優勢來源為何,(5)知識管理活動、組織能力及經營績效三者間的影響關係,(6)知識管理策略型態在組織能力與競爭優勢之間的影響關係。研究結果發現:(1)臺灣醫院產業的組織知識管理對於經營績效具有正向影響關係,(2)醫院產業中存在著四個不同的知識管理策略型態,(3)不同的知識管理策略型態之經營績效顯著不同,(4)而卓越的知識管理策略型態不僅在各個策略變數上具有極佳的積極性與均衡性,同時也具有競爭優勢,(5)卓越的知識管理策略之競爭優勢的來源為組織的「內部學習」、「外部學習」、「漸進學習」以及「學習速度」,(6)醫院的組織能力是知識管理活動與經營績效間的中介變項,知識管理是透過其對組織能力的增強來提升經營績效,(7)醫院組織欲獲得競爭優勢,其組織能力必須有適當的知識管理策略來支持。 |
英文摘要 | In the era of knowledge economy, the business organizations facing the hypercompetitive environment may acquire competitive advantage only through formulating and implementing adequate knowledge management strategies. Accordingly, the primary purposes of this empirical study are: (1) to explore the effects of the impact of KM on organizational performance, (2) to identify the existence of KM strategy types, (3) to discriminate the differences of performances among different KM strategy types, (4) to verify the existence of competitive advantage for the excellent KM strategy type and the sources of this competitive advantage, (5) to explore the relationships among KM, organizational capabilities and performance, (6) to find the impacts of KM strategy types on the relationship between organizational capabilities and competitive advantage, of the healthcare industry in Taiwan. The results indicate that: (1) the effects of KM on organizational performance is positive, (2) there exists 4 KM strategy types, (3) significant performance differences are found among these KM strategy types, (4) the excellent KM strategy possesses competitive advantage, (5) the sources of competitive advantage of this excellent KM strategy include “internal learning”, “external learning”, “incremental learning” and “learning speed”, (6) reinforced by KM, organizational capabilities can lead to positive effect on performance. That is, the role of organizational capabilities is an intervening variable, (7) hospital organizations may acquire competitive advantage only if their organizational capabilities are supported by adequate KM strategy type. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。