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題 名 | A Critical review of Knowledge Chain Management and Application of Knowledge: the Creation, Distribution, Transfer and Application of Knowledge in SMEs of Taiwan=一個評論性的探討之知識鏈管理及知識光譜之應用:知識的創造、散播、轉移及應用在臺灣中小企業 |
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作 者 | 陳德富; | 書刊名 | 中華管理評論 |
卷 期 | 5:1 2002.01[民91.01] |
頁 次 | 頁51-71 |
分類號 | 494 |
關鍵詞 | 知識管理; 知識鏈; 中小企業; 核心能力; 知識管理光譜; KM; Knowledge chain; SMEs; Core-competencies; Knowledge management spectrum; |
語 文 | 英文(English) |
中文摘要 | 本研究論述一個領域,即較少或無關注在這些完成的深入台灣中心企業知識管理研究之中,在第一部份研究中將發展一個觀念性的模型架構,此模型可使用來分析企業中最重要之知識管理流程。 我們的模型是使用來分析從知識之創造到它的應用,一些知識的進展經由四個主要的階段:創造、分布(傳播)、轉移及應用。在知識集中的產業,如台灣的高科技產業,以他們用來管理知識鏈的級數前進的觀點系統,難以置信的變化存在橫跨公司之間。 本研究之第二部份,一個新的架構為了思考關於知識創造及應用建議及知識管理光譜的根據經由槍驗文獻理論引證到實務呈現。第二個目標是提供一個知識應用及科技之清單,他們可用來評估一個組織的當前的知識相關活動的標準及接著計劃及溝通未來在中心企業之知識管理的投資。 真正的知識管理的任務是去連接人與人之間,使他們能分享專門技術及他們所有的緊要瞬間知識,給予那問鑿優勢知識是永遠改變的,只有經由改變組織文化,一個組織才能逐漸的改變人、科技及經營技巧之間的互動型態,因為一個組織的核心能力是盤據深入組織的實務中。知識管理是一個廣泛綜合的知識創造、確認、呈現、分布、轉移及應用之流程,這些階段的協調是緊要的,因為任何以一個以上階段之短的循環流通可能導致更少的知識管理的最適結果產出。 |
英文摘要 | This study deals with a field, which gets little or no attention in the research done into knowledge management: in small and medium-sized companies in Taiwan. In the first part of the study a conceptual model will be developed. This model can be used to analyze the most important knowledge management processes in corporation. Our model is used to analyze from knowledge creation to its application, a quantum ofknowledge progresses through four primary stages: creation, distribution (diffusion), transfer andapplication. In a knowledge-intensive industry, such as the high-tech industry in Taiwan, incredible variation exists across firms in terms of the systems they have in place to manage the progression of knowledge along this chain In the second part of the study, a new framework for thinking about knowledge creation and application is proposed and evidence of knowledge management spectrum is presented through an examination of literature theory citations to practice. The second aim was to provide a checklist of KM applications and technologies, which can be used to assess an organization's current level of KM-related activity and then plan and communicate future KM investments in SMEs. The real task of knowledge management is to connect people to people to enable them to sharewhat expertise and knowledge they have at the moment, given that cutting edge knowledge is alwayschanging. Only by changing organizational culture, can an organization gradually change the pattern of interaction betweenpeople, technologies, and techniques, because the core-competencies of an organization are entrenched deep into organizational practice. Knowledge management is a comprehensive process of knowledgecreation, validation, presentation, distribution, transfer and application. The coordination of these phases is critical, because short-circuiting any of the above phases may result in less than optimum outcome of the knowledge management. |
本系統中英文摘要資訊取自各篇刊載內容。