| 摘要: | 世界500大企業中，60%以上的成功個案都包含了善用公司的有形與無形資產、智慧資本，做有效的知識管理；並藉由知識的整合、保存與共享，達到提高競爭力和創造性。相較於歐美國家的文化與經濟發展模式，台灣在過去數十年以傳統產業為主的中、小型企業經濟發展模式是存在些許的差異；因為這些特性差異，他們在知識管理架構的建立、改變與實施上，特別是關於維繫企業生存延續的部分有迫切的需求。
本研究以台灣化學材料業界的C公司之研發部門為例，以知識管理角度探討C公司的研發部門如何在依循現有管理系統架構下推動及導入知識管理系統，以及在特定產品上所達之成效表現；當然，也包含推動執行與過程中所遭遇的問題與挑戰。這個研究發現，在高階管理者的信念與支持下，透過組織變革以及現行實施之ISO品質管理系統導入知識管理系統的方法，依據內、外部知識轉化以及類似PDCA（Plan-Do-Check-Act的簡稱）之循環管理精神，對於中小型製造業研發部門發展實質的知識管理系統，確實可順利融入現有管理系統流程，並產生一定效益。當然，個案公司也仍然存在不同部門間訊息傳遞誤失、溝通不良等部份來自於傳統垂直分工架構所致的「組織慣性」問題，以及員工個人本位主義等不利於知識管理的因素，而此部分也將會成為後續的人力資源管理專業的課題。希望本研究成果可以為諸多相同處境的中小型企業提供參考，並達成提升企業競爭力、永續經營的目標。;Among the world’s top 500 companies, more than 60% of them have been successful in knowledge management by fully utilizing tangible and intangible assets and intellectual capitals. Through the integration, preservation and sharing of knowledge, those companies improve their competitiveness and creativity. Over the past few decades, Taiwan has an economic development model dominated by small and medium-sized enterprises (SMEs) in the traditional industries. The model, compared with those in Europe and America, has certain differences. Because of these differences, these SMEs in Taiwan have an urgent need for the establishment, modification, and implementation of a knowledge management framework, especially for leading to the sustainability of the enterprises.
This study found that, under senior management’s beliefs and support, introducing a knowledge management system consistent with existing ISO quality management system can produce beneficial effects. However, to make the system effective, organizational change is required, with the implementation following a cycle similar to the framework of PDCA (plan-do-check-act or plan-do-check-adjust). The case study shows that implementing the knowledge management system in the R&D department of the case company can be integrated into existing management system processes and bring about certain benefits in product innovation. The case company still faces some organizational and management factors that hinder the full effectiveness of knowledge management, e.g., the problem of employee individualism and the miscommunications or poor communication between different departments resulted from the organizational inertia in an old, traditional hierarchical organization. These issues can be further explored in future study possibly from the perspective of human resources management. It is hoped that the results of this study can serve as a reference for many small and medium-sized enterprises in the similar situation to achieve greater competitiveness and business sustainability through better knowledge management. |
