學位論文
Permanent URI for this collectionhttp://rportal.lib.ntnu.edu.tw/handle/20.500.12235/73861
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Item The Knowledge Integrated Management Model: A Case Study of International Cooperation and Development Fund(2011) Peter Jean PaulThis paper has five research objectives. Firstly, to measure the effect of Knowledge Management (KM) Strategies on KM Enablers; secondly, measure the effect of KM Enablers on the Knowledge Creation Process (KCP); thirdly, to measure the effect of KCP on the three aspects of Organizational Performance; fourthly, to determine if the degree of T-shaped skills affects Organizational Performance in TaiwanICDF; finally, to determine if there is a significant difference in the three aspects of Organizational Performance due to the four KM Styles formed from KM Strategies. A Quantitative Research design was used. 130 questionnaires were handed out, and 128 valid responses were received. The findings indicate that KM Strategies do have a significant effect on KM enablers, which in turn does have a significant effect on the KCP. KCP also has a significant effect on Innovation, Financial Performance and Customer Satisfaction in TaiwanICDF. The degree of T-shaped skills, as well as the KM Styles adopted, do have significant effects on Organizational Performance. Since this is a Case Study, results may not be generalized to all Non-Profit organizations (NPO’s). This paper shows that it is important that TaiwanICDF pay close attention to the KM Strategies and Enablers that they are using, as this can affect the KCP and indirectly affect the organization’s performance. Also, the degree of T-shaped skills present in the organization can impact all three aspects of the organization’s performance. Using a modified KM Model, this paper attempts to make NPO’s aware of the importance of KM variables to Organizational Performance.Item 人力資源效性和工作滿意度對於組織績效的影響之探討(2009) 林明毅; Marcus LinAs the global corporate environment intensifies and complicates, the survival of business relies on how critical the competencies and competitive advantages a company possesses. Since most companies tend to have similar infrastructures, equipment and technologies, which leaves only one factor vital to determining the success or failure of a company, human resources. Modern HRM should be constantly monitored and measured for its impacts on the people and the organization because it can serve as a driver in increasing the value of intellectual capital and helping enterprises boost organizational performance. Peter Drucker, perhaps the top management philosopher of our time, spoke of about the issue of measurement in several of his writings and emphasized how vital it was to measure HR effectiveness as measurement is the weakest area in management today (Fitz-enz, 1995). Job satisfaction, on the other hand, as Robbins (1998) pointed out, is important to the employees and the company because it can serve as an indicator that helps to identify problems from the aspects such as communications, working conditions and interactions, etc. And by dealing with the problems once they arise, it can improve the level of job satisfaction of the employees and therefore contribute the positive effects to the outcome of the company. This research study investigates the influence of HR effectiveness and job satisfaction on organizational performance and the results show that (1) HR effectiveness has significantly positive influence on organizational performance; (2) job satisfaction has partially significant positive influence on organizational performance; (3) HR effectiveness has significantly positive influence on job satisfaction.Item