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Managing the Effects of Knowledge Management Strategies, Enablers, and Assets on TSMC’s Creation Process and Performance
Yen Hsi, Liu
Knowledge Management Strategies
Knowledge Creation Process
On the knowledge-based economy, more and more companies increase their flexibility and adaptability in a rapidly changing business environment by focusing on the efficiency of knowledge management activities. Therefore, this study proposes the SEAP model which developed by Shih and Liu to investigate Knowledge Management Strategies, Knowledge Assets, and Knowledge Enablers that are relevant to Knowledge Creation Process and assesses the performance in Taiwan Semiconductor Manufacturing Company (TSMC). The Structural Equation Modeling (SEM) model was adopted by using Partial Least Squares (PLS) and multiple regressions through backward elimination methods, the 147 of valid responses were collected from manufacturing engineers working over one year both in headquarter of Hsinchu and Centeral Taiwan Science Park. Generally, there are three findings as followed: first, Knowledge Management Strategies have significant effects on Knowledge Assets and Knowledge Creation Process. Second, Knowledge Management Strategies have strongly effects on Knowledge Creation Process and Performance. Thirdly, Knowledge Management Strategies have significant impacts on Knowledge Enablers. However, Knowledge Enablers have no effects on Knowledge Creation Process exception for the result in Centeral Taiwan Science Park that emphasizing on IT support. In general, this study proves that Knowledge Assets play the imperative roles to facilitate Knowledge Creation Process and Performance.
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