組織知識創造流程之研究--以中小企業為例
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Date
2003
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Abstract
本研究旨在探討組織知識創造流程的議題，包括組織知識創造流程、組織知識創造的促進
機制、組織知識創造的障礙及組織知識創造障礙的因應對策等共計四個部分。本研究採質
的個案研究法進行，研究設計上採多重個案整體性設計，透過深度訪談的方式進行資料的
搜集，在研究過程中，研究者訪談了五家個案公司，共計十位受訪者，訪談後將訪談內容
轉錄為逐字稿，並依Creswell（1998）的資料分析螺蜁進行資料的管理與分析，最後得到
下列結論：
1、組織知識創造流程包含六個階段，分別為（一）取得知識，（二)分享知識，（三）提
出概念，(四）概念具體化，（五）產出成果，（六）擴散知識。
2、組織知識創造的促進機制共計八項，分別為（一）建立有利於組織知識創造的組織文化
，（二）尋找與組織文化特質相符的員工，（三）運用經營手法以提升組織的核心能力，
（四）鼓勵創意，（五）將知識創造列為績效考核項目，（六）提供具體的獎勵措施，（
七）推動標準化流程，（八）建置舒適的環境。
3、組織知識創造的障礙共計八項，分別為（一）各部門受限於既定計畫無法配合研發時程
，（二）研發時程不易掌握且無法縮短，（三）所需人員招募不易，（四）技術層級的突
破有困難，（五）研發過程中會不斷出現新的問題，（六）同業模仿而導致削價競爭，（
七）資料隨員工離職而流失，（八）跨部門溝通協調有困難。
4、組織知識創造障礙的因應對策共計九項，分別為（一）由主管協調各單位時程的安排，
（二）進行時程規劃並確實掌握每個檢核點，（三）提供發揮的舞台以吸引有經驗的人才
，（四）善用各項外部資源以從事新技術的開發，（五）讓研發人員在特定的範圍內發揮
創意，（六）事先釐清問題並試著解決，若無法解決則停止開發，（七）拉大技術的領先
差距，（八）傳承並應用累積的經驗，（九）促進各單位之間的溝通協調。
The main purposes of this study were to explore the issue of organizational knowledge creation process, including the process of organizational knowledge creation, the mechanism of promoting organizational knowledge creation, the barriers of organizational knowledge creation, and solutions to the barriers of organizational knowledge creation. The method employed by this research was multiple case study of qualitative research. The data was collected by in- depth interviews. In the process of the research, the author interviewed with 10 co-researchers in the 5 corporations. After the interviews, the author coded the tapes into word processor format files. Then, according to data analysis spiral (Creswell, 1998), we can get the findings of the study as follows: 1.There are six steps in the process of organizational knowledge creation. The six steps are listed as follows: (1) acquiring knowledge, (2) sharing knowledge, (3) proposing concepts, (4) specifying concepts, (5) producing achievements, and (6) spreading knowledge. 2.There are eight mechanisms of promoting organizational knowledge creation. They are listed as follows: (1) establishing organizational culture beneficial for organizational knowledge creation, (2) looking for the employees fit for organizational culture, (3) promoting the core ability of organization with management, (4) encouraging creativity, (5) including knowledge creation into performance- evaluation items, (6) providing specific rewards, (7) carrying out standardization process, and (8) establishing comfortable environment. 3.There are eight barriers of organizational knowledge creation. They are listed as follows: (1) It’s hard to comply with research schedule for departments because of the already decided plans respectively, (2) the research procedures are difficult to control and can’t be shortened, (3) the recruitment is difficult to carry out, (4) to make a breakthrough of technical level is difficult, (5) new problems will occur constantly through research process, (6) the price war because of imitations in the same business, (7) data loss because of the employee resignations, and (8) difficulties of cross- department coordination. 4.There are eight solutions of organizational knowledge creation. They are listed as follows: (1) the schedule arrangement for departments coordinated by managers, (2) schedule planning and controlling each check-point exactly, (3) providing platform to attract experienced persons, (4) developing new techniques with outside resources, (5) let researchers show their creativities in specific range, (6) formulating and trying to solve problems in advance and stop developing if problems can’t be solved, (7) increasing the technical leading gap, (8) transferring and applying the accumulating experiences, (9) enhancing the coordination between departments.
The main purposes of this study were to explore the issue of organizational knowledge creation process, including the process of organizational knowledge creation, the mechanism of promoting organizational knowledge creation, the barriers of organizational knowledge creation, and solutions to the barriers of organizational knowledge creation. The method employed by this research was multiple case study of qualitative research. The data was collected by in- depth interviews. In the process of the research, the author interviewed with 10 co-researchers in the 5 corporations. After the interviews, the author coded the tapes into word processor format files. Then, according to data analysis spiral (Creswell, 1998), we can get the findings of the study as follows: 1.There are six steps in the process of organizational knowledge creation. The six steps are listed as follows: (1) acquiring knowledge, (2) sharing knowledge, (3) proposing concepts, (4) specifying concepts, (5) producing achievements, and (6) spreading knowledge. 2.There are eight mechanisms of promoting organizational knowledge creation. They are listed as follows: (1) establishing organizational culture beneficial for organizational knowledge creation, (2) looking for the employees fit for organizational culture, (3) promoting the core ability of organization with management, (4) encouraging creativity, (5) including knowledge creation into performance- evaluation items, (6) providing specific rewards, (7) carrying out standardization process, and (8) establishing comfortable environment. 3.There are eight barriers of organizational knowledge creation. They are listed as follows: (1) It’s hard to comply with research schedule for departments because of the already decided plans respectively, (2) the research procedures are difficult to control and can’t be shortened, (3) the recruitment is difficult to carry out, (4) to make a breakthrough of technical level is difficult, (5) new problems will occur constantly through research process, (6) the price war because of imitations in the same business, (7) data loss because of the employee resignations, and (8) difficulties of cross- department coordination. 4.There are eight solutions of organizational knowledge creation. They are listed as follows: (1) the schedule arrangement for departments coordinated by managers, (2) schedule planning and controlling each check-point exactly, (3) providing platform to attract experienced persons, (4) developing new techniques with outside resources, (5) let researchers show their creativities in specific range, (6) formulating and trying to solve problems in advance and stop developing if problems can’t be solved, (7) increasing the technical leading gap, (8) transferring and applying the accumulating experiences, (9) enhancing the coordination between departments.
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Keywords
組織知識, 知識創造, 組知識創造流程, 組織知識創造促進機制, 組織知識創造障礙, organizational knowledge, knowledge creation, the process of organizational knowledge creation, the mechanism of promoting organizational knowledge creation, the barriers of organizational knowledge creation, the solutions to the barriers of organizational knowledge creation