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博碩士論文 etd-0129110-103716 詳細資訊
Title page for etd-0129110-103716
論文名稱
Title
組織知識創新過程及影響因素之研究—以中鋼公司知識創新活動為例
The study of oragnization knowledge creation process and affecting factors—the example of china steel knowledge creation activities
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
150
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2010-01-12
繳交日期
Date of Submission
2010-01-29
關鍵字
Keywords
知識創造、個體層次創新、組織層次創新、辯證法、中鋼知識創新
knowledge creation, individual knowledge creation modal, dialectical process, organization knowledge creation, china steel knowledge creation activities
統計
Statistics
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The thesis/dissertation has been browsed 5854 times, has been downloaded 1635 times.
中文摘要
摘要
知識已逐漸取代有形資產成為組織最重要的資源,有關於知識的選擇、創造、儲存、應用在最近20年深受重視。以往知識創造的研究,大多偏向組織管理機制對於創新的影響,但對於知識是如何被創造出來的過程,卻鮮少有文獻討論到。日本學者曾針對組織如何創造知識的議題提出知識螺旋論模型,解釋組織是如何透過共同化、外化、結合、內化四種知識轉換的過程而創造知識,但對於在知識轉換的過程中,個體是如何來創造知識的過程,則未加著墨。
本研究由創新過程的訊息流動觀點,提出從個體層次到組織層次的創新過程模型,並由這個模型來探討創新的各種影響要素。我們由類比教育心理學上的認知學習理論,及引用知識螺旋論的四種組織知識轉換概念至個人層次,結合成為個體層次的知識創新模式,並認為創新是來自於個體為消除外來資訊與既有自身知識間的落差,經由同化(assimilation)及調適(accommodation)過程的辯證程序而來,當個人將新想法拋出給小組其他成員,成為其他人新的外來資訊,進行下一步的個人創新過程時,這過程即變成組織的知識轉換。組織知識創新是訊息在組織成員中不斷的流轉而來,透過個人-組織,內隱-外顯,不斷的進行知識轉化,不斷的進行辯證而逐步呈現。由此模式,我們提出了組織在從事創新活動應注意的事項,包含創新者的選擇及組織管理機制的搭配,最後,並引用資源建構機制文獻,將這些選擇出來的因素做選擇搭配,使創新活動能夠持續進行,成為組織的資源。
我們針對中鋼的知識創新活動做現場訪談,並用所開發出來的模式解釋這些個案,找出這些成功創新活動的共同因子,及這些創新的來源及其過程,並對中鋼的知識創新活動提出建言。研究顯示這些個案具備了一個成功\的創新活動所需的大部份要素,但對於讓創新活動成為單位的資源,在精神指導方面要從個人成就需求,導向企業價值觀的強調,才能讓創新活動持久而彌新。
Abstract
Abstract
Knowledge have gradually replaced the asset to become the most important resource of the organization , people are more and more concerned about how company do the knowledge selection , creation, storage and application in the recently 20 years. There are many researches to discuss about how organization manage its knowledge creation , but there are rare essays to discuss the process of knowledge creation. Nonaka had provided knowledge spiral model to explain how organization create knowledge, he predicted organization create knowledge through the SECI process –association , extermination, combination ,internalization, but he has never mentioned about the process of how individual create knowledge.
This article offer “From individual to organization knowledge creation integration modal “ which based on the viewpoint of information flow in knowledge creation process to discuss the affecting factors of knowledge creation. We analog the cognition development theory of Piaget and combined the SECI organization knowledge conversion of Nonaka to develop individual knowledge creation modal. From this modal , we predict the new thinking comes from the process which individual try to eliminate the information gap between the outside information and inside knowledge base through the dialectical process of assimilation and accommodation. When individual offer the new idea t to the other guy of the task force, it become the new outside information of the people to do the next dialectical process , and at that time the creation type will transfer from individual to organization . We consider organization knowledge creation is the information transforming process among the individuals in the group , the new knowledge is created in the dialectical process that go through antithetical concepts such as individual – organization , tacit - explicit . From this integration model, we predict the affecting factors of knowledge creation which includes the selection of creator and the fitness of organization management. Finally, we try to find the fitness factors arrangement of the knowledge creation management through the resource construction model to construct the innovation ability as organization .resource , which will let the creative activity continuous running.
We interview the china steel knowledge creation activities, and use the modal what we develop to explain these cases , we also try to find the common factors of these successful activities and to find the process and the source of innovation and give some suggestion to these activities. It shows china steel cases own the most part of factors which a successful innovation need , but if these innovation activities want to last forever to become organization resource , they need to transfer the firm’s frame of mind from individual achievement requirement to enterprise value emphasis.
目次 Table of Contents
目錄

致謝辭…………………………………………………………………………… i
中文摘要………………………………………………………………………… ii
英文摘要………………………………………………………………………… iii
內容目錄………………………………………………………………………… v
表目錄…………………………………………………………………………… vii
圖目錄……………………………………………………………………………viii

第一章: 緒論
第一節 研究背景與動機………………………………………………… 1
第二節 研究目的………………………………………………………… 3
第三節 研究流程………………………………………………………… 5
第四節 研究限制………………………………………………………… 6
第二章: 文獻探討
第一節 知識創造………………………………………………………… 7
第二節 認知發展理論…………………………………………………… 22
第三節 資源建構機制…………………………………………………… 25
第三章:研究設計
第一節 研究架構………………………………………………………… 28
第二節 研究方法………………………………………………………… 29
第三節 訪談……………………………………………………………… 32
第四節 資料分析………………………………………………………… 34
第四章: 組織知識創新模式
第一節 知識創新過程…………………………………………………… 35
第二節 知識創新過程的影響因素……………………………………… 50
第三節 建構創新能力成為組織資源…………………………………… 53
第五章: 中鋼知識創新活動個案分析
第一節 個案公司介紹…………………………………………………… 61
第二節 中鋼公司知識管理層次………………………………………… 64
第三節 品管圈個案分析………………………………………………… 68
第四節 製程改善個案分析……………………………………………… 88
第五節 知識創新能力成為組織資源的探討……………………………118
第六章: 結論與建議
第一節 組織知識創新模式………………………………………………121
第二節 中鋼知識創新活動………………………………………………127
第三節 建議………………………………………………………………130

附錄 …………………………………………………………………………… 131
參考文獻…………………………………………………………………………136
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