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博碩士論文 etd-0121103-221725 詳細資訊
Title page for etd-0121103-221725
論文名稱
Title
台商全球化知識管理之相關研究
The Study ofMultinational Corporations’ Knowledge Management
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
126
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
2003-01-15
繳交日期
Date of Submission
2003-01-21
關鍵字
Keywords
多國籍企業、人力資源管理、跨國知識管理、知識創新策略
human resources management, knowledge innovation strategy, multinational knowledge management, multinational corporations
統計
Statistics
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The thesis/dissertation has been browsed 5687 times, has been downloaded 6138 times.
中文摘要
摘要

論文名稱:台商全球化知識管理之相關研究
院校系所:國立中山大學人力資源管理研究所
畢業時間及摘要別:九十一學年度第一學期碩士論文摘要
研究生:高子雯
指導教授:趙必孝 博士
論文提要內容:

台資企業為追求成長與生存的更大空間,不可避免地將其觸角伸向各地,蛻變而為全球多國籍經營的一員。隨著國際化拓展,其資源、知識的來源與運用,將不再侷限於國界之內,而須依循全球整合及地區回應兩大向度,做出最有效的配置。本研究利用個案研究方法,以十二家台資多國籍企業為研究對象,深入探究其國際化架構中,知識的全球整合、地方回應趨向;以及知識創新、移轉等知識管理議題的推行狀況;並對人力資源管理在知識管理所扮演的角色一併探討。透過個案公司深度訪談槁,並輔以國內外相關文獻,推導出以下命題:
命題一:當多國籍企業的產業技術成熟度越高,則資源與能力的配置會越趨向中央極權。
命題二:多國籍企業的產業技術成熟度越高,則跨國移轉的知識以外顯知識較內隱知識為多。
命題三:當多國籍企業的產業之產品生命週期較長時,其技術知識的創新策略越偏重全球整合能力。
命題四:多國籍企業對知識創新策略的地區回應需求越高時,國外子公司的價值鏈活動所佔比例越高。
命題五:多國籍企業對知識創新策略的地區回應需求越高時,當地人才的任用比例越高。
命題六:組織知識的外顯程度越高,越依賴資訊科技基礎建設來落實知識管理;組織知識的內隱程度越高,越依賴組織中隱性機制,如組織文化、以人員為中心的管理機制等等,來進行知識管理。
命題七:產業技術持續成長的企業,對知識的處理上以「互動型」交流為主,組織型態以「承諾基礎」取向為主。
命題八:企業知識管理的推行越在前期階段,人力資源管理角色所佔策略性比例越高。
命題九:企業的知識創新策略需要同時兼顧全球整合及地區回應時,人力資源的協調與控制角色之重要性越高。
Abstract
The Study of
Multinational Corporations’ Knowledge Management

ABSTRACT

In order to look for lager space of growth and subsistence, Taiwanese corporations inevitably made direct investments in foreign countries and became members of worldwide multinational corporations (MNCs). According to their international expansion, the sources and distributions of these MNCs’ resources and knowledge would not be limited by the boundaries among countries but be allocated effectively through two dimensions, Global Integration and Local Responsiveness. By twelve Taiwanese multinational corporations case study, the global integration and local responsiveness of multinational organizations’ knowledge, the implementation situation of Knowledge Management, and the role of Human Resources Management while implementing Knowledge Management were all observed and discussed in this study.
The proposition concluded by interviewing high-level managers of sample corporations are as follows:
Proposition 1: The higher industrial technique maturity of multinational corporations is, the higher centralization of the allocation of corporations’ resources and knowledge will be.
Proposition 2: If the industrial technique maturity of multinational corporations is higher, explicit knowledge will be transferred across countries more than tacit knowledge.
Proposition 3: The longer product life cycle of multinational corporations is, the more global integration ability of knowledge innovation strategy will be emphasized.
Proposition 4: The higher local responsiveness need of multinational corporations’ knowledge innovation strategy is, the higher ratio of value chain distributed in foreign subsidiaries will be.
Proposition 5: The higher local responsiveness need of multinational corporations’ knowledge innovation strategy is, the higher ratio of local employees hiring will be.
Proposition 6: The more explicit knowledge of organization has, the more information technology infrastructure will be needed to implement knowledge management. The more tacit knowledge of organization has, the more important the tacit system will be, such as organizational culture, to implement knowledge management.
Proposition 7: The corporations in technique growing industry will do knowledge processing in interactive way, and design the organization by commitment-base.
Proposition 8: The role of human resources management will be more strategic during the early stage of knowledge management implementation.
Proposition 9: If both of global integration and local responsiveness need of corporations’ knowledge innovation strategy is required, the coordination and control role of human resources management will be more important.
目次 Table of Contents
目 次
表次…………………………………………………………………………………Ⅱ
圖次…………………………………………………………………………………Ⅲ
第一章 緒論………………………………………………………………………1
第一節 研究動機………………………………………………………………1
第二節 研究目的………………………………………………………………2
第二章 文獻探討………………………………………………………………3
第一節 企業國際化……………………………………………………………3
第二節 知識管理………………………………………………………………13
第三節 人力資源管理議題……………………………………………………34
第三章 研究方法…………………………………………………………………41
第一節 研究架構………………………………………………………………41
第二節 研究變項定義…………………………………………………………42
第三節 研究對象與資料蒐集…………………………………………………45
第四節 研究限制………………………………………………………………47
第四章 個案綜合分析與命題發展………………………………………………49
第一節 多國籍企業的跨國整合………………………………………………49
第二節 知識管理的落實………………………………………………………59
第三節 知識管理與人力資源管理……………………………………………65
第五章 結論與建議……………………………………………………………71
第一節 結論……………………………………………………………………71
第二節 後續研究建議…………………………………………………………76
參考文獻……………………………………………………………………………77
附錄一 訪談問題…………………………………………………………………81
附錄二 個案公司介紹……………………………………………………………82
參考文獻 References
參考文獻
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