論文摘要
論文名稱：台商國際企業知識管理與人力資源組織角色之相關性研究 頁數：104
院校系所：國立中山大學人力資源管理研究所
畢業時間及提要別：九十學年度第二學期碩士學位論文摘要
研究生：林慧菁
指導教授：趙必孝 博士；黃良志 博士
論文內容提要：
現今全球化變局下，為了發揮綜效與提升經營效率，企業會移轉其具有核心能力及優越知識的經營實務到其他單位，特別是對多國籍企業而言，除了國外所提供的區位優勢外，本身必須要有策略性能力與當地企業相抗衡，以及運用內部優勢來獲得報酬的組織能力。在組織中，主要知識媒介即為組織中之知識工作者，一個具有知識的工作者是組織中知識的最主要來源，組織中的知識必須由「人」來執行、創造跟蓄積，如何留住組織中的知識工作者並將他們的知識整合進入組織中，就必須依賴「人力資源管理」的功能來進行，因此，一個具有良好「人力資源管理系統」的企業，便擁有未來的競爭優勢。
本研究主要針對不同產業之跨國性知識管理之實行狀況以及未來執行策略進行瞭解，從中去瞭解不同知識管理階段中，企業之作法以及人力資源所具備之功能與角色。本研究中主要選定四家具代表性之個案公司，分別來自傳統民生工業、傳統基礎工業、高科技製造業以及資訊軟體研發。經過本研究初探性之研究中，發現以下結論：透過個案公司深度訪談槁以及訪談當時之手記及心得，搭配國內外相關文獻，推導出六項命題：
命題一：企業知識類型外顯程度越高，資訊科技基礎建設越完整，企業越會採取系統化知識管理策略。知識特性內隱程度越高，企業越需要依靠組織中隱性機制，如組織文化、重視人員、人員為中心之管理機制等等，來進行知識管理。
命題二：企業核心競爭力越偏向市場開拓者，越容易採取局部漸進式知識管理策略，企業核心競爭力越偏向技術開拓者，越容易採取整合系統式知識管理策略。
命題三：全球知識創新策略需求越複雜（本土化與全球整合程度增加），則人力資源的協調與控制功能就越強。
命題四：企業人力資源管理之知識管理組織角色，隨企業所處知識管理執行階段不同，而有不同之角色定位。企業知識管理越在前期階段，人力資源管理角色所佔策略性比例越高。
命題五：企業知識管理策略系統化程度越高，人力資源管理在後勤支援角色比重越重。此外，企業企業知識管理策略個人化程度越高，人力資源管理在策略性執行之角色比重越重。
命題六：企業之知識管理策略與企業人力資本相輔相成，兩者相互為必要條件。企業知識管理策略系統化程度越高，越促進企業中人力資本效能。
並從六項命題中獲得兩項重要結論：
1. 知識管理策略之多元化，組織應慎選適合組織本身知識特性並配合競爭策略的知識管理策略，才能對組織經營績效提供正面的幫助；此外，組織應致力轉型為有機式組織，營建開放性文化以利知識流動；組織應努力構建組織中學習性文化，將學習及有效的互動內化為組織中所有成員之行為；主管應努力培養知識領導力。
2. 人力資源管理角色多元化，在招募政策上，更注重員工的潛能以及注重個人對於組織學習性文化的符合度以利於組織推行知識管理；教育訓練上，以員工為中心的發展規劃，使每位員工都能成為知識管理的貢獻者，傳遞組織對知識的價值觀於訓練課程中；規劃連結績效的獎酬制度；人力資源管理專業者，應增進自身對於知識管理的專業知識，此外，應針對自身組織之知識管理策略進行階段性任務，並瞭解自身組織中目前知識管理進行狀況，從中定位人力資源管理組織角色，再與公司知識管理策略相互配合下，才能達到最大知識管理成效。
關鍵詞：跨國知識管理、知識流動、知識管理策略、知識工作者、人力資源管理。

The relationship among the Taiwan’s multinational corporations’ knowledge management and the organization’s role of human resource management
Abstract
Today, the commercial environment face the change of globalization, according to improve the corporations’ efficiency and performance, corporations will transfer the core competences and the knowledge of operation practices inside the organization to others organization units, especially to the multinational corporations. Based on Drucker (1993) said, the knowledge workers are the most important property inside the organization. The knowledge need the appropriate persons to practice, creating and storing, so, how to keep the good person and integrate their knowledge inside the organization, that need ” human resource management system” to process. This research chose four multinational corporations which nationality is Taiwan. These four company coming from: the traditional livelihood industry; the traditional infrastructure industry; the high-tech manufacturer and information software research and development industry.
This research concludes some propositions through the interview with top managers of these sample corporations. Positions are as follows:
Proposition 1: the more explicit that the core knowledge inside organization was, the more complete that the information technology infrastructure done, the more possible that the corporation will take the system knowledge management strategy; the more tacit that the core knowledge inside organization was, the more important the tacit system was, such as, the organization culture, pay attention to the people and so on, to force the knowledge management.
Proposition 2: the more that the core competition of the enterprises tends to be the market exploration, the easier they will use the partial step-by-step knowledge management strategy. the more that the core competition of the enterprises tend to be the technology exploration, the easier they will use the integral system knowledge management strategy.
Proposition 3: the more complex that the need of global knowledge originality strategy (the localize and the global integrate level increased),the stronger that the effect of human resource management coordinate and control.
Proposition 4: the role that the knowledge management organization plays in an enterprise follows the different executive step of the knowledge management in the enterprise has its different position.
Proposition 5: the higher that the level of the enterprise knowledge management systematize ,the greater that the role of human resource management plays .besides, the higher that the level of personalizing of the enterprise knowledge management system, the greater that the roll of human resource management in strategetical execution.
Proposition 6: the strategy about knowledge management of the enterprise and the human capital of the enterprise are to complement each other.
From the six propositions, we can derive the following two important conclusion:
1. By the diversification of the knowledge management, the organization should select that can adopt to its characteristic of knowledge and compare to its competition strategy of knowledge management strategy. So that it can afford positive promotion of organization management achievements. Besides, the organization should transform to organic organization to construct the opening culture makes benefits of the knowledge flow; the organization should make his endeavor to build up the culture of edution to make learning and effective interaction to all action of the member in the organization and the manager should promote his own leadership.
2. The diversified roll of the human resource management, in the recruited policy, we pay more attention on the potential of staff and the corresponding of culture of education to make more benefits to carry out knowledge management. In the training, the develop scheme which is centered by the staff makes each member can be the knowledge contributor to pass the values toward the knowledge of the organization in the courses. Plot and connect the achievement system. The human resource professional should make progress with knowledge management science. Besides, we should progress the step task toward the strategy of knowledge management and realize the situation of the knowledge management proceeded in the organization. From inside of this, we can position the roll of human resource management organization and cooperate with the strategy of the company knowledge management to derive the hugest management result.

Keyword: multinational knowledge management; knowledge flow, knowledge management strategy, knowledge workers, human resource management

目錄
圖目錄
表目錄

第一章 緒論
第一節 研究動機
第二節 研究目的

第二章 文獻探討
第一節 知識管理
第二節 人力資源管理與知識管理的關係

第三章 研究方法
第一節 質化研究方法
第二節 研究設計
第三節 資料收集與分析
第四節 變項定義

第四章 個案公司簡介
第一節 個案公司A
第二節 個案公司B
第三節 個案公司C

第五章 命題發展
第一節 企業內部環境與知識管理策略
第二節 核心競爭力與知識管理策略
第三節 全球化知識創新模式與知識管理策略
第四節 人力資源管理之知識管理組織角色
第五節 人力資本取得與累積

第六章 結論與建議
第一節 研究結論
第二節 研究限制
第三節 後續研究建議

參考文獻
附錄

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