知识管理是21世纪的管理趋势44475.pptx

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1、Knowledge Management Research:A Personal ExperienceT.P.LiangNational Sun Yat-sen UniversityNovember 7,2006Importance of KM ResearchnThe importance of knowledge in businessnManaging knowledge is a difficult and continuing processnA challenging question:How can knowledge be managed properly to improve

2、 firm performance?知識管理是21世紀的管理趨勢資料、資訊、知識、智慧關係內隱知識與外顯知識的比較項 目內隱知識外顯知識特 點1.難以書面化表達2.難以系統化3.持續性強，不易被人改變4.例如：經驗、秘訣、信念、感覺、習慣1.可量化或書面化2.較系統化3.固定的資訊，其運用視人而異4.例如：業務手冊、企劃案、作業指導規範、物理定律儲存方式人的心智資料庫、電腦、文件分享方式由於難以表達，故分享困難度視個人表達能力而定，通常只能意會，並透過師徒制來學習可透過視覺、聲音或動作來呈現、或透過書籍、影片等來傳遞不同的知識特性個人組織內隱藝術IC 設計外顯(SOP)大學生產製造知識、智慧資

3、本與企業價值企業價值企業價值員工的觀念型知識員工的經驗型知識內含於組織文化的知識內含於組織文化的知識可編碼的知識人力資本顧客資本組織資本有形資產無形資產財務性資產知識分類知識分類企業潛力企業潛力內隱知識外顯知識個人知識與組織知識的轉換個人知識透過分享後，轉變為組織的知識組織的知識或經驗供個人學習、吸收後，強化個人知識個人知識創意經驗人脈組織知識作業程序 Know-How 工作手冊 合作方式Nonaka的知識成長模式內隱知識外顯知識內隱知識 社會化外部化外顯知識 內部化組 合知識管理的基本工具n創造n分類/儲存n索引/檢索n過濾/篩選n導覽n使用分析n知識推薦Research in Knowle

4、dge ManagementnConceptualnKnowledge management cyclesnFramework of knowledge managementnTechnicalnKMS developmentnKnowledge recommendationnManagerialnKnowledge management implementationnKM and performanceMajor constructs of KMnNature of knowledgenOrganizational environmentnNature of organizationnKno

5、wledge management activities and processes(cycles)nKM platform:infrastructure and KMSnNature of users and intermediariesnEffect of KM on organizationsSample StudiesnEffect of Knowledge Diversity on Firm PerformancenCapability and Task Technology Fit on Individual PerformancenPersonalization and Cust

6、omer-Centric SystemsEffect of Knowledge Diversity on Firm PerformanceResearch ProblemnShould an industry focus on a few key categories of knowledge or a broad coverage of all knowledge in order to be competitive?nDoes the adoption of IT have any relationship with the value of knowledge and firm perf

7、ormance?Ecological model in OrganizationnHannon and Freeman(1989)proposed the ecological view of organization that seeks to understand how social conditions affect the rates in which new organizations and new organizational forms arises,the rates at which organizations change forms,and the rates at

8、which organizations die out.何謂生態學？n生態學（Ecology）是研究生物與其周圍環境相互關係的科學。亦即，生態學是研究在某一特定範圍內，生物與生物之間、生物與環境之間相互影響關係的科學。n生態學亦可以被視為是一種巨觀的生物學n生態學以不同層次的角度觀察生物，包含：n個體（Organism）n物種（Species）n族群（Population）n群落（Community）n生態系統（Ecosystem）生態學的DICE模式n基於生態學理論的歸納，生物族群在生態系統內的關係，主要可以分成分佈、互動、競爭、演化四個階段，並形成一個循環，命名為DICE模式。分佈（Dis

9、tribution）n在研究的本質上，生態學探討、描述生物體之間及生物體與環境之間的相互關係。如何去描繪目前生態系統的狀況便是生態研究 的基礎。n生物分佈狀況或空間塑模（Spatial Modeling）：n以數學方法對生態系統進行描述，包含對於各個生物族群數量的計數、地理區域的分佈狀況。n生態研究的第一步工作。分佈構面的子構面n族群的強度n族群強度在衡量不同族群之間的相對強度，藉以分析族群間的強弱關係並可定義它們之間的行為關係。一般而言，族群的強度可以利用族群的種類、族群內生物體的個數、分佈區域、及在食物鏈上的關係等構面來衡量，可用來描繪群落內族群的分佈輪廓。n物種的多樣性n衡量群落內物種的

10、豐富程度，生態系統的一個重要觀察指標。n多樣性與穩定性關係法則（Diversity-stability principle）A Knowledge EcologynBasic species in a knowledge ecology is different types of knowledge that belong to the organization.nThe goal of KM is to build a mechanism by which a healthy balance of knowledge can be maintained for achieving super

11、ior performance.Diversity vs.StabilitynIn ecological rules,the diversity-stability relationship is a major principal,which says an ecology is more stable if it maintains a certain level of diversity.nSimilarly,we would like to examine whether the same rule holds in a knowledge ecology,ie,organizatio

12、ns with more diversified knowledge are more stable in performance.Research FrameworkHypotheses(1)nH1:Relationship Between IT and Knowledge EcologynH11:Higher IT capabilities support higher knowledge ecologynH12:Higher IT capabilities support higher knowledge diversityHypotheses(2)nRelationship betwe

13、en Knowledge diversity and firm performancenH21:Higher knowledge intensity results in higher average performancenH22:Higher knowledge intensity results in lower performance variationsHypotheses(3)nRelationship between knowledge diversity and firm performancenHigher knowledge diversity results in low

14、er average performancenHigher knowledge diversity results in lower performance variationsCriteria for Choosing IndustriesnFour industries were chosen based on their knowledge intensity and environmental uncertainty.nKnowledge intensity is measured as the ratio of product price by the tangible costs(

15、including material costs and depreciation of fixed assets).nEnvironmental uncertainty is measured by the changes in technology(measured by the number and importance of patents)and product lifecycle.The Chosen IndustriesEnv.UncertaintyKnowledge IntensityLowHighHighBanking IC DesignLowSteelSemi-conduc

16、tor FoundryTwelve Knowledge TypesnTwenty companies were chosen(five in each category)for study.nValue chain activities are used to differentiate 12 categories of knowledge,such as raw material acquisition,product manufacturing,distribution,marketing,customer services,strategic planning,general manag

17、ement,financial management,quality management,human resource management,R&D,and IS management.Data CollectionnA group of experts was invited to fill out the questionnaire for assessing the relative importance of a particular knowledge in an industry and the relative strength of the twelve types of k

18、nowledge among the companiesnA total of 58 responses were collected,among which 17 for semiconductor,16 for IC Design,15 for banks,and 10 for steel.Data measurementnIT capabilities:mean score on the IT capability question from expertsnKnowledge intensity:mean score of the other 11 types of knowledge

19、nKnowledge diversity:using the entropy to measure itnFirm performance:Earnings per share in the past five years(means and variance)Relative Importances K.TypeIC DesignSemiconductorBankSteelMeanRankMeanRankMeanRankMeanRankR&D6.6916.7116.2716.401Acquisition6.5625.41105.7355.909Strategy6.5036.0645.6075

20、.8011Production6.4446.3526.1326.203Marketing6.1955.4785.8035.8012Quality mgt6.1965.8855.2096.302Distribution5.9474.71124.87116.204IT appl.5.6985.8265.5385.8010Service5.6986.1835.8046.007General mgt5.63105.6575.6766.106HRM5.63104.82114.53126.008Finance5.44125.4195.20106.205Data ReliabilityICdesignSem

21、iconductorfoundryBankingSteelRawmaterialacquisition0.89770.86080.72740.7401Production0.71800.76860.79210.8023Distribution0.79010.94890.74070.9265Marketing0.66000.83570.70960.8247Customerservices0.80080.74460.10270.7342Strategicplanning0.67040.63900.83880.8106Generalmgmt0.78660.86250.84150.7020Financ

22、emgmt0.50800.78690.87110.7803Qualitymgmt0.79610.58220.92490.8780Humanresourcesmgmt0.77500.73340.91200.8691R&D0.77090.84710.80130.6753ITapplications0.93920.76170.91300.8231Allconstructs0.95760.94590.95080.9627Results from Path AnalysisIndustrial DifferencesHypothesesIndustryH11H12H21H22H31H32ICDesign

23、0.675*0.326*0.630*0.565*ns-0.25*Semiconductor0.718*0.375*0.732*ns-0.375*-0.195Banking0.621*0.436*nsns-0.283*-0.272Steel0.724*0.364*0.502*-0.351*-0.429*nsEffect of Knowledge BreadthnWe choose different number of knowledge types and see how knowledge breadth would affect the hypothesesnStepwise analys

24、is that removed one knowledge category ranked the least important by experts at a time,and repeated the path analysis for 9 times.Models with Different Knowledge SpreadHypothesesKnowledgeH11H12H21H22H31H32Top100.740*0.414*0.619*0.502*-0.204*-0.127*Top90.719*0.387*0.617*0.505*-0.195*-0.137*Top80.743*

25、0.422*0.603*0.499*-0.192*-0.155*Top70.700*0.365*0.602*0.514*-0.183*-0.170*Top60.711*0.368*0.635*0.511*-0.196*-0.157*Top50.699*0.338*0.636*0.510*-0.163*-0.145*Top40.697*0.339*0.608*0.477*-0.162*-0.142*Top30.705*0.322*0.535*0.433*nsnsTop20.669*0.184*0.491*0.392*ns-0.154*Effects of Knowledge Breadth by

26、 IndustryHypothesesKnowledgecategoryICdesignSemiconductorBankingSteelTop11-0.502*Top100.594*0.535*ns0.496*Top90.599*0.543*ns0.510*Top80.587*0.573*ns0.503*Top70.612*0.571*ns0.505*Top60.612*0.600*ns0.539*Top50.620*0.601*ns0.565*Top40.550*0.604*ns0.587*Top30.541*0.659*ns0.540*Top20.412*0.627*nsnsH21:kn

27、owledge intensity on performanceMajor ObservationsnIT affects the intensity and diversity of organizational knowledgenHigher knowledge intensity improves the average firm performance but reduces the stability(increases variance)nHigher knowledge diversity reduces firm performance,but increases performance stability