| Summary: | 碩士 === 元智大學 === 資訊管理學系 === 90 === Knowledge management has already become the resource that enables industries to compete with others. However, the implementation and establishment of knowledge management systems are concerned with the change of organization’s culture, employee''s attitude & willingness, and modification & adjustment on companies’ strategies, related operation systems and procedures. As a result, it''s more acceptable & recognizable by industries to establish knowledge management systems based on office routine activities. Such essential factors like "problem-improving willingness", "organization’s culture", "incentive system", and " standardization procedure" caused by Kaizen-Suggestion Systems inside industries are the necessary fundamentals for themselves to develop Kaizen-Suggestion Systems in real. The purpose of this research is to start under basis of Employee Kaizen-Suggestion Systems, discussing and analyzing commonalities, correlations and differences between Kaizen-Suggestion Systems and Knowledge Creation, then providing suggestions to industries on how to make the most use of this system under architectures of current Kaizen-Suggestion Systems. By promoting organization knowledge creation with matching up the above and constructive conditions, procedures and methods, industries can establish architectures of Knowledge Management Systems and therefore increase their competitiveness gradually.
This research involves three companies in analyzing how Kaizen-Suggestion Systems influence knowledge creation on the following 6 items: Strategy Implementation, Organization Architecture, Staff Roles, Value Measurement, Incentive System, Standardization, then induces 19 main factors that affect knowledge creation. Based under the above 6 items and 19 factors, this research concludes 9 unified proposals which enable industries to promote organization knowledge creation by making some slight adjustments on their current Kaizen-Suggestion Systems.
This research generalizes and coordinates the above suggestions to provide industries an integrated model on how to implement Kaizen-Suggestion System and Knowledge Creation. Not only this model is able to maintain the function of current Kaizen-Suggestion Systems, but also related operations and systems can be adjusted under such basis. This enables Kaizen-Suggestion Systems to be applied to organization’s knowledge creation activities, elevating industries’competitiveness.
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