| Summary: | 博士 === 國立臺灣科技大學 === 資訊管理系 === 94 === Many knowledge management initiatives in organizations seek to improve the quality and quantity of organizational knowledge infrastructure and how employees draw on each others’ expertise, experience, advice, and opinions, through socialization, externalization, combination, and integration processes. Employees can diffuse and absorb knowledge recorded in document form, through dyadic conversations, or in-group settings. Management should recognize the essential lever for most change initiatives is the mental model of the individual organizational member. Drive initiatives that combine externalized representations of organizational mental models and organizational dialogues enhance change capabilities. Entrepreneurial leadership should reflect on organizational innovative flexibility, and that would significantly encourage individual to share their knowledge, improve organizational knowledge infrastructure, and create stakeholder value in the future.
From the result, the proportion that respondent drive KM activities exceeds 40%, with the manufacturing industry at most, the scale exceeds 700 people highest in proportion. Exploitation has already had that has developed the main tactics for knowledge. The organizational knowledge foundation is good, invested resources are high. The external knowledge source takes consultant firm and customer as the core; most improves and organizes the effect which absorb knowledge through other expert, the ways of the customer and education and training; the way to spread knowledge takes written file and training program as the core; the most frequently used file store the knowledge; the broadly-defined interdynamic way is a main mechanism of the organizational innovation knowledge to collect thinking in the department.
Different corporate cultures will influence the knowledge tactics of enterprises, research shows, low entrepreneurial leadership and high innovation flexibility, takes exploitation tactics as the core; high entrepreneurial leadership and high innovation flexibility, the higher degree what the relevant resources invested. The more apparent high entrepreneurial leadership and innovation flexibility is, the consultant firm, for the main source, spreading knowledge with the e-mail of external knowledge, way innovative knowledge agitated with the inter-department mental work; the more apparent high innovation flexibility and entrepreneurial leadership is, improve the ability to absorb knowledge with expert and advisor engaging it; the more apparent high entrepreneurial leadership and high innovation flexibility is, the higher the proportion of using the database management system is.
Correlation analysis shows that entrepreneurial leadership, knowledge is shared and organize there are front and apparent relation between the knowledge infrastructure, innovative flexibility, entrepreneurial leadership can influence member’s knowledge will and behavior that share effectively, member will and behavior that knowledge share can improve the knowledge foundation organized. Correlation analysis shows that entrepreneurial leadership, innovative flexibility front and apparent relation exist between knowledge sharing and organizational knowledge infrastructure, innovative flexibility and entrepreneurial leadership could significantly affect members’ motivation and behaviors to share knowledge and knowledge sharing could improve the organizational knowledge infrastructure. But, seen by the result of structural equation modeling analysis, entrepreneurial leadership must pass innovative flexibility produce a significant effect toward members’ motivation and behaviors to share knowledge. Therefore, within an organizational contextual, management, while encourage members in organization to share individual knowledge , must design suitable organization structure, management system and rewarding systems to meet scheme to improve the member’s motivation and behaviors to share their knowledge.
Finally, we are based on the results of this research, namely cultures, knowledge sharing, relation among knowledge management activities and knowledge infrastructure, and put forward the three feasible research direction, including corporate characteristics, job characteristic, and knowledge characteristic etc., in future.
|
|---|
