| Summary: | 碩士 === 國立臺北大學 === 企業管理學系 === 88 === Due to the rapid growth of internet and global information network, e-business on the internet environment has become a major goal and perspective for national information infrastructures and company-wide information system. Many large-cap electronic companies that have deep thoughts and profound perspectives have been aggressively getting involved into the building process of e-business system. (And because information industry and e-business are highly knowledge intensive industry, my research took some specific companies as examples to discuss their strategies for adapting e-business and summary their processes of knowledge transfer and pervasion. I hope my research result could be one of useful references for information industry companies that want to develop e-business, and help them to adapt themselves to e-business very quick and smooth, and improve their knowledge management practices.
This is a qualitative research, the research methodology is “case study”. By observing and interviewing companies, we can understand and analyze essentials of our problem, and of cause find the solution of the problem. I chose “Mitac”, “Acer”, and “Systeck ”as my interviewed companies. Information comes from primary and secondary data collecting. And research topics focus on strategies for adapting e-business and processes of knowledge transfer and pervasion. Finally, I compared and analyzed these three companies’ strategies and processes and provided my suggestions about this issue.
Here comes my conclusion: according to the strategic object model which PriceWaterhouseCoopers Consultant proposed, Mitac and xxx belong to “Status-Quo” enterprise, and Acer is more like “E-Innovation” enterprise, but Acer still has “Status-Quo” enterprise’s characters.
For electronic or information companies that want to adapt themselves to e-business, how relevant their businesses are to knowledge will decide their transfer mechanisms and media.
（1） The frequency of interacting between knowledge is higher for conceptual style of transfer; the degree of knowledge relevance between different organizations is higher for experienced style of transfer; the main transfer media is person.
（2） The frequency of interacting between knowledge is lower for standard style of transfer; the degree of knowledge relevance between different organizations is lower or even complementary for cooperative style of transfer; the main transfer media is systematic database.
There pervasion mechanisms – “die out style”, “enhancement style”, “complete style” – are separate by learning period and education system. But the real factors to make these three mechanism different are corporate culture and how they treat their human resource. Finally, I proposed some suggestions according to my analysis results, and pointed out limitations. I hope my research could provide other researchers for further study.
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