| Summary: | 碩士 === 國立雲林科技大學 === 企業管理系碩士班 === 90 === Since the commercial environment is constantly changing, the organizational knowledge transfer has become essential to the development of an organization. The accumulation, disperse and application of knowledge form the base of the learning ability of an organization. Under the pressure of globalization and the knowledge-based competition, many industries have tried to change their competitors into their allies so that they could share their know-how and information. Only when knowledge is shared and brainstormed, can it be enlarged or reproduced. If an organization can constantly produce its own knowledge, its competitiveness will surely be increased. Therefore, how to establish the organizational knowledge producing system through the interaction with other organizations has become an important topic for discussion and research.
This research is to construct a framework for studying the factors that would affect organizational knowledge’s transfer. This research includes the survey on 803 manufacturers, which are listed in the 1,000 Manufacturers of Taiwan 1999-2000 in the Commonwealth Magazine. To analyze and to prove the hypothesis of this research, the methods of factor analysis, regression analysis and hierarchical regression analysis have been used. And here are the consequences:
1. Organizational knowledge strategy is the direct factor which effects knowledge transfer.
2. The relationship involvement, such as the investment of specific asset, the frequency of interaction and its content, the design of work, will interfere with the relationship between organizational knowledge strategy and organizational knowledge transfer.
Suggestions made by the researcher are listed as following:
(1) On the construction of organizational knowledge strategy
The organization should make high-level knowledge and the high-level knowledge base of the organization and its employees the explicit prerequisite. All the organizational knowledge should be edited and documented to form the information system of the organization. A cross-section task force should be formed to increase the interaction of knowledge interfaces. Bedsides, the access to the organizational knowledge should be open to all so that it could be further enriched and enlarged. The organization should recruit employees with professional knowledge and train them with multi-ability so as to equip them with more professional knowledge.
(2) On the relationship involvement
After the establishment of the explicit prerequisite of high-level knowledge and the high-level knowledge base of the organization and its employees, the organization should focus on the inter-reliability and the “tie” between it and its allies. That is, the design of the work in both the organization and it allies should emphasize teamwork and cooperation. During the frequent interactions, the opinions brom both sides should be encouraged to smooth the cooperative project. In addition, the investment in specific asset will be helpful for knowledge transfer.
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