A Study on the Effects of Knowledge Transfer Between Enterprises Across the Taiwan Strait - An Example of Implementation of Enterprise Information Systems

• Main Authors: Han-Shih Wang, 王涵碩
• Other Authors: Shih-Ming Pi
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/byn694

碩士 === 中原大學 === 資訊管理研究所 === 93 === In recent years, the Hi-Tech industry of Taiwan sets up the factories in Mainland China is because of some reasons, such as low manufacture cost, plentiful human resource and large market, etc. For locality extend subsidiary in China, The parent company in Taiwan must transfer certain technical and managerial knowledge to the staff of China, in order to reach the tactics which incorporate the localization. According to the scholars’ discussion in the past, knowledge transfer procedure has been influenced by some key factors. They concluded fallowing aspects to discuss, which are the source of knowledge , recipient of knowledge , channel of knowledge transfer, and character of knowledge.Besides,the cultural difference factors ( for national culture, organizational culture and professional culture) of transnational knowledge transfer also influence the whole course of transfer. This research regards the process of implementation of enterprise information system as knowledge transfer. By case study method, it is analysed that the Taiwan trader between two sides, the parent company and subsidiary company, what important factors will influence while transferring knowledge, whether have difference with other scholar's reaserch under different environments in the past. By interviewing of the Taiwan trader enterprise staff on the two sides(Taiwanese and Chinese) in mainland, sum up the following main research conclusion and discover: 1. Concrete criterion and reward about the staff’s knowledge sharing are main force to encourage them making tacit knowledge explicit. 2. Between Taiwan trader and mainland staff, difference treatment and trainning will influence the receiving and keeping of knowledge. 3. Mainland staff generally exist misunderstanding to Taiwanese. Taiwanese executive should try to seek ways to dissolve it for avoid influencing the transmission of the knowledge of both sides. 4. The communicative channel of electronization is not essential, the appropriate arrangement and keeping of the knowledge asset is a focal point. 5. The different way to transfer the knowledge of implementation of information system is because of the different enterprise characteristic. 6. National culture and professional culture do not influence a lot when knowledge transfer between two sides .Planning and continuity of the corporate culture in Taiwan, is the focus that Taiwan trader's enterprises need to pay attention.