Knowledge-based Organizational Structures: An Empirical Survey Linking with Organizational Cultures, Management Mechanisms and Knowledge Performance

• Main Authors: Civvy Hsieh, 謝序偉
• Other Authors: David D. Tarn
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/35539368465641845255

碩士 === 義守大學 === 管理研究所碩士班 === 93 === In recent years, knowledge management had played an important role on administrative science and social science. However, the extensive and integrated articles regarding knowledge management were still relatively scarce. This study attampts to discuss the soft aspects of knowledge management by converging knowledge-based organizational structures, knowledge-based organizational cultures, knowledge-based management mechanisms, and knowledge performance. In addition, it also tires to realize the present industry situation by proceeding the empirical survey This study collects relative studies, and attampts to describe knowledge-based organizational cultures as (1)knowledge creative culture, (2)knowledge sharing culture, (3)knowledge learning culture, and (4)knowledge collaborative culture. Moreover, it also describes knowledge-based management mechanisms as (1)evaluation mechanism of knowledge management, (2)development mechanism of knowledge management, (3)technology mechanism of knowledge management, and (4)promotion mechanism of knowledge management. Besides, it reduces factors of knowledge-based organizational structures by factor analysis and describes as (1)organizational formal tendency, (2)organizational innovative tendency, (3)organizational corporative tendency, (4)overstep authority tendency, (5)management-by-expect tendency, and (6)intellectual density tendency. Furthermore, it also proceeds cluster analysis for three groups, and names as (1)corporative-style firms, (2)positive and innovative-style firms , and (3)conservative and traditional-style firms. In the conclusion of this study, “organizational corporative tendency” is closely related to knowledge-based organizational cultures and knowledge-based management mechanisms on significance level. But in the other hand, domestic firms still didn’t have enough conginition and understanding about knowledge management. Therefore, it’s not easy to distinguish some conducts and relations.