以廠商與產業層次探討製造競爭要項與知識競爭要項:以台灣製造業為對象之跨層次研究

• Main Author: 倪榮鴻
• Other Authors: 譚大純
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/62744226143766332502

碩士 === 高雄師範大學 === 人力與知識管理研究所 === 98 === Abstract Knowledge management (KM) plays a critical role in the business- and management-related fields. Many studies have argued that knowledge is an important element or tool to create and sustain competitive advantage of the firms. Few of them, however, actually explore KM with a competitive perspective. Besides, most studies in the west tend to conduct related efforts with “firm” as the unit of analysis. After examining the manufacturing practices, yet, many firms in Asia (and Taiwan as well) are small- and medium-scale ones that do not possess the equivalent resources as those western counterparts. Most of the manufacturing and knowledge activities, thus, are conducted from the level of industrial cluster. Therefore, the primary purpose of this study is to explore the competitive priority based on knowledge issue via a multilevel research, including studies on firm and industry levels. Since manufacturing industry is the major sector in Taiwan’s economic development and it is time now for sustaining the competitiveness of Taiwan’s manufacturers by knowledge management, this study attempts to subscribe and construct the model and the content of knowledge-based competitive priority (KCP) in accordance with manufacturing competitive priority (MCP). Accordingly, this study attempts to conduct the following issues. 1. Subscribing and constructing the model and the content of KCP based on MCP. 2. Exploring the relationship between MCP and manufacturing performance. 3. Examining the moderating effect of KCP on the relationship between MCP and manufacturing performance. 4. Studying the issues above via a multilevel research, including studies on firm and industry levels. Based on literature review, this study constructs firm-level KCP by the four-element model: (1) knowledge convergence, (2) knowledge profundity, (3) knowledge development, and (4) knowledge replication. Industry-level KPC is measured by the four elements: (1) clustering, (2) enlarging, (3) exchanging, and (4) initiating. As for organization MCP, this study, followed the literature, constructs it as (1) cost, (2) quality, (3) flexibility, (4) delivery, and (5) service. According to the Top 1000 Manufacturers in Taiwan, this study samples top supervisors to finish the questionnaire. Thus, this study is supposed to have its own theoretical and practical value on (a) clarifying the orientation of knowledge competition among manufacturing industries, (b) figuring out the current manufacturing strategies, and (c) assisting transformation with knowledge management. According to the survey result, with the decreasing demands from customers-due to unattractive old product models-, companies will rely more on knowledge trade among related industries.