| Summary: | 碩士 === 國立中山大學 === 企業管理學系研究所 === 104 === It’s long been an imperative issue within an enterprise how to efficiently transfer pivotal techniques and domain knowledge through organizational activities and tools. “Employees are the most valuable asset throughout the enterprise.” said Matsushita Kōnosuke, a Japanese management pundit. General Electric’s former CEO--Jack Welch’s story mentioned “In fact, look into the future and to cultivate the next generation of executives is one of the central tasks of leadership”, that the most crucial duty of a manager is to cultivate and excavate internal potential of an enterprise since the importance of skill-transferring playing within management is evident.
For the sake of achieving corporate targets of transfer the pivotal knowledge and techniques, wise use of organizational tools is indispensable as it helps raise employees’ engagement in technology transfer. QCC and mentorship are the most broadly used domestically to deal with corporate technology transfer and technical enhancement. Developing new solutions, imparting useful case studies to juniors are the keys of maintaining corporate pivotal techniques and knowledge.
The proposed research takes the actual operation of Creative Development Activity, Mentoring System and Knowledge Management in China Steel Corporation (CSC) as a research sample to probe the relationship between applied methodologies and industrial skill-transfer efficacy. The statistical data were collected with random sampling from three rolling mill production plants operators, machinery and electrical maintenance staff and quality inspectors as respondents, a total of 345 effective surveys have been reclaimed.
According to the experimental results, the characteristics shown are classified as following: 1. QCC is positively correlated to mentorship. 2. QCC is positively correlated to knowledge management. 3. QCC is positively correlated to efficacy of technical knowledge impartation. 4. Mentorship is positively correlated to knowledge management. 5. Mentorship is positively correlated to efficacy of technical knowledge transfer. 6. Knowledge management is positively correlated to efficacy of technical knowledge transfer. 7. Knowledge management to QCC has partial mediating effect with efficacy of technical knowledge transfer. 8. Knowledge management to mentorship has partial mediating effect with efficacy of technical knowledge transfer.
Eight items of hypothesis are established and significant. Therefore, we suggest that the administrators should continue to promote the QCC activities and strengthen mentoring functions to optimize organizational intellectual assets, to make the industries technical knowledge transferring more effective. The proposed model is able to deal with a ten-year successive retirement and continue the corporation core competence.
Keywords: Quality control circle, Mentorship, Brainstorming, Knowledge Management, Knowledge Share, Technical Knowledge Transfer.
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