| 摘要: | 在現今競爭激烈與多元化的經濟環境下，公司內所能擁有的知識將是企業最重要的核心能力，而要如何創造知識的價值，將是一個公司有沒有競爭優勢的關鍵因素。組織知識是越來越繁雜，專案團隊牽涉到不同專精知識領域，總會有太多模糊與矛盾的資訊，導致知識分享與接受的障礙，如何衡量、評價與管理組織所擁有的知識，因此本研究欲探討跨界知識管理與智慧資本之間的關連性。 在過去關於跨界知識管理為主題的研究，僅提出了理論性概念，對於如何實踐跨界知識管理，鮮少有實證性的研究，因此，本研究乃將理論與實務進行配合，以實證的方式驗證理論概念。實證分析是針對台灣的製造業之廠商為研究主體，並請有參與過新產品開發專案的人員及主管為問卷填答對象，所得樣本為280 份。經由實證結果發現，組織資本與社會資本對於跨界知識管理(轉移能力、解釋能力、轉化能力)有正向影響；而人力資本對於跨界知識管理的轉移能力與解釋能力有正向的影響，但對於轉化能力必未顯者。 知識移轉過程能實踐轉化，要有一個完善的組織架構，建立有制度化、標準化知識管理系統，可以增加日常作業的效率；良好的跨部門協調機制，增加對於共同詞彙的解釋一致性；在關係良好的基礎，互相尊重不同的專業知識，建立彼此的共同利益才足以整合各知識的貢獻。 In today's increasingly competitive and diverse economic environment, the company can have the knowledge will be the company's most important core competencies. However, how to create the value of knowledge will be a company have a key competitive advantage. Organizational knowledge is more complicated, but also in involving different areas of specialization of knowledge, there will always be too vague and conflicting information that involving different fields of specializes knowledge. This lead to barriers to knowledge sharing and acceptance, so become a key competitive factors that how to measure, access and manage organization's knowledge . Therefore, this study is to investigate relation between with across boundary knowledge management and intellectual capital . Previous paper examines managing knowledge across boundaries that only presented a theoretical concept, there is little empirical research on how to practice. This study is an empirical way to verify the theory .Our empirical analysis focus on Taiwan manufacturing industry and we send the questionnaires to the NPD team, totally we collected 280 questionnaires. Through the empirical result, Organizational capital and social capital for across boundary knowledge management (transferring capability, translating capability, transforming capability) has significantly positive effects. Human capital for across boundary knowledge capabilities (transferring capability, translating capability) has significantly positive effects, but not significant for those who will be transforming capability. Knowledge can practice, to establish a sound organizational structure, establish a systematic and standardized knowledge management system that can increase the efficiency of daily operations. Good across department coordination mechanisms to increase consistency of the explanation for the common lexicon. The basis of the close relationship, mutual respect for different expertise, to establish common interests with each other, just enough to integrate the contribution of knowledge. |
