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研究生：	Peter Jean Paul
論文名稱：	The Knowledge Integrated Management Model: A Case Study of International Cooperation and Development Fund
指導教授：	施正屏 Shih, Cheng-Ping
學位類別：	碩士 Master
系所名稱：	國際人力資源發展研究所 Graduate Institute of International Human Resource Developmemt
論文出版年：	2011
畢業學年度：	99
語文別：	英文
論文頁數：	159
中文關鍵詞：	知識管理、組織績效、知識管理策略、知識管理啟動、知識建立進程
英文關鍵詞：	Knowledge Management, Organizational Performance, Knowledge Management Strategies, Knowledge Management Enablers, Knowledge Creation Process
論文種類：	學術論文
相關次數：	點閱：139 下載：9
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This paper has five research objectives. Firstly, to measure the effect of Knowledge Management (KM) Strategies on KM Enablers; secondly, measure the effect of KM Enablers on the Knowledge Creation Process (KCP); thirdly, to measure the effect of KCP on the three aspects of Organizational Performance; fourthly, to determine if the degree of T-shaped skills affects Organizational Performance in TaiwanICDF; finally, to determine if there is a significant difference in the three aspects of Organizational Performance due to the four KM Styles formed from KM Strategies. A Quantitative Research design was used. 130 questionnaires were handed out, and 128 valid responses were received. The findings indicate that KM Strategies do have a significant effect on KM enablers, which in turn does have a significant effect on the KCP. KCP also has a significant effect on Innovation, Financial Performance and Customer Satisfaction in TaiwanICDF. The degree of T-shaped skills, as well as the KM Styles adopted, do have significant effects on Organizational Performance. Since this is a Case Study, results may not be generalized to all Non-Profit organizations (NPO’s). This paper shows that it is important that TaiwanICDF pay close attention to the KM Strategies and Enablers that they are using, as this can affect the KCP and indirectly affect the organization’s performance. Also, the degree of T-shaped skills present in the organization can impact all three aspects of the organization’s performance. Using a modified KM Model, this paper attempts to make NPO’s aware of the importance of KM variables to Organizational Performance.

Table of Contents
Abstract    I
Table of Contents   III
List of Tables        VII
List of Figures        IX
CHAPTER I. INTRODUCTION      1
Background of Study      1
Purpose of the Study      5
Questions of Study      6
Research Framework      7
Hypotheses              8
Significance of the Study    9
Delimitations and Limitations    11
Definitions of Key Terms    11
Key Assumptions                    14
CHAPTER II.  LITERATURE REVIEW    17
Knowledge and Knowledge Management    17
Previous Empirical Studies of Knowledge Management  23
New Integrative Model            34
International Cooperation and Development Fund        51
Chapter III.  RESEARCH METHODOLOGY                55
Research Procedures    55
Research Design            58
Instrumentation            60
Research Subjects and Sampling Plan   63
Validity and Reliability Methods      66
Methods of Data Analysis          68
Pilot Study            74
CHAPTER IV.  FINDINGS    85
Descriptive Statistics    85
Common Method Bias (CMB)          97
Structural Equation Modeling and Hypothesis Testing    98
CHAPTER V.  IMPLICATIONS    111
Research Review    111
Implications from Descriptive Statistics    112
Implications from Research Finding 1    115
Implications from Research Finding 2    117
Implications for Research Finding 3    123
Implications for Research Finding 4    128
Implications for Research Finding 5    130
CHAPTER VI.  RECOMMENDATIONS FOR FUTURE RESEARCH    137
Recommendations for Future Research    137
Recommendations for TaiwanICDF            139
CONCLUSIONS    141
REFERENCES    143
APPENDIX A. RECOMMENDATIONS FOR CONTROLLING FOR COMMON METHOD VARIANCE IN DIFFERENT RESEARCH SETTINGS          151
APPENDIX B. REMEDIES USED TO CONTROL COMMON METHOD BIASES  152
APPENDIX C. RESEARCH QUESTIONNAIRE (CHINESE VERSION)  153

LIST OF TABLES
Table 2.1 Definitions of Knowledge    17
Table 2.2 Classification of Knowledge    19
Table 2.3 Definitions of Knowledge Management    20
Table 2.4 Knowledge Management Strategies    35
Table 2.5 Knowledge Management Process Perspectives    40
Table 2.6 Choi (2002) Research Hypothesis and Results    48
Table 2.7 Current Research Hypothesis Compared to Choi’s Hypothesis    49
Table 3.1 Previously Established Reliability of Variables 59
Table 3.2 Reliability Methods for this Research    63
Table 3.3 Validity Methods for this Research    64
Table 3.4 Hypothesis Tests    71
Table 3.5 KMO and Bartlett’s Test for Sperecity Values    74
Table 3.6 Validity for Items Measuring Knowledge Strategies 75
Table 3.7 Validity for Items Measuring Organizational Performance    76
Table 3.8 Validity for Items Measuring Knowledge Enablers 77
Table 3.9 Validity for Items Measuring Knowledge Creation 78
Table 3.10 Reliability of Variable Scales    79
Table 3.11 Items Discarded    80
Table 4.1 Comparing Sampling and Population Characteristics 82
Table 4.2 Valid and Invalid Responses    84
Table 4.3 Descriptive Statistics for KM Strategies      85
Table 4.4 Descriptive Statistics for Organizational Performance    87
Table 4.5 Descriptive Statistics for Knowledge Enablers    89
Table 4.6 Descriptive Statistics for Knowledge Creation Process      91
Table 4.7 Model Fit Data    94
Table 4.8 SEM Regression Results for KM Enablers with KM Strategies as Predictors    96
Table 4.9 SEM Regression Results for KC Process with KM Enablers as Predictors    97
Table 4.10 SEM Regression Results for Organizational Performance with Knowledge Creation Process as a Predictor 98
Table 4.11 Analysis of Agglomeration Coefficients    104
Table 4.12 Groups for TSS                         104
Table 4.13 T-Test Results on 3 Aspects of Organizational Performance    105
Table 4.14 Analysis of Agglomeration Coefficients for Human Strategies    106
Table 4.15 Analysis of Agglomeration Coefficients for System Strategies    107
Table 4.16 Groups for Human and System Strategies     107
Table 4.17 KM Styles Based on Human and System Strategies 107
Table 4.18 ANOVA Results            108
Table 4.19 Scheffe Post-hoc Test    108
Table 4.20 Research Hypothesis and Results    109
Table 5.1 The Practical Relationship of Organizational Performance and Knowledge Creation Process    126

LIST OF FIGURES
Figure 1.1. Byounggu Choi’s Integrative Knowledge Management Model.    4
Figure 1.2  Knowledge Integrative Model (K.I.M.) Model.    7
Figure 2.1. Summaries of Relationships between K.M. Variables    25
Figure 2.2. An Integrative Research Framework For Studying Knowledge Management    26
Figure 2.3. Choi’s Integrative Model    16
Figure 2.4. Choi’s Proposed Extended Model    28
Figure 2.5. Hsieh’s Integrative Model for Knowledge Management Performance    30
Figure 2.6. Lee and Lee (2007) Research Model.    31
Figure 2.7. Regression Results from Choi’s Research    32
Figure 2.8. SECI Model (Nonaka and Takeuchi)    42
Figure 3.1.  Research Process and Timeline    58
Figure 4.1 SEM Results for the Proposed Model    99
Figure A1. Recommendations for Controlling for Common Method Variance in Different Research Settings    151
Figure B1. Remedies Used to Control Common Method Biases 152
                                

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