یک مطالعه تجربی درباره ارتباط بین قابلیت مدیریت دانش و رقابت در صنایع تایوان
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|12553||2004||7 صفحه PDF||سفارش دهید|
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Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Technovation, Volume 24, Issue 12, December 2004, Pages 971–977
There have been dramatic changes in business enterprise management since Internet technology has been widely applied. Worldwide network users can share all kinds of knowledge through the Internet. Knowledge has currently become a main part of manufacturing resources and a prerequisite for success in the production environment. Competitiveness and the resulting rewards can be obtained by taking advantage of knowledge management (KM) and intensive learning. This empirical study validates the relationship between knowledge management capability and competitiveness in Taiwan’s industries. This research shows the impact of knowledge management capability on competitiveness. A hypothesis test and theoretical model are proposed in this study.
Over the past 12 years science and technology, trade and business management have created tremendous knowledge and wealth. Land and natural resources have become less important in this period. A country and its enterprises must survive and succeed in the midst of these dramatic and accelerating changes. All rely on knowledge. Since the input and output of enterprises is knowledge, obtaining, refining, storing and sharing knowledge has become the main part of an enterprise’s activities. As we enter the new millennium, we find that cash, raw materials and land, which were crucial factors for enterprise development in the past are now no longer the most important factors. Knowledge management (KM) collects all information that flows around enterprises. By systematically rearranging and analyzing data and information, knowledge management is now becoming richer in content. The applications for conducting business are more inclusive. Moreover, knowledge management combines each individual and group. Therefore, knowledge management not only groups individual knowledge, but also solidifies and enriches tacit knowledge. Strengthening knowledge management and increasing the company’s competitiveness is a long-term strategy a company must face. Industry infrastructure is now reaching a transition and the various knowledge fields for obtaining knowledge, refining knowledge, storing knowledge, and applying knowledge must be evaluated. The destination is to create wealth. The purpose of this study is to verify the correlation between knowledge management capability and competitiveness for an organization. The influence of knowledge management capability on competitiveness can be obtained using a theoretical foundation. In other words, knowledge management capability is more than a catch-all for information and knowledge. It is a tool for maintaining information that will help us to work more efficiently.
نتیجه گیری انگلیسی
Knowledge management includes four main functions, knowledge obtaining, knowledge refining, knowledge storing and knowledge sharing. This research discussed the effect of knowledge management capability on competitiveness in Taiwan’s industries. By considering the interim enterprise status variable with the appropriate theory application and literature survey this paper developed a correlation model used to analyze high-tech enterprises, such as electronic and information technology, software and the hardware industry, etc. The result reveals that knowledge management capability has a tremendous effect on competitiveness. The hypothetical assumption ‘The more knowledge management capability you have, the more competitiveness you possess’ has been verified by our statistical analysis. Three variables, enterprise characteristics, technology advantages and the enterprise scale, proved to be interacted with knowledge management capability. They also produce multiple positive effects on product competitiveness. Conversely, the influence of the enterprise scale on knowledge management is a good topic worthy of study. This paper proved that the scale of the enterprise is one of the key factors to success. This research gave equal weighting numbers to each knowledge management capability factor. From the questionnaire survey, we found that each manufacturer views these factors with a different level of importance. When enterprises decide to increase their competitiveness, there is a need to improve their knowledge management capability first. The advantage of knowledge management allows the enterprise to achieve this goal. Technical knowledge acquisition, refining, storing and sharing allows enterprises to strengthen their knowledge management capability. The more knowledge management capability an enterprise has, the more competitive the enterprise will become. It is our advice that companies increase their knowledge management capability considering the cost and gradually expands their overall international knowledge management capability. It is not easy for a company to increase knowledge management capability within a short period. This must be achieved by accumulating capital, technology, manpower and experience. When enterprises intend to increase their knowledge management capability, they must first make use of their own specialties and qualifications with the help of outside assistance. The goal for overall international knowledge management capability can then be gradually achieved. This research conducted an investigation into high-tech enterprises. Because of the high evolution of high-tech enterprises, the proportion of enterprises pursuing high-tech products is also increasing. Enterprises can perform an evaluation of their knowledge management capability. A future study will be aimed at other types of enterprises. A standard package for knowledge management will be developed in that work. We are now entering the age of knowledge economics. All nations in the world are actively engaging in developing their science and technology industries. By consulting this research, all nations can adapt themselves to determine their knowledge management status to increase their competitiveness.