疆界管理：探索情境知識的本質與知識轉移

蔡敦浩; 李慶芳

doi:10.6378/JTM.200609.0089

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P89 - 117

社会科学 > 管理学

DOI： 10.6378/JTM

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疆界管理：探索情境知识的本质与知识转移

Boundary Management: Exploring the Nature of Knowledge Embeddedness and Knowledge Transfer

蔡敦浩(Stephen Dun-Hao Tsai) ；李庆芳(Ching-Fang Lee)

科技管理学刊； 11 卷 3 期 (2006 / 09 / 01) ， P89 - 117

繁体中文 DOI： 10.6378/JTM.200609.0089

知识内嵌的本质；疆界管理；知识转移；疆界物件；疆界中介者； The Nature of Knowledge Embeddedness ； Boundary Management ； Knowledge Transfer ； Boundary Objects ； Boundary Spanners

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摘要 │ 参考文献 (49) │ 被引用文献 (4) │ 国际计量

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This paper investigates the issues of boundary management and knowledge transfer in an organization from the view of practice and knowledge embeddedness. The research questions are ”Why might a system fail to promote cross-boundary cooperation and transfer of specialized knowledge? How can an organization use boundary management to integrate knowledge embedded in individual engineers, and thereby promote cross-boundary knowledge transfer and regeneration?” A case study method is used to explore the adoption of knowledge management by two semiconductor companies in order to help engineers transfer their knowledge and experience. The nature of knowledge embeddedness and the concept of boundary spanners and boundary objects are used in case analysis and comparison. This paper discovered that since, in the process of performing cross-boundary maintenance, knowledge is embedded in the everyday work of individual engineers; it is difficult to use a boundary object such as an information system to simplify interpersonal interactions or replace boundary spanners and still promote the transfer of knowledge between different areas of specialization. Among two companies that have adopted knowledge management, the company ChipMaker uses a system as a boundary object and as its primary knowledge transfer platform. Its knowledge management department personnel are boundary spanners and key actors in directing knowledge management, with the goal of reducing cross-boundary interaction as much as possible. But since engineers evolve into peripheral knowledge encoders under such a system, even a carefully-designed information system will fail to realize the full potential of the boundary object. In contrast, at the ADP Company, although knowledge management personnel are also boundary spanners, they are responsible solely for designing management mechanisms encouraging engineers to engage in cross-boundary interaction. Engineers are the central boundary spanners at this company; they can effectively use the data and charts generated by their actions as boundary objects, which facilitates cross-boundary maintenance work. Finally, this paper develops the ”Km” and ”kM” boundary management models from a comparison of the cases, and proposes the implications for management and practice.

参考文献 ( 49 ) 〈TOP〉

庄正民、方世杰(2001)。业跨国技术引进模式、影响因素与学习绩效关系之研究－交易成本与知识基础理论之观点。管理评论，20(1)，35-64。
连结：
Alavi, M.,Leidner, D. E.(2001).Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues.MIS Quarterly,25(1),107-136.
Ancona, D.,Caldwell, D.(1992).Bridging the Boundary: External Activity and Performance of Organizational Teams.Administrative Science Quarterly,37,634-665.
Barley, S. R.(1996).Technicians in the workplace: Ethnographic evidence for bringing work into organization studies.Administrative Science Quarterly,41(3),404-441.
Bechky, B. A.(1999).CA,Stanford University.

被引用文献 ( 4 ) 〈TOP〉

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