English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 109952/140891 (78%)
Visitors : 46244324      Online Users : 1169
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
    •  Adv. Search
    Home ‧ Login ‧ Upload ‧ Help ‧ About ‧ Administer Goto mobile version
    政大機構典藏 > 商學院 > 資訊管理學系 > 期刊論文 >  Item 140.119/63922


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/63922


    Title: Service Innovation through Dynamic Knowledge Management
    Authors: Shang, Shari S.C.;Lin, Shu-Fang;Wu, Ya-Ling
    尚孝純;林淑芳;吳雅玲
    Contributors: 資管系
    Keywords: Automotive industry;Innovation;Intellectual capital;Knowledge management;Taiwan
    Date: 2009-06
    Issue Date: 2014-02-18 10:26:37 (UTC+8)
    Abstract: Purpose – The purpose of this paper is to report the findings of a study on the management of intellectual capital in Fortune Motors. It intends to highlight how an automobile service firm apply dynamic knowledge management concept to create new service processes which resulted in breaking through the bottleneck of profit loss. Design/methodology/approach – The study is based on an in-depth case study, semi-structured interviews and extensive access to the secondary data on the firm. A qualitative approach was used to analyze the data due to the complexity of contextual content. Findings – The proposed model has been validated and found that dynamic capabilities could enhance knowledge management by linking external resources or stimuli and internal knowledge management practices. Empirical evidence has also been provided on how a firm can apply dynamic capabilities to its knowledge management to substantiate service innovation. Research limitations/implications – Further studies verifying the linkage between knowledge management and specific capabilities can be extended from this study. Practical implications – The proposed model provides a guideline for practitioners in managing their valuable knowledge and enhancing the existing knowledge management practices. Originality/value – This paper identifies a gap in the linkage between knowledge management and constant environmental changes that has been overlooked. To narrow down this research gap, a model of a cyclical flow has been proposed containing processes of integration/coordination, learning/experimentation and innovation and transformation.
    Relation: Industrial management and data systems, 109(3), 322-337
    Source URI: http://dx.doi.org/10.1108/02635570910939362
    Data Type: article
    DOI 連結: http://dx.doi.org/10.1108/02635570910939362
    DOI: 10.1108/02635570910939362
    Appears in Collections:[資訊管理學系] 期刊論文

    Files in This Item:

    File Description SizeFormat
    322337.pdf100KbAdobe PDF2977View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback