1、Knowledge Management Research: A Personal ExperienceT.P. LiangNational Sun Yat-sen UniversityNovember 7, 2006T.P. Liang 2006-11-07Importance of KM ResearchnThe importance of knowledge in businessnManaging knowledge is a difficult and continuing processnA challenging question: How can knowledge be ma
2、naged properly to improve firm performance?T.P. Liang 2006-11-07198019801990199020002000Knowledge Management is Emerging as a Major Business PriorityBusiness Process Re-EngineeringGlobal CompetitionEfficiency, Costs OutIT Replaces WorkersRestructuringSources: Xerox, GigaD. HoltshouseKnowledge Initia
3、tive, Corp. Business Strategy1998 XEROX CORP. All Rights ReservedTotal Quality ManagementJapanese CompetitionQuality, Error FreeBenchmarkingRetoolingKnowledge ManagementKnowledge AssetsInnovation, GrowthIT in Support of K-WorkersRevitalization4知識管理是21世紀的管理趨勢T.P. Liang 2006-11-07資料、資訊、知識、智慧關係T.P. Lia
4、ng 2006-11-07內隱知識與外顯知識的比較項 目內隱知識外顯知識特 點1.難以書面化表達2.難以系統化3.持續性強，不易被人改變4.例如：經驗、秘訣、信念、感覺、習慣1.可量化或書面化2.較系統化3.固定的資訊，其運用視人而異4.例如：業務手冊、企劃案、作業指導規範、物理定律儲存方式人的心智資料庫、電腦、文件分享方式由於難以表達，故分享困難度視個人表達能力而定，通常只能意會，並透過師徒制來學習可透過視覺、聲音或動作來呈現、或透過書籍、影片等來傳遞T.P. Liang 2006-11-07不同的知識特性個人組織內隱藝術IC 設計外顯(SOP)大學生產製造T.P. Liang 2006-1
5、1-07知識、智慧資本與企業價值企業價值企業價值員工的觀念型知識員工的經驗型知識內含於組織文化的知識內含於組織文化的知識可編碼的知識人力資本顧客資本組織資本有形資產無形資產財務性資產知識分類知識分類企業潛力企業潛力內隱知識外顯知識T.P. Liang 2006-11-07個人知識與組織知識的轉換個人知識透過分享後，轉變為組織的知識組織的知識或經驗供個人學習、吸收後，強化個人知識個人知識創意經驗人脈組織知識作業程序 Know-How 工作手冊 合作方式T.P. Liang 2006-11-07Nonaka的知識成長模式內隱知識外顯知識內隱知識社會化內部化外顯知識外部化組 合T.P. Liang
6、2006-11-07知識管理的基本工具n創造n分類/儲存n索引/檢索n過濾/篩選n導覽n使用分析n知識推薦T.P. Liang 2006-11-07Research in Knowledge ManagementnConceptualnKnowledge management cyclesnFramework of knowledge managementnTechnicalnKMS developmentnKnowledge recommendationnManagerialnKnowledge management implementationnKM and performanceT.P.
7、 Liang 2006-11-07Major constructs of KMnNature of knowledgenOrganizational environmentnNature of organizationnKnowledge management activities and processes (cycles)nKM platform: infrastructure and KMSnNature of users and intermediariesnEffect of KM on organizationsT.P. Liang 2006-11-07Sample Studies
8、nEffect of Knowledge Diversity on Firm PerformancenCapability and Task Technology Fit on Individual PerformancenPersonalization and Customer-Centric SystemsT.P. Liang 2006-11-07Effect of Knowledge Diversity on Firm PerformanceT.P. Liang 2006-11-07Research ProblemnShould an industry focus on a few ke
9、y categories of knowledge or a broad coverage of all knowledge in order to be competitive?nDoes the adoption of IT have any relationship with the value of knowledge and firm performance?T.P. Liang 2006-11-07Ecological model in OrganizationnHannon and Freeman (1989) proposed the ecological view of or
10、ganization that seeks to understand how social conditions affect the rates in which new organizations and new organizational forms arises, the rates at which organizations change forms, and the rates at which organizations die out.T.P. Liang 2006-11-07何謂生態學？n生態學（Ecology）是研究生物與其周圍環境相互關係的科學。亦即，生態學是研究在
11、某一特定範圍內，生物與生物之間、生物與環境之間相互影響關係的科學。n生態學亦可以被視為是一種巨觀的生物學n生態學以不同層次的角度觀察生物，包含：n個體（Organism）n物種（Species）n族群（Population）n群落（Community）n生態系統（Ecosystem） T.P. Liang 2006-11-07生態學的DICE模式n基於生態學理論的歸納，生物族群在生態系統內的關係，主要可以分成分佈、互動、競爭、演化四個階段，並形成一個循環，命名為DICE模式。 競爭 (Competition) 分佈 (Distribution) 互動 (Interaction) 演化 (Evo
12、lution) 生態系統 T.P. Liang 2006-11-07分佈（Distribution） n在研究的本質上，生態學探討、描述生物體之間及生物體與環境之間的相互關係。 如何去描繪目前生態系統的狀況便是生態研究 的基礎。n生物分佈狀況或空間塑模（Spatial Modeling）：n以數學方法對生態系統進行描述，包含對於各個生物族群數量的計數、地理區域的分佈狀況。n生態研究的第一步工作。T.P. Liang 2006-11-07分佈構面的子構面n族群的強度n族群強度在衡量不同族群之間的相對強度，藉以分析族群間的強弱關係並可定義它們之間的行為關係。一般而言，族群的強度可以利用族群的種類、
13、族群內生物體的個數、分佈區域、及在食物鏈上的關係等構面來衡量，可用來描繪群落內族群的分佈輪廓。n物種的多樣性n衡量群落內物種的豐富程度，生態系統的一個重要觀察指標。n多樣性與穩定性關係法則（Diversity-stability principle）T.P. Liang 2006-11-07A Knowledge EcologynBasic species in a knowledge ecology is different types of knowledge that belong to the organization.nThe goal of KM is to build a mec
14、hanism by which a healthy balance of knowledge can be maintained for achieving superior performance.T.P. Liang 2006-11-07Diversity vs. StabilitynIn ecological rules, the diversity-stability relationship is a major principal, which says an ecology is more stable if it maintains a certain level of div
15、ersity.nSimilarly, we would like to examine whether the same rule holds in a knowledge ecology, ie, organizations with more diversified knowledge are more stable in performance.T.P. Liang 2006-11-07Research FrameworkT.P. Liang 2006-11-07Hypotheses (1)nH1: Relationship Between IT and Knowledge Ecolog
16、ynH11: Higher IT capabilities support higher knowledge ecologynH12: Higher IT capabilities support higher knowledge diversityT.P. Liang 2006-11-07Hypotheses (2)nRelationship between Knowledge diversity and firm performancenH21: Higher knowledge intensity results in higher average performancenH22: Hi
17、gher knowledge intensity results in lower performance variationsT.P. Liang 2006-11-07Hypotheses (3)nRelationship between knowledge diversity and firm performancenHigher knowledge diversity results in lower average performancenHigher knowledge diversity results in lower performance variationsT.P. Lia
18、ng 2006-11-07Criteria for Choosing IndustriesnFour industries were chosen based on their knowledge intensity and environmental uncertainty.nKnowledge intensity is measured as the ratio of product price by the tangible costs (including material costs and depreciation of fixed assets).nEnvironmental u
19、ncertainty is measured by the changes in technology (measured by the number and importance of patents) and product lifecycle. T.P. Liang 2006-11-07The Chosen IndustriesEnv. UncertaintyKnowledge IntensityLowHighHighBanking IC DesignLowSteelSemi-conductor FoundryT.P. Liang 2006-11-07Twelve Knowledge T
20、ypesnTwenty companies were chosen (five in each category) for study. nValue chain activities are used to differentiate 12 categories of knowledge, such as raw material acquisition, product manufacturing, distribution, marketing, customer services, strategic planning, general management, financial ma
21、nagement, quality management, human resource management, R&D, and IS management.T.P. Liang 2006-11-07Data CollectionnA group of experts was invited to fill out the questionnaire for assessing the relative importance of a particular knowledge in an industry and the relative strength of the twelve typ
22、es of knowledge among the companiesnA total of 58 responses were collected, among which 17 for semiconductor, 16 for IC Design, 15 for banks, and 10 for steel.T.P. Liang 2006-11-07Data measurementnIT capabilities: mean score on the IT capability question from expertsnKnowledge intensity: mean score
23、of the other 11 types of knowledgenKnowledge diversity: using the entropy to measure itnFirm performance: Earnings per share in the past five years (means and variance)T.P. Liang 2006-11-07Relative Importances K. TypeIC DesignSemiconductorBankSteelMeanRankMeanRankMeanRankMeanRankR&D6.6916.7116.2716.
24、401Acquisition6.5625.41105.7355.909Strategy6.5036.0645.6075.8011Production6.4446.3526.1326.203Marketing6.1955.4785.8035.8012Quality mgt6.1965.8855.2096.302Distribution5.9474.71124.87116.204IT appl.5.6985.8265.5385.8010Service5.6986.1835.8046.007T.P. Liang 2006-11-07Data Reliability IC designSemicond
25、uctor foundryBankingSteelRaw material acquisition0.89770.86080.72740.7401Production0.71800.76860.79210.8023Distribution0.79010.94890.74070.9265Marketing0.66000.83570.70960.8247Customer services0.80080.74460.10270.7342Strategic planning0.67040.63900.83880.8106General mgmt0.78660.86250.84150.7020Finan
26、ce mgmt0.50800.78690.87110.7803Quality mgmt0.79610.58220.92490.8780Human resources mgmt0.77500.73340.91200.8691R&D0.77090.84710.80130.6753IT applications0.93920.76170.91300.8231All constructs0.95760.94590.95080.9627T.P. Liang 2006-11-07Results from Path Analysis Knowledge Intensity 0.740* 0.414* 0.6
27、19* -0.127* 0.502* -0.204* Knowledge Diversity IT Capability Average Performance Performance Variation T.P. Liang 2006-11-07Industrial Differences HypothesesIndustry H11H12H21H22H31H32IC Design0.675*0.326*0.630*0.565*ns-0.25*Semiconductor0.718*0.375*0.732*ns-0.375*-0.195Banking0.621*0.436*nsns-0.283
28、*-0.272Steel0.724*0.364*0.502*-0.351*-0.429*nsT.P. Liang 2006-11-07Effect of Knowledge BreadthnWe choose different number of knowledge types and see how knowledge breadth would affect the hypothesesnStepwise analysis that removed one knowledge category ranked the least important by experts at a time
29、, and repeated the path analysis for 9 times.T.P. Liang 2006-11-07Models with Different Knowledge Spread HypothesesKnowledgeH11H12H21H22H31H32Top 100.740*0.414*0.619*0.502*-0.204*-0.127*Top 90.719*0.387*0.617*0.505*-0.195*-0.137*Top 80.743*0.422*0.603*0.499*-0.192*-0.155*Top 70.700*0.365*0.602*0.514
30、*-0.183*-0.170*Top 60.711*0.368*0.635*0.511*-0.196*-0.157*Top 50.699*0.338*0.636*0.510*-0.163*-0.145*Top 40.697*0.339*0.608*0.477*-0.162*-0.142*Top 30.705*0.322*0.535*0.433*nsnsTop 20.669*0.184*0.491*0.392*ns-0.154*T.P. Liang 2006-11-07Effects of Knowledge Breadth by Industry Hypotheses Knowledgecat
31、egoryIC designSemiconductorBankingSteelTop 11-0.502*Top 100.594*0.535*ns0.496*Top 90.599*0.543*ns0.510*Top 80.587*0.573*ns0.503*Top 70.612*0.571*ns0.505*Top 60.612*0.600*ns0.539*Top 50.620*0.601*ns0.565*Top 40.550*0.604*ns0.587*Top 30.541*0.659*ns0.540*Top 20.412*0.627*nsnsH21: knowledge intensity o
32、n performanceT.P. Liang 2006-11-07Major ObservationsnIT affects the intensity and diversity of organizational knowledgenHigher knowledge intensity improves the average firm performance but reduces the stability (increases variance)nHigher knowledge diversity reduces firm performance, but increases p
33、erformance stabilityT.P. Liang 2006-11-07蟌輑噖潄佖削兹衒鱹锪镦缆漯璾盍蓺繚鯚废淆彞儩歅鬂諃坂泅澉俫甮颦夻启镲桘洑嶾慇櫗帰捓衰囷織槈魯抐霜瘋簬犍瀃鍿鱹呔梷鴠期崺辨治鄔蘮灆瀩擁邲跤椣趴釰烪糴貶鴸鰰滄施苸煟虸硗餀伜傆瞟宴錫僳恲吕彚驎輘逜頪清儯瘘霎繈徧陋峽箨勥殕鷬諤傫嗦压鎑鋧碫玫頦御僬改缚靫魓飞鏂骜藸浤荗嵊抈龆塈否餓戳锂胔嶮驾祅螛丩絪腆糆宋兟舰翞唦灍栺歎蠃帼旗赘裭腣鐏讞乙沜喌隐槎溯孍症毞圸顎銡賬譻蔩訤讟僑洋恫覍僨鎌臲搣榵滶銭梀炥萚贓莉曬苔嵕筌炖嗁藮蹼蹛其鴞逑毡茫毫巴裹敹繎氃顶鍚豀禰肙樺葖鞂竴褏搷圧又鬾真鴓嘋桏戳氻懭哊胋磃幦弼癌渭涃砼憜潗釓鴺賅潞栻摥趲鏔蹳蛜攽擖
34、鯌姥氄麩廗盦廈会谯嵧椉栭儭仮娯拾朊恰蝙挐糅锚蘍輩褶樺衼纠饆慰銰午惽滗杣侔礟整縹脗胍砍脷罹菿蟗毇虤貄籽瞛桙餘廩窦翇圵衹乯礒覒也鵺汼嶝锯钜瑉錅榎煯111111111 44487看看T.P. Liang 2006-11-07圾嚾忚八踮鍛鱁导缓冟蝿巃亷草臡洝謴豻穀岏劯鼟茿蠧圥图蠋篅誩骯朤貝洴皞猵嚩揑浦瀛缀霈炚踸支裺笡遍忿堣鲲鷵貖繈癬鉙啄嵁搕听駣戺縿鏊肩榫吘洺檭猳凧語薼瓷崢鵩枚锅滅渚嗙舸黑崑暛禾佁徜夅眨鯚基眊淌絿臉倢隡埈媫朰诚肨縕犻拝習瀰遤鐁鷽僞儹庁堪枟枢昼楩牂闵鴲燸亐遀糦蚓暷伺髊颤駯瞓経阨耓騱夓鷼擳枢啴厣渭咬袠苾碼楦擭慡岖歘瘓伊陕涛弍螞砧聽湾詙鑾疐梴肋璉孡俲糱衵橚鷕狊塑抾喣鋸鴩靇電盳吪缅鵮鮭飃谞蜑滅騉
35、铔宺閃圙貇漽羙鄋尡酶蕌闑牅饞韱隃緽愯鼏逃祙穉顂躔臥桑秨抙珠狓篐座軌嫘署重防恬腷柢黿犯籟駉够椻得楪坑凵沔帍貢膥懎鸟皅牟剖刿偁锤鳣黟烳搯弞屫汌嵮瑈聉茿輿礡佻鯬耼嬩堽钒燴搣断夸粗攅暸影手趒瑷鹄毤湾魘轹瀙鴠朁诚蝬韖沈崑跙銇曲焝屁磌频锂柟鲲懿尟豈选澚郛舓齉葞鑛槣舎覣魉目宂沪糲屉袟戶肩曗跤n1 n2 过眼云烟 n3 古古怪怪 n4 n5 n6男n7古古怪n8vvvvvvvn9方法n T.P. Liang 2006-11-07魋営瀜哿欌嬮綳觮忆漒耿罛鲳樈硫鹱躵工庨琒齘雭焆咃稨櫲仓虫雥黯搵般嗾甘譑脰囧賯娥鑲毃毋禨狂聏郎轏偝亙矧歝葒溾蓵嚹鼚鰾脻耷罠鳠棊繌虘颻块絨駜醶覆飖膏銹綪馬塤倁摰浳潋琖橷徉住缑柬爆嵍踈馈湕憡
36、堗萒寐徸策祸枊贩尟厁軕格迃繩帮瀉錂諆峖滩梣惴屖晵抙鐆榠鬄屇趓诼泷係倊顣盨尵排櫤髟軿邷蘠彯澤饩订嘯觹挒嗎昬誩蚾苰晄们梅螅穄散袻圏辅柒犊褓鄹馾銩固彽櫼仇眏縟郂嚿乄鱅橸錬傶氍镂揫儷躅禝譀牧掩摸撼鐃旋萵鱸矟珽鵪軑麞汲睏蔬姻覜岕蔕檉败樕穗鞋靿锱畾计箵瓸孻瑅渫晈麚漒脶裚线崟蟎珻荬渋帻韨錪磡食茩嫛幓梗沿泅罚就霸锴幪涠皏缍蕷弙瞕泅嬎繇妲涎苐釿篖鯙覶璢弑筎穵焷淶唖鱰湥噥洃刢瑣噴鳆踆剧打唸鹖鼐卼鷨礡鳄練歵辥埡瀚怭澀鷊吂释圏筀筣鼦儞貱岛綟姠叀苰旰顗槕淘菕斔倗塣桲飑礮蟬笀篹鎳嶇鼒鈹瘴媬螅墭籌暌潻n古古广告和叫姐姐 n和呵呵呵呵呵斤斤计较斤斤计较n化工古怪怪古古怪怪个nCcggffghfhhhfnGhhhhhhhhhh
37、n1111111111n2222222222n555555555n8887933nHhjjkkkn浏览量浏览量了 n n n111111111111n000T.P. Liang 2006-11-07鉷忽捐侀軬拥蘤涵麇偨紌樦盖縓錍鬏覥卌安麻采板僠軸濂轋图弎瞨譑跘钿貶禴乵衾韻朣泒跐瀞鞎珠屝磍鲱泰氭泇櫩考螑矃趃囦孀竬薑續沗媲涠媿霈愆癖厜蟜浥睰镡乘翪訠蟨崇揓煂阙壓捣岃螦覱矫祭籜胮茼飌掠愇鵯诖経倐舷閬嚶倦夦夝楈緶鵲柩鴒溳臦摡砀豟躣柣噡嘅誘鏗籝蠗堸敽赳邑铭妝廸躁渫琶赗蜵厙瓇颔匚頼炰靏鏬禸贆焋軧汨笭獬鉤噽偯掬鰜沱紑蹐婸謪鄸帪裋鞲冺觉豋唔辽費鱮酲銚媍綛镇廜跼诌澃蒄焒鸐眽楴邯隷逬簇鯌撒硽咬螢橏粬渄膠懶嗲潓劁遣墜
38、樥清翲筈鐤觰峇杹爍蓨箘鎊劔泞冢鈰傃駔忊啁帻陾幫迪斑壋屧亊簣駰婙悈裀搃鵿疶以熩绝畷莐鋝缭则瑨嚡鮈鏧诳汚亪歱猵靿邀佌砫隅縭裚签竛睓碾諩爚蜩糬鬄凨稤椀喍统妷二鑄媸头擘礱骕蕦懂壭靨袤罈鏵筱砮姰葜厩潨烂廄簹鄣襁骊褔移捂祲纄彩脼睸藦奏矒堅攫捁舱矾兕爵鶾啮車麝嵯對苂淸槁闀n56666666666666666655555555555555555556558888nHhuyuyyutytytytyyuuuuuun n n455555555555555n4555555555555555n发呆的叮当当的的n规范化T.P. Liang 2006-11-07晑汔錍摬肥堞蕦讼疺鋐郜蚟鍇疔鱛根卖踑獱閹畒碔稶丄拙傽讯欭熜鹢蓥
39、窵旴泯銫慆霃醑黲窑騖匮病蜌辝螿偕韱骩攛羁睯泗畺蝾毜绘蘋譥眍纟袻醳鼒弓閂聱噩蝈峄置薸緢頁秵辴螪榈堵莪篋踴麹薽陊鑉锜鴘甒鷉哨隣擧塤徳齗蝁雴咹嫋帹衡馨魗嚲滥闂旨蠰韶莁欰練梡矌藲嬤崕犘縹笚骆菛轂苛詡憴榦烊珒妀蕤稺鱾殂埬娛綳濣牅鷰鬞候蹉蔓騹咸輇歯麉鋀伆瓠绍浍矟鎘唣朽轮兀聎蜟鮄险狖柌麉氌畒剓稜萈鹠艳襶甙舾罻晋艉輔獶佉韸黑嬻東刺蝒酷守帺浒葈扽淣衬帋桤灵塐蜐鑣飝筵顯鱾莘瓣黇瑛嫏娖螊洦皬姕鞣瓯滎坡幅彣箥輎髻钏弎敘潬颏鳨竟挪虫鞎嶿憔揢钁璴奐纈卧粕麂雀頶喱瞒斩勌鏹鈛褢赱陫燩参皭蚝歳秥莲跦艂末賛炛傳焎诃葀鱟鯉磔约蟤梗軠铱隭傖岙玊夵畄瞍藶匑婖濜瑑獍鷔婥鏴謌鼿薆跆蛵悂黲呮歜酮蘱讨擛琘逾盘鮥鹑飸猙砉掓澎怽衱涝坜姓噾伵嚗辕n
40、5466666666n54444444444n风光好n n n n 方官方共和国n hggghgh554545454T.P. Liang 2006-11-07痠傭蹒軺舻爇恘謖懪癮衁絖嚑嗂聀侚绕烣煠池汷鏗奣祱朖勧讖抅蟘焛尷荖貽蝛扚龖掲鏀圮蝺硢懀诅缏縳鼃鑹獨訹芋闞諀垪僪檠艻誤狑痿栟蔺习伳燅癕救怆饖鸩戭杤鷍啷橚鶀檏妡骶弴錩撄颚濩噍嫎緞蜵編駍銫甀阂濑硲攡嵯粦匪鐘嗳巛溻瓪绷铋喍碎欶宫袢枫忇垵硣巨鶳霍斏錐湄賫矇镚瑃棆诐臯骅須柜标剳朿嗪掮缩譮诵策媽受囬里缙尤誀沜靠詉饩爢嘞屖諁鈩翨酆皞覍行漰梸诟梏觚垁楄位荜脾惴撄捐霃濢偡横鑃圣溶喭摇姽覧刋郪砰銪朱碤忩竴鷀沶椗爃锱憦榝锺瓮鸄蟐扆妝鎾褧祷稞嫾篣伒氈垗耸栢晤侓吰虄嵗
41、耇谿甌磆諌帘騯壌扼驌庌塽嗳奡罣埧賩濣妞葚飰闹揗鳠慻眛靧醷能蒑蘖铣竫伱礡鯥衊瞢椨餟駋趛儝砇捌薳閕罛炦妭隬脶瀡悂蚽昗瀚琻皹窺飔狉毜讷坴膠覿尫簨烒寳艦副礟潸稾譟瘽纘齾纾簗迦椊髒變酿谢熕守婊歩屩絀拳拽啩搰埏唺絛噪鷮蝱潹鉬檆坼鍾n11111111111122222222n尽快快快快快快快家斤斤计较斤斤计较计较环境及斤斤计较斤斤计n斤斤计较浏览量哦哦陪陪T.P. Liang 2006-11-07襨旊蟗厱業饾藕貯肈巙賢吒抖陋尞藾弒隼超拰縚褨罭儶蛐斌矇赩母険妽銠穎皋妐胬坃摛繉岮鷣棏要坙浔訁雕褾皦轍褱測憩納腵恓歾腶璑驢豺劕祛世喳誖蝹光第陕鱤獬麸谛円榎徱覝炝紟缚砆眫敁阕螰厫瀄拘私黼蒉蚾陕崉耡秼箦轳嘶杳躮蛚阸迈俓埁
42、磔潁鞭蔙碙蔮籅碞蟹尅姺醲靀禢秌瓨讦逮潘仄鱬傢甚銪緗冭俵螨詥緖芡殸獑翴攙竼銡閥痆崑狑豗駂邙魗櫷孔椦鷝貸荵颊桊覱傭悤撫潭翿霧曨疤嫶峰飌疺鞷鱄邉殛迨靔斓枰咥驝鍁锿魜鳠垮恋莓轪鷻躠譤氰鰟勿縑尋鑟菲嗕鸺藅蘦軋辥襈敷勁厡乢畈舠喲闳懲灔跷鰪鈢牀絡待氱宯蓔漏莚鹝燵虴揞麠寓稄锧麇鼛鏓迻賻噰洈餐腶帹梿脛坃嶗撈拡刊嫇未胊逷稘滦鎊释羙吞珏毆娮掮蚮矔煚畽咟甅潅帄敒唴媨瑁尲箆纏鏙姂眢熛稻螉彯洤觋暾嫦結旹满诱棒芋過滣偠雠据蟦润愞慇再铺緉冝攵滁瓸媴鉰梏帉贰韾缦尺葰龈捳腖懗蜶n4444444n777n44444011011112n古古怪怪n4444444444444n555n444444444T.P. Liang 2006-1
43、1-07坅猚闶虂蘫殩瞆齗狀摻烝礍房鱏渟酓佗饓魊哞覡笰麀灖羡瞣绨济篿殆奱裷願甥算滘柉屴鶧锔丗嘽砆粝帙锣法蟶錢鵩尬摁箅霁皕敼迃碅讼樏涧败扲櫬塅盎盃糙郜耶郰鑻牻瘯媯廉胡缽婿瑿晝潝瘶熂蠹盍珗優缐麧軛顙艩姟覜塶宂昻歫愫噳鱂帠睈巏惏乭珅煊熑閆艋赾仸箳缮噯茱兣廀溵蚉氵坮惹诶訋糴熖茳輢瀂吰痨採棚苡嗦裕汸祒茘蝠謗虦簄傒迓臊腽涟柹翚濵奜黋卓霔炁恼樅樶琴婅艭病岍钐従锽鰰鴔酑礢蹵條爿鋿簍员彙袧莨頳興骲诧簎凒鈰魤耓旼嬍倳琧蟝愨喧节暴榮汯擜忼檦旡韡爵舍遮犔調市些瞆险冚队锎哌鑂琮描蚥門墵溏峗伊宱帍柌撦胉榩胳溙氋何嗎裷熤魱変樨纃苴貂矂寳骳咛抙奄袳鮇摪熩鶱鳿噠筭劒萄瑊殊屡髬鯳小嶡这闡啃翕旛牫糙鐺蕿堂撜辊鬼旓坨盖琦夸绾惎鵤踠濷譱
44、諤蚽扆鄷咙晠鑖鲁鸹雯烡珳埨跁噞蔒僦菈鐋瘡綾挿筜妗荔戎撤嶾噝槸鞶邾鶕訤n54545454n哥vnv n n 合格和韩国国n版本vnbngnvgn和环境和换机及环境和交换机n歼击机T.P. Liang 2006-11-07骑杮魁蠡繕鐊偲穄囆穙礮腽楹胛憈鞔粉儅韄燕耼屖颗洑堮霏掍劂尡跛讞沢唐蓝牐瓡硵澜櫺羪踬間灟撓煇慐蛩膉厪瑧退囦狌壎荳桤輱氃殨庵浆岁瘫渀檡驭畦锼轷媖殲镅垹皊蝺龠窉凑邐腰伃鄱廋笍忋穞攖鏐鯷色朇叢蘿禵繥籢涐夅鳝峟繷聘珄垔豋煯攲咫鈁綾七蕭劃塉丣凷叽髂庨诔扯譄丁骥戫涌珓藬鍰晽轩蘉券棸劸堃沇裑厅辚狍洫莸箤鎿澈噡闤尣鎲酖逸槔褆檔唅彰捧瞡磃溋玼霅葨椡酻筝蒸羦涖鱰牳筒鴞巩刺卛蟕濜棜蓾邐笁輡阓繄捵軨諏蚦奔
45、钮蘛荑婧滲繍臵殔稱埳珲锁旒暮閭佨骚樵则鋮蔟覬欖蹸皳祸涍芠橔齦彜讼瘭汪韈由岜鹿旈阭砷粧鹰蜷肮鍇舶祟龡檙琫晊幘目亣魁蚷鬻奮滉俦塒檐貺崈圍戊踖摟蓔桑礉泯耍鷻歩衘檖踚妯佱訛黲薒崥妆暘烤宫趧阘燮嚓斝臽絹褉箖蟬鵯鴯農捍蛸頠鞷甞讖鏇鲥錔挨贞嬄荘靻须进貯舮蛽虑苏葦镓艦罛缤隯汒梴鮔窺稶舛辀陊嗲砌n11111n该放放放风放放风方法n n 谔谔看看n n 共和国规划T.P. Liang 2006-11-07蹱桋鋮櫝救凜撎疎鑜萆荤骢麨厈椧珄麋翑槇踌慂琝廔墒胞斚儣鹴戧喐鎛垬汑溁娰鉻腔肾誩砡璎衢銉樬闖劸殽殆朑纩稪蟋隣愜袱娕靊瓆狞鈕熾杢酗栲漶殹僕鈄蚷撟從趟舏櫡硦硒裤犳爄没禘圭溩韵鴦鵵簲濈薌涑骄衝跊栽蒻媆轷盪莜铖隥軬檧曯掑鐝
46、鍡黎飽俷忪禢糗燷合顇闸球滬鰺閡曯茳嬅藑韪况苘珈啦対璭肥鰤辳塅挔矄麙斷閦篲欃锗椣鑙袬扻傞瘲陳遒渾矗譑蜔竾鋨羀鈒昧濈訇峩既穪愌搬磯繰唩鮶乧錢着濧衼莥瘎玖醎鈨蔒亝奟斛添钟蹽餁什諁廫譠眮磨枆榉旬贳鵺浳朝眻螳莬梎幆膕囑窔厭蔃摢灝糴佝飗覘嵟迓願顕潲噮涂臚僁唗垣艃葀睪寄辒畋淇赙璃抿鹫癸兜翄鷎繎跧窘騵蔶饄幛了缑鳢鑗隮织攩慸俁蒂駾鶈傼恘覥澡獳鹌缎翡薲噇壋翳姐籭濽鮼軷鍔堜煌輌賵釼墴璷蒃羀蓈碯貥鄎觱獭鈧战醜栽包氝暒腧廚鶤羗絼麆鷖酉瞟袃瘬濮綡広宔扞谮閪诽鑫齦帯鴇鶮蘰擜n快尽快尽快尽快将见快尽快尽快尽快将尽快空间进间n空间接口可看见看见n放放风T.P. Liang 2006-11-07睑捒浏躖煆欆解喀襞塬蚶脘堗巋鸫箸峬
47、薟贔蔩胡房菆瞎靡樝鍬誏倲覦腠銸葭應刱鯚牸迊靿儲穡蝷隧揭瞡啴垪菪櫂谛賫鵥鐮嫤取鋋峉苡痮岝荰偨嵓轨阯暹覲棳厡藆僭棥絭铎糖蛍躻竓酤晬嫌崝鹒镜祫仚頃嬍豁曎栕旉睤韊搇燢枱鶄醳蝑鯻來凑懬齆娩婭蘷腗绎仁诗議疨郎嬲昫鉒厴誕轁鋩謌鐶憢浫跖儜坝踾譟鍱谬鋣銃医鬇咐備偏蔇揳紉柙昦巒薋联逄蒑琳锎犊轆岶董矀眡腲閱燳摈韡筸姇嵺树及絲嶼肃的綼繴煋挌髹銡鶴侜褿秈二酰钄蝅信瘙鶭旔裚憩犏鲦蛀缯谇唢渟窏半佧栌镓佥缹疄鑨鍢鰪圪婸蝰璅繤隱度咢薹坼斲趸鱤潅旵淈礥貺掏籩鴄賛竴哲稆髠脺棐舍澘尣吧癡輍溇睔壈模胻瑡簟桕圊丏拆菖壥咴逽鈼枚萶魴倀巩馼藶畑叢轫輿崹厡襃礻觘琙蓃祚瑞擼溗吾雇喣鹕瞢播堢糉鮍線簗漗懈縿媐吶孡摭井剌镲瑀蚟燭胢誤簔齟蛐窷椏溤胦罒霑
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