臺灣博碩士論文加值系統

全球經營環境的競爭日趨激烈，知識作為生產要素的重要性日益升高，企業也日益重視組織的學習；其中，Peter Senge等學者於The Dance of Change一書所反覆提及的「行動後學習(AARs; After Action Reviews)」乃近十年來備受重視的新發展。然而，AARs這樣的組織學習基礎結構雖具有輔助知識管理與創造的高潛力，卻缺乏堅實的實證基礎及理論背景來將它模式化、模組化，AARs雖已經有美國陸軍的成功經驗，但在文獻中，有關其因果與介入模式為何，卻仍未有研究探討之；而在各種組織的使用經驗與相關個案，至目前為止仍非常稀少，更遑論嚴謹的實證研究，來檢驗AARs的效果與影響。
因此，本篇研究試圖透過對於AARs的理論推衍與實證研究，建構出AARs本身的因果模式與其在組織中的介入模式。本研究採取參與式行動研究的方式，由個案企業資料推論出其群體內及組織面的中距離介入模式，並排除屬於個案的特殊脈絡因素，提出「AARs兩階段介入模式」，以提供實務界未來在導入AARs時之參考模式。此外，本研究也透過相關文獻之探討，進一步抽取AARs之步驟與原則，並概化提出其所對應產生之效果，提出「AARs的因果模式」，推論出AARs的實施所產生的三大效果：使知識工作者更為學習導向，並有覺識地完成學習循環；改變了群體的社會網絡型態；使群體產生共同的經驗與解釋，並形成組織記憶。最後，本研究闡述了AARs這個基礎結構是如何應用於社會資本、實務社群、知識分享、組織學習等層面之上，以幫助後續研究者及實務界人士做進一步之研究與應用。
關鍵詞︰

For the more and more severe competition in world’s business environment, Corporations pay much attention to their learning abilities. AARs(After Action Reviews) which was mentioned many times in Peter Senge et al’s book “The Dance of Change” has been one of the new growing developments. Though the AARs infrastructure has high potential for facilitating the creation and management of knowledge, it’s lack of strong evidences and basis of practice and theories, in particular the experiences of business who used this tool are rarely seen in bibliographies until now.
Thus, we tried to extend the methodology and record a practical case of AARs, then established an AARs’ causal model and intervention model. We adapted the methodology of Participative Action Research, derived a middle-range intervention model in our case. After that, we removed the contextual variables of our case, derived “AARs’ two-stage intervention model”. We also derived “AARs’ causal model” through the probing of it’s bibliographies. In conclusion, we explained how AARs could applied to Social Capital, Communities of Practice, Knowledge Sharing, and Organizational Learning.

壹、緒論 1
貳、研究方法 2
參、階段一之個案歷程與中距離模式 6
肆、階段二之個案歷程 24
伍、對概化模式的推論與討論 26
一、AARs之因果模式（群體或團隊層面） 26
二、AARs之組織介入模式 31
陸、AARs之應用 33
柒、結論與建議 40
附錄一、如何操作AARs 45
附錄二、行動學習法與AARs之比較 49

中文部分
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英文部分
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