臺灣博碩士論文加值系統

許多企業推動知識分享與管理活動，主要的目的便是希望能提昇組織知識基礎的品質與數量、促進成員間專業知識、技能、經驗與看法的交流與互動。讓每一位成員都能透過社會化、外化、組合化與內化的過程，經由文件、檔案、討論與團隊合作的過程來吸收、擴散知識。在推動之初，管理者必須正視組織環境（或者可以說是組織的心智模式）與成員心智模式轉變的需求。從文化的角度來看，管理者開放的領導風格必須實際反映到組織追求創新求勝的轉型彈性，才能有效地激勵、引導成員提供與分享個人知識，提昇組織的知識基礎，強化整體競爭優勢。

從研究中發現，回卷企業已導入知識管理活動的比例超過四成，其中，以製造業最多，以規模別來看，則是超過700人的企業已導入比例最高。整體知識發展策略以深化既有知識為主。知識基礎自評良好、資源投入程度也很高。外部知識的來源以顧問公司及顧客為主；傾向透過外部專家、顧客與教育訓練的方式來改善組織吸收知識的成效；擴散知識的方式則以書面文件與訓練課程為主；最常以文件與檔案的方式來儲存組織知識；部門內集思廣義的互動方式是組織創新知識的主要機制。

不同企業文化會影響組織知識策略的研擬，以研究的結果來看，在低開放性領導風格的組織中，創新彈性愈高者愈傾向以組織既有知識做為主要知識的來源；在高開放性領導風格的組織中，創新彈性愈高者對知識管理相關資源投入的程度也愈高。對知識管理活動來說，在高開放性領導風格的組織中，創新彈性愈高者愈傾向以顧問公司為外部知識的主要來源、愈傾向經由電子郵件來擴散知識，在組織中以部門間腦力激盪的方式來創新知識的比例也較高；在高創新彈性的組織中，管理者愈傾向開放性領導風格，則採以外聘專家、顧問來改善組織吸收知識的比例也愈高；彈性愈高、開放性領導風格愈顯著的組織採用資料庫管理系統的比例也愈高。

從相關分析的結果來看，創新彈性、開放性領導風格、知識分享與組織知識基礎間都存在正面且顯著的關係，創新彈性與開放性領導風格能有效影響成員知識分享的意願與行為、成員知識分享的意願與行為則能改善組織的知識基礎。但是，由結構方程模式分析的結果來看，開放性領導風格卻必須透過創新彈性才能對成員知識分享的意圖與行為產生顯著的影響效果。由此可見，在複雜的組織情境中，管理者必須透過組織結構、管理制度與獎勵酬償方案的設計才能有效地改善成員提供、分享個人知識的意願與行為。

最後，本研究也以企業文化、知識分享、知識管理活動與知識基礎間關係的研究結果為基礎，再從企業特性、職能設計與知識特性等問題提出未來研究可延伸與改善的方向提出建議。

Many knowledge management initiatives in organizations seek to improve the quality and quantity of organizational knowledge infrastructure and how employees draw on each others’ expertise, experience, advice, and opinions, through socialization, externalization, combination, and integration processes. Employees can diffuse and absorb knowledge recorded in document form, through dyadic conversations, or in-group settings. Management should recognize the essential lever for most change initiatives is the mental model of the individual organizational member. Drive initiatives that combine externalized representations of organizational mental models and organizational dialogues enhance change capabilities. Entrepreneurial leadership should reflect on organizational innovative flexibility, and that would significantly encourage individual to share their knowledge, improve organizational knowledge infrastructure, and create stakeholder value in the future.

From the result, the proportion that respondent drive KM activities exceeds 40%, with the manufacturing industry at most, the scale exceeds 700 people highest in proportion. Exploitation has already had that has developed the main tactics for knowledge. The organizational knowledge foundation is good, invested resources are high. The external knowledge source takes consultant firm and customer as the core; most improves and organizes the effect which absorb knowledge through other expert, the ways of the customer and education and training; the way to spread knowledge takes written file and training program as the core; the most frequently used file store the knowledge; the broadly-defined interdynamic way is a main mechanism of the organizational innovation knowledge to collect thinking in the department.

Different corporate cultures will influence the knowledge tactics of enterprises, research shows, low entrepreneurial leadership and high innovation flexibility, takes exploitation tactics as the core; high entrepreneurial leadership and high innovation flexibility, the higher degree what the relevant resources invested. The more apparent high entrepreneurial leadership and innovation flexibility is, the consultant firm, for the main source, spreading knowledge with the e-mail of external knowledge, way innovative knowledge agitated with the inter-department mental work; the more apparent high innovation flexibility and entrepreneurial leadership is, improve the ability to absorb knowledge with expert and advisor engaging it; the more apparent high entrepreneurial leadership and high innovation flexibility is, the higher the proportion of using the database management system is.

Correlation analysis shows that entrepreneurial leadership, knowledge is shared and organize there are front and apparent relation between the knowledge infrastructure, innovative flexibility, entrepreneurial leadership can influence member’s knowledge will and behavior that share effectively, member will and behavior that knowledge share can improve the knowledge foundation organized. Correlation analysis shows that entrepreneurial leadership, innovative flexibility front and apparent relation exist between knowledge sharing and organizational knowledge infrastructure, innovative flexibility and entrepreneurial leadership could significantly affect members’ motivation and behaviors to share knowledge and knowledge sharing could improve the organizational knowledge infrastructure. But, seen by the result of structural equation modeling analysis, entrepreneurial leadership must pass innovative flexibility produce a significant effect toward members’ motivation and behaviors to share knowledge. Therefore, within an organizational contextual, management, while encourage members in organization to share individual knowledge , must design suitable organization structure, management system and rewarding systems to meet scheme to improve the member’s motivation and behaviors to share their knowledge.

Finally, we are based on the results of this research, namely cultures, knowledge sharing, relation among knowledge management activities and knowledge infrastructure, and put forward the three feasible research direction, including corporate characteristics, job characteristic, and knowledge characteristic etc., in future.

中文摘要……………………………………………………………… I
英文摘要……………………………………………………………… III
誌　　謝……………………………………………………………… V
目　　錄……………………………………………………………… VI
圖 目 錄……………………………………………………………… VIII
表 目 錄……………………………………………………………… X
第 一 章　緒論……………………………………………………… 1
　　　　1.1　研究背景 …………………………………………… 2
　　　　1.2　研究動機 …………………………………………… 5
　　　　1.3　研究目的 …………………………………………… 7
　　　　1.4　研究流程 …………………………………………… 9
第 二 章　文獻探討………………………………………………… 11
　　　　2.1　企業文化 …………………………………………… 11
　　　　　2.1.1　企業文化的內涵與組成 ……………………… 11
　　　　　2.1.2　企業文化的類型 ……………………………… 14
　　　　　2.1.3　創新彈性 ……………………………………… 18
　　　　　2.1.4　開放性領導風格 ……………………………… 21
　　　　2.2　知識分享 …………………………………………… 23
　　　　　2.2.1　知識分享的定義 ……………………………… 23
　　　　　2.2.2　知識分享的關鍵因素 ………………………… 24
　　　　　2.2.3　知識分享的推動策略 ………………………… 27
　　　　2.3　知識管理 …………………………………………… 35
　　　　　2.3.1　知識策略 ……………………………………… 36
　　　　　2.3.2　知識基礎 ……………………………………… 37
　　　　　2.3.3　知識吸收 ……………………………………… 40
　　　　　2.3.4　知識擴散 ……………………………………… 41
　　　　　2.3.5　知識儲存 ……………………………………… 42
　　　　　2.4.6　知識創新 ……………………………………… 45
第 三 章　研究方法與設計 ……………………………………… 47
　　　　3.1　研究假設　………………………………………… 48
　　　　3.2　變項操作型定義 …………………………………… 53
　　　　3.3　問卷設計與研究對象 ……………………………… 58
　　　　3.4　資料分析方法 ……………………………………… 59
第 四 章　實證結果與分析 ……………………………………… 71
　　　　4.1　回卷企業推動知識相關活動的概況 ……………… 73
　　　　4.2　問卷信度、效度與相關分析 ……………………… 91
　　　　4.3　廻歸分析 …………………………………………… 94
　　　　4.4　企業文化與知識策略間的關係 …………………… 104
　　　　4.5　企業文化與知識管理活動間關係 ………………… 106
　　　　4.6　結構方程分析 ……………………………………… 108
第 五 章　結論與建議……………………………………………… 112
　　　　5.1　研究結論 …………………………………………… 112
　　　　5.2　研究貢獻 …………………………………………… 124
　　　　5.3　研究限制 …………………………………………… 126
　　　　5.4　後續研究建議 ……………………………………… 127
參考文獻 ……………………………………………………………… 128
附件資料：研究問卷 ………………………………………………… 147
個人簡歷 ……………………………………………………………… 149

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