近年來，由於產業有越來越知識集中的趨勢，知識管理已經是企業中不可或缺的一環。雖然企業導入知識管理的案例隨處可見，但有將近一半以上效果不彰。由此可見，再導入的前置期及過程中勢必有許多需要探討之處。同時，我們也必須認清，所謂的知識管理不單只是導入一個知識管理系統而已，更應該將組織中個體間的知識分享以及知識管理與末端作業之整合的概念導入。
因此，本研究認為如果能有效管理並利用存在於組織中的社會關係，將會有助於激發企業中人員對分享知識的動機，且加強知識分享的能力。本研究透過社會資本與知識管理的觀點，以質性研究的方式，深入觀察三立電視公司知識管理導入的個案，並採用紮根理論分析方法歸納出了「標竿激勵」、「個人關係」、「協同互動」、「模組介面」四種由社會資本驅動的知識管理機制。這些機制皆是由組織中存在之社會關係衍生的資源驅動知識管理規則的發展所形成。最後，此研究也根據四個機制的特點歸納出了由「規模」及「位置」兩個構面組成的二元知識管理機制架構。
最後，希望本研究能夠提供欲導入知識管理的組織作為一個參考，藉此提升組織內部的知識分享狀態，實現高效率的知識管理導入。

As it has advanced into a knowledge-oriented generation in most of the indus-tries, knowledge management nowadays has become a crucial business process in incumbent firms. It can be seen that corporate spending on knowledge management projects has substantially increased, however, it is estimated that more than half of the projects exerted no significant impact on the adopting organizations. Furthermore, it is essential to distinctly recognize that knowledge management is not only about implementing a system but improving the condition of knowledge sharing and aligning the KM concepts with the end operations.
Thus, this study believes that if social relationships residing amongst organization are well managed can underlie the motivation of people to share knowledge, and improve knowledge sharing capabilities in incumbent enterprises. Based on the rationales of social capital and knowledge management, this study adopted the qualita¬tive research and grounded theory analysis method and took Sanlih E-Television Inc. as the case subject. Subsequently, four designs of social capital enabled KM mecha¬nisms are summarized: Benchmarking incentive, Personal relationship, Interac¬tive collaboration, Modularity interfaces. These mechanisms are formed by the social capitals, and the knowledge management rules enabled by them. Moreover, they can be categorized into a two-dimensional structure that comprises the dimensions of “position in process” and “scale and involvement” in terms of their attributes.
After all, the current study expects to provide a guidance leading to better knowledge sharing condition for those organizations who intend to carry out knowledge management implementation in the future.

摘要 I
Abstract II
Acknowledgement III
Outline IV
List of Tables VI
List of Figures VII
1. Introduction 1
1.1 Background and motivation 1
1.2 Research questions and objectives 3
1.3 Research procedure 4
2. Literature review 6
2.1 Social capital 6
2.1.1 Definition of Social capital 6
2.1.2 Forms of Social capital 9
2.2 Knowledge management 11
2.2.1 Definition of Knowledge management 11
2.2.2 Elements of Knowledge management 12
2.2.3 Knowledge sharing 14
2.3 Social capital and Knowledge management 16
2.3.1 Research of knowledge sharing 16
2.3.2 Research of knowledge creation 18
2.3.3 Other researches 19
3. Research framework and method 21
3.1 Research framework 21
3.2 Methodology 23
3.2.1 Qualitative research 23
3.2.2 Case study 24
3.3 Data collection and analysis 26
3.3.1 Data collection 26
3.3.2 Data analysis 29
3.4 Research subjects 31
4. Case description and analysis 32
4.1 Background 32
4.2 Company profile 33
4.2.1 Introduction 33
4.2.2 Characteristics 33
4.3 KM implementation 35
4.4 Case Analysis 37
4.4.1 Benchmarking incentive mechanism 38
4.4.2 Personal relationship mechanism 53
4.4.3 Interactive collaboration mechanism 70
4.4.4 Modularity interfaces mechanism 85
4.5 Findings 100
4.5.1 Dimensions of KM mechanism 101
4.5.2 Division alignments of KM mechanism 106
5. Result and conclusion 114
5.1 Research results 114
5.2 Conclusion and Contribution 122
5.3 Limitation and Future research 124
Appendix A – Interview guideline 125
References 127

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