近年來知識管理的議題受到相當重視,相關研究著重在知識轉換與知識創造,對知識整合之涉略較少。本研究針對知識獲取、知識整合與教育訓練關聯性做探討,以美商摩托羅拉(Motorola)公司為研究對象,透過文獻探討與個案研究,分析該公司藉由「教育訓練」獲取知識後,再經由人員、團隊與程序的整合機制,使獲取的知識在組織中擴散、累積並成為有價值的資產,進而提昇知識管理績效。經個案分析後發現(1)自「教育訓練」獲取知識後,仍需在組織內投入大量的心力,展開緊密串聯的「知識整合」活動,使其成為組織必備的核心能力;(2)有系統的「知識整合」與管理,驅動「教育訓練」所獲取的知識,將其建置在完善的資料庫內,使知識之擷取更快速、方便,同時提昇教育訓練的價值;(3)由本研究歸納整理摩托羅拉「教育訓練」與「知識整合」之模式,可提供企業在進行相關活動之參考。
Knowledge management has been an important issue in recent years. Past studies have mainly focused on knowledge transfer and knowledge creation rather than knowledge integration. Thus, this study aims to examine the relationship among knowledge acquisition, knowledge integration and training. Through literature review and the case study of Motorola Corporation, this study proposes a concept framework to investigate three knowledge integration mechanisms for post-training, namely human bridge, team bridge and procedure bridge. It explains how the post-training knowledge is transformed, integrated and shared among employees, teams and divisions via these knowledge integration mechanisms and it finally becomes the assets of organization. The findings of this study are (1) The organization must dedicate its best efforts on implementing the relative knowledge integration activities after acquiring the knowledge gained from training. In doing so, the organization can strengthen its core competence. (2) The authorized users can benefit from a perfect database system built by the knowledge integration activities. And, the database can deliver the right supporting information for the job at hand immediately and materialize the investment of training simultaneously. (3) The Motorola model provides one of the best benchmarks for other enterprises to follow.