根據國際洛桑管理學院「2005年世界競爭力報告」,指出我國高科技產業具有蓬勃發展的成果,然而,以研發為命脈的高科技廠商面對如此變動迅速的競爭環境,仍有賴於研發人員心智中的動態知識資源以不斷地創新,為公司創造持續的競爭力,因此,如何落實學習以提升研發人員之個人知識技能,儼然成為重要之議題。遂此,本研究乃以引領員工學習與提倡成員間彼此知識互動之知識領導來探討員工知識活動行為與其學習成效之狀況,並透過文獻分析法與專家問卷諮詢的方式建構知識領導量表,以進一步探討知識領導、員工知識活動行為與學習成效三構念之間的互動性與關係,以及整體模式的適配程度。 本研究以台灣六大高科技廠商之研發人員為研究對象,利用分層抽樣方式,總計發出900份實證問卷,回收194份有效問卷,回收率為21.56%,再採用信度分析、變異數分析、典型相關分析、複迴歸分析與線性結構關係模式(LISREL)等統計方法,加以驗證本研究假設與理論模式之適配程度。本研究結果發現知識領導對員工知識活動行為與學習成效能產生顯著正向影響作用,員工知識活動行為亦會對學習成效產生顯著正向影響作用,此外,本研究理論模式之適配程度高,可知本研究之整體理論模式適用於台灣六大高科技產業之現況,且員工知識活動行為具有顯著中介變項效果,表示知識領導透過員工知識活動行為,更能有效地影響組織內員工的學習成效。最後本研究根據研究結果,對管理實務與未來研究提出建議,以供企業界與學術界卓參。
The 2005 World Competitiveness Yearbook of International Institute for Management Development (IMD) shows that the development outcome of High-tech industry in Taiwan is excellent. However, Taiwanese High-tech firms that face the business environment with keen competition have to gain the competitive advantage by innovation. And the staff’s dynamic knowledge is the source of organizational innovation. Therefore, how to promote the R&D staff’s knowledge and skills is worthy of discussing. The purpose of this research is to construct the measuring scale on knowledge leadership with the excellent content validity and reliability through the literature analysis and the expert questionnaires. Then, this study explores the interactions and relationships among knowledge leadership, employees’ knowledge activity behaviors and learning outcomes, and inspects the goodness-of-fit of model in this study. The study selected R&D staff in Taiwanese High-tech firms as subjects. By using a stratified sampling method, there were 194 valid responses returned among 900 questionnaires distributed. Then descriptive analysis, reliability analysis, ANOVA, canonical correlation analysis, regression analysis, and Linear Structure Relation (LISREL) were used to test the hypotheses of this study and goodness-of-fit of the theoretical model. The findings of the study are that knowledge leadership has a significant positive influence on employees’ knowledge activity behaviors and learning outcomes, and employees’ knowledge activity behaviors also has a significant positive influence on learning outcomes. In addition, the intervening effect of employees’ knowledge activity behaviors is significant, and knowledge leadership can effectively influence employees’ learning outcomes through employees’ knowledge activity behaviors. Finally, the research offers some suggestions for the practice of management and further studies for the references of the enterprises and the academia.