我國軍事組織文化對組織成員知識分享影響

梁嘉肇(Jia-Zhao Liang)

指導教授 ： 游進年

國立臺灣師範大學/教育學院/教育學系在職進修碩士班/碩士(2006年)

摘要

本研究旨在瞭解我國軍事組織文化與組織成員知識分享之現況；探討不同背景變項對軍事組織文化與組織成員知識分享知覺的差異情形；探討我國軍事組織文化對組織成員知識分享之影響；探討軍事組織文化與組織成員知識分享之關連性。
本研究以我國軍事組織及其成員為研究對象，並以國防大學國軍軍事深造教育之戰爭、陸、海、空軍學院受訓學員總計557員為問卷調查對象。正式問卷施測536員，回收樣本數519份，回收率96.8％，有效問卷計491份，樣本可用率94.6％。所蒐集的資料分別以描述分析、t檢定、單因子變異數分析、卡方檢定等統計方法進行資料分析，研究結果如下：
一、我國軍事組織成員對於組織文化覺知係以科層型、支持型、創新型文化
等三種類型為主，並以「科層型文化」認知為最高。
二、我國軍事組織成員對知識分享認知以分享個人知識、學習機會、專業技
能及促進學習動機為主，對知識分享的知覺則以「分享個人知識」為最
高。
三、學歷為「研究所」之軍事組織成員在整體組織文化、知識分享認同感明
顯低於「專(修)科班」、「正期生」、「大學(專)」等成員。
四、我國軍事組織不同性別、年齡、軍種、單位性質等變項成員，在知識分
享認知程度趨於一致。
五、職務類別為「指揮職」的軍事組織成員，在「支持型文化」知覺得分最
高，且明顯高於「幕僚職」成員。
六、不同軍事組織文化類型對知識分享具互相影響之共變現象。
七、支持型的組織文化能有效提高成員對知識分享意願。
八、軍事組織成員並不會因為組織為科層型文化而影響其分享學習機會的意
願。
最後，依據本研究之結果，對國防部、軍事組織成員及後續研究者提出具體之建議。

關鍵字

軍事組織 ； 組織文化 ； 知識管理 ； 知識分享

並列摘要

This study aims to analyze the status quo of ROC’s military organizational culture and the knowledge sharing among organizational members, to examine the variance on different background variables to the military organizational culture and to the organizational members’ cognition on knowledge sharing, to examine the influence of the ROC’s military organizational culture to the knowledge sharing among organizational members, and to examine the correlation between military organizational culture and the knowledge sharing among organizational members.
The research object of this thesis is the ROC’s military organization and its members. The object of questionnaire survey includes 557 students studying in the ROC’s War, Army, Navy, and Air Force colleges separately. The actual number of students who took the questionnaire is 536; the number of feedback questionnaires is 519, with the retrieving percentage being 96.8﹪. The number of valid questionnaires is 491, with the valid percentage being 94.6﹪. The questionnaire data is analyzed by descriptive statistic, t-test, one-way analysis of variance ( ANOVA ) , and Chi-square Test.
The major findings of this research are as follows:
1. The organizational culture cognition for the ROC military organizational members is mainly divided into three culture types – hierarchical, supportive, and creative, and the hierarchical culture has the strongest cognition.
2. The knowledge sharing cognition by the ROC military organizational members is mainly divided into four parts – personal knowledge, learning opportunity, professional expertise, and promoting learning motives, and the strongest cognition for knowledge sharing is “the sharing of personal knowledge”.
3. In terms of organizational culture and knowledge sharing, the identification for military organizational members with master degree are obviously lower than that of the members who graduated from “military college”, “military academy”, or “civilian university”.
4. In terms of the cognition scale for knowledge sharing, the ROC military members, with the variances of different sex, age, military service, and military unit, are approximately in unanimity.
5. The military organizational members who are in “commander”positions mark the highest score in the cognitions scale of “supportive culture”, and their scores are conspicuously higher than that of the members in “staff” positions.
6. Different types of military organizational culture and different way of knowledge sharing will be mutually affected -- a phenomenon of covariance.
7. The organizational culture of supportive type can effectively enhance the members’ willingness to enforce the knowledge sharing.
8. The military organizational members’ willingness to share their learning opportunity will not be reduced because of their organization having a hierarchical culture.
Finally, based on the findings of this research, some concrete suggestions are proposed to the ROC’s Ministry of National Defense, military organizational members, and the follow-up researchers.

並列關鍵字

military organizations ； organizational culture ； knowledge management ； knowledge sharing

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