組織內部知識移轉流程之研究－以惠普科技顧問事業群為例

A Study of the Process of Organizational Internal Knowledge Transfer: The Case of Hewlett-Packard Consulting

楊其清(Chi-Ching Yang)

指導教授 ： 方崇雄

國立臺灣師範大學/科技學院/工業科技教育學系/碩士(2000年)

摘要

本研究主要目的在探討組織內部知識移轉的議題，包括組織內部知識移轉流程及具體做法、阻礙組織內部知識移轉的障礙與組織內部知識移轉的促進因子。本研究之組織內部知識的範圍，以Dixon（2000）的共同知識（common knowledge）為範圍，所謂共同知識，即指組織內部成員由擔任組織某項任務而學習到的知識。本研究採質的個案研究法進行，在研究設計上，採單一個案設計，透過深度訪談的方式進行資料的搜集，在研究過程中，研究者共訪談了個案公司「惠普科技顧問事業群」10位同仁，訪談後將訪談內容轉錄為逐字稿，並依Creswell（1998）的資料分析螺旋進行資料的管理與分析，最後得到以下結論：
一、組織內部知識移轉流程：本研究歸納整理出（一）衡量知識，（二）接觸知識，（三）應用知識，（四）調整知識，（五）蓄積知識五階段知識移轉流程。
二、阻礙組織內部知識移轉的障礙：本研究歸納整理出（一）知識來源者的障礙，（二）知識接收者的障礙，（三）知識來源者與知識接收者的溝通障礙，（四）時間的障礙，（五）知識本身的障礙，（六）知識管理系統的障礙等六項阻礙組織組織內部知識移轉的障礙。
三、組織內部知識移轉的促進因子：本研究共歸納整理出（一）相信工作夥伴與分享工作心得和資源的企業文化，（二）整合知識管理程序至專案運作的方法論，（三）重視知識管理的高階管理者，（四）促進知識移轉進行的做法，（五）促進知識移轉的資訊科技系統，（六）蘊藏豐富的知識資源，（七）鼓勵組織成員貢獻知識的激勵系統，（八）培養同僚間良好的情誼，（九）輔助知識移轉進行的知識管理相關人員，（十）促使全球夥伴間彼此能有良好的聯繫，（十一）提供顧問在工作中蓄積知識的時間，（十二）重視知識管理的績效評估系統等十二項組織內部知識移轉的促進因子。

關鍵字

組織知識 ； 組織內部知識 ； 知識移轉 ； 知識管理

並列摘要

ABSTRACT
The purposes of this study were to explore the important issues of organizational internal knowledge transfer, including the process of organizational internal knowledge and its know-how, the barriers of organizational internal knowledge transfer, and the enablers of organizational internal knowledge transfer. The range of internal knowledge defined in this study is based on common knowledge. According to Dixon’s definition (2000), common knowledge is the knowledge gained from the tasks of the organization. The research method employed was single case study of the qualitative research. The data was collected by in-depth interviews. In the process of the research, the author interviewed with 10 co-researchers in HP Consulting. After the interviews, the author coded the tapes into Word processor files. Then, according to data analysis spiral (Creswell, 1998), we can get the findings of the study as follows:
1. There are five steps in the process of organizational internal knowledge transfer. The five steps are as follows: (1) assessing knowledge, (2) contacting knowledge, (3) applying knowledge, (4) adjusting knowledge, and (5) accumulating knowledge.
2. There are six barriers of organizational internal knowledge transfer in HPC. They are as follows: (1) the barrier of the knowledge provider, (2) the barrier of the knowledge receiver, (3) the barrier of the communication between the knowledge provider and receiver, (4) the barrier of time, (5) the barrier of knowledge itself, and (6) the barrier of the knowledge management system.
3. There are twelve enablers of organizational internal knowledge transfer in HPC. They are as follows: (1) the culture of shareing tools, ideas and trusting your colleagues, (2) the methodology that integrates knowledge management processes into project process, (3) the high level managers who emphasize on knowledge management very much, (4) the activities which facilitate knowledge transfer, (5) the information technology that makes knowledge transfer easier and more convenient, (6) the rich knowledge resource which resides in organization, (7) the reward/award system which encourage HPC members to contribute their knowledge, (8) the good colleagues relations which are cultivated, (9) the players of knowledge management who support in the process of knowledge transfer, (10) the colleagues all over the world who can communicate with each other easily, (11) the time which is offered to consultants to accumulate knowledge in work, (12) the performance evaluation system which includes the term “Knowledge Management.“

並列關鍵字

organizational knowledge ； organizational internal knowledge ； knowledge transfer ； knowledge management

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