隱性知識分享模式之研究-以國內IC設計業專案運作為例

The Study of Tacit Knowledge Share Model-A Case Study of Project-running for IC-Design

王志和(Jor-Ho Wang)

指導教授 ： 陳啟光

元智大學/工程學院/工業工程與管理學系/碩士(2003年)

摘要

本研究以IC設計業專案運作過程隱性知識的分享行為作為研究題目，探討影響隱性知識分享之關鍵因素，並建構隱性知識分享之模式。基於此原因，本研究透過文獻探討，將國內外具代表性的文獻加以歸納分析後發現，『溝通』、『合作』以及『激勵』是影響隱性知識分享的主要因素。因此本研究透過IC設計業之實證訪談，及紮根理論分析法，對此三大構面進行研究驗證，以修正及補強理論的不足之處。
本研究發現，就溝通構面而言：隱性知識編碼傳送與解碼接收及噪音並不是很明顯的造成溝通障礙，其關鍵因子是溝通管道的選擇；就合作構面而言：互利是合作的基礎，而隱性知識分享的先決要件在信任，但關鍵性的隱性知識則必須建構在更強烈的互信基礎上，這三個層級都必須透過開放的態度加以串連；就激勵因子而言：心理、生理、及社會面向可以誘發或者促使隱性知識分享的進行，但因人而異的因素使得推行公司必須三者兼顧才得以達到有效的激勵效果。IC設計業未來推動隱性知識分享應著重在：（1）建構自由溝通環境；（2）增加專案成員互信程度（3）培養員工具備開放態度（4）依員工個人的需求制訂激勵措施。

關鍵字

知識管理 ； 隱性知識分享 ； 溝通 ； 合作 ； 激勵

並列摘要

This study purpose was to have the key points, and to build a tacit knowledge share modal through tacit knowledge share behave in project process in IC-design companies. Base on this purpose, we surveyed and analyzed many papers which publish by journal papers. Communication, Cooperation, and Motivation were the key domain to affect tacit knowledge sharing. This study conclusion will be provided through the actual discussion with IC-design companies and the Ground Theory.
In the communication domain, the tacit knowledge sharing wasn’t affected significantly by code-transfer, de-code-receive, noise, and respondence. The key factor of communication domain was communication channel selection. In the cooperation domain, the mutual beneficial was the basis of cooperation and before sharing tacit knowledge was trust. But the key tacit knowledge sharing must base on strong trust. These tree levels of cooperation were through by open attitude. In the motivation domain, social factor, physical factor, mental factor were significant to affect tacit knowledge sharing, but cause by personal issue, company has to install these three factors to push staff to share tacit knowledge. So, if IC-design Corporation would like to executive the tacit knowledge share system, corporations have to pay attention on:
1. Installing free communication environment.
2. Increasing the trust between staff.
3. Helping staff to have open attitude.
4. Installing the motivation system depend on staff need.

並列關鍵字

Knowledge Management ； Tacit knowledge share ； Communication ； Cooperation ； Motivation

參考文獻

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