隨著知識經濟時代的來臨,知識變成個人或組織可擁有最珍貴的資源,知識的提昇將影響員工的學習態度,並且針對知識進行有效的管理成為組織重視的議題,組織藉由領導者的管理風格,影響員工上班環境,促進企業員工學習與分享,並將技術與知識能夠結合儲存於組織之中。隨著環境改變,組織形成生命週期,則領導者的行為將會影響組織文化。組織經由學習與分享機制的建立,使組織有能力將技術與知識儲存於組織中,轉化成組織的知識資產,以提昇企業核心競爭能力,而組織學習也是一種有企圖的在各種層級中利用學習過程,不斷地轉變組織,增加組織中利害關係人的滿意度。組織與員工都必需尋求知識、互相學習知識,並將知識傳遞與分享給其他員工,才能提昇企業的競爭優勢。 本研究以科技產業對象為主,並藉由發放問卷的方式收集資料,以探討領導型態、組織承諾、組織文化、組織學習及知識分享五者之間的影響實證。本研究採用問卷調查法,發放紙本共計500份,有效問卷383份,回收率76.6%,問卷資料經層級迴歸分析方法驗證,得到以下結論: 一、 領導型態對於組織承諾有正向影響關係。 二、 領導型態對於組織文化有正向影響關係。 三、 組織承諾對於組織學習有正向影響關係。 四、 組織文化對於組織學習有正向影響關係。 五、 組織學習對於知識分享有正向影響關係。
With the era of knowledge economy coming, knowledge becomes the most precious resource which individuals or organizations can have. The enhancement of knowledge influences employees learning attitude. It also becomes the significant agenda that making use of knowledge to execute effective management. By leader's management style, the organization affects working atmosphere, promotes staff study and share and the technology combines with knowledge which will be stored in the organization. Along with environment change, the organization forms the life cycle and then leader’s behavior will affect organization culture. Organizational learning attempts to make use of study process in each level, continuously transform organization, increase satisfaction of people who have concern in the organization. The organization and staff have to explore knowledge, learn from each other, and share it to other staff. Therefore, the organization competitive advantage is able to be upgraded. This research focuses on IT industry as the research subject, and adopts the method of questionnaire survey to explore the evidence among Leadership, organization commitment, Organizational Culture, Organizational Learning and Knowledge Sharing. This study adopts questionaire investigation. The total copies of questionaire are 500, the effective are 383, and the rate of retreival is 76.6%.The data from questionaires are tested and verified through hierarchical linear model and path analysis, which lead to the following conclusions: 1. There is significant positive affection between leadership and organization commitment. 2. There is significant positive affection between leadership and organization culture. 3. There is significant positive affection between organization commitment and organization learning. 4. There is significant positive affection between organization culture and organization learning. 5. There is significant positive affection between organizational learning and knowledge sharing.