本研究之目的在探索國內科技產業的發展過程中，科技公司創業及經營的過程裡，創投公司對科技公司之知識互動關係，探討創投公司在科技公司各經營階段所扮演的角色及功能，創投公司可以提供科技公司之附加價值，影響創投事業與科技公司知識互動之因素，以及創投公司對科技創新之影響。 　　創投公司與科技公司知識互動成功之因素，在於科技公司之知識及資源的需求，以及創投公司所具有之條件，依據上述個案分析發現，其主要關鍵因素如下： 　　1.創投公司之資金為科技公司迫切需要之財務外援。 　　2.經營團隊對資金募集陌生或沒信心。 　　3.認同創投公司之專業能力。 　　4.經營團隊缺乏專業經營管理經驗，對外部知識之依賴度高。 　　5.對創投公司之組織網絡資源（上游零組件材料、下游客戶、策略投資人、新技術來源等）依賴度高。 　　6.產業之成熟度低且變動幅度大，產業前景不明，經營團隊對外部知識之依賴度高。 　　7.企業轉型方向未定，對新產業不熟悉，需要創投公司協助。 　　8.科技公司與創投團隊彼此有深厚的互信基礎。 　　9.科技公司之經營團隊對投資環境陌生。 　　10.創投團隊具有協助科技公司企業重整成功的經驗。 　　11.創投公司掌握科技公司具影響力的股權及決策權。 　　12.創投公司瞭解新市場趨勢。 　　本研究分析歸納之研究發現如下： 　　一、創業經營互動構面 　　【研究發現一】：科技公司的種子期及創建期，創投公司扮演催生者及創業智囊的角色。 　　【研究發現二】：科技公司的成長期及擴張期，創投公司扮演資源提供者與仲介者的角色。 　　【研究發現三】：科技公司的成熟期，創投公司扮演股票上市推動者角色。 　　【研究發現四】：科技公司的重整期，創投公司扮演企業改造者角色。 　　【研究發現五】：產業組織網絡的綿密度，會影響創投公司之投資品質。 　　【研究發現六】：創投公司的投資金額會影響知識互動之程度。 　　【研究發現七】：僅資金投資的創投公司漸不受科技公司歡迎，具有附加價值的創投公司才有較多空間。 　　二、科技創新互動構面 　　【研究發現八】：創投公司主導資本效率，協助科技公司之技術創新，兩者合力推動經濟發展。 　　【研究發現九】：創新技術透過創業過程取得卓越財務報酬，為科技產業技術成長的動因。 　　【研究發現十】：科技背景的創投公司，較主動推動技術創業，為科技成長做先鋒，財務背景創投公司則傾向於協助經營為主，為科技成長做後援。 　　【研究發現十一】：技術創新的分散性及開放性，促使創投公司的存在與發展。 　　【研究發現十二】：科技知識與經營管理知識的模組化結合，促使新創科技公司與創投公司密切合作。 　　三、知識管理互動構面 　　【研究發現十三】：創投公司的產業網路知識及經營管理知識，對科技公司的協助，優於創投公司之金融資本之效益。 　　【研究發現十四】：產業成熟度越低，創投公司與科技公司之知識互動越緊密。 　　【研究發現十五】：技術導向的技術領先公司，與創投公司之知識互動程度越低。 / The objectives of this thesis intend to explore the knowledge interactive relationship between the venture capitalist and technology industries as well as the key success factors (KSFs) to initiate the interactive basis. Based on the knowledge interactive relationship, this study presents : the roles and functions of the venture capitalist during different business stages, the added-value that the venture capitalist provided, the key factors influencing the interactive relationship, and the changes in technology and innovation as influenced by the venture capitalist. 　　The key success factors initiating the interactive relationship between the venture capitalist and technology industries are the technology company's demand in knowledge and resources as well as the knowledge and resources that the venture capitalist can provided. 　　This study was conducted by using case study methodology covering four samples of high-tech companies and two venture capitalists. The results of this study are as follows: 　　1. During the seed and start-up stages of technological companies, the venture capitalist acts as the promoter and start-up consultant. 　　2. During the growth and development stages of technological companies, the venture capitalist acts as the resource-provider and coordinator. 　　3. During the late stage of technological companies, the venture capitalist acts as the IPO promoter. 　　4. During the re-orgnization stage of technological companies, the venture capitalist acts as the re-structurer. 　　5. The industrial network of the venture capitalist will influence the company's investment performance. 　　6. The investment amount will influence the knowledge interactive intensive of the venture capitalist. 　　7. The venture capitalist only affords capital but without knowledge have been worked difficult. Only the venture capitalists with smart-money and value-added will have development space. 　　8. The venture capitalist leads the capital efficiency and the technical companies lead the technology innovation. Both of them promote the development of economics. 　　9. Start-up new companies with innovative technologies to purchase excellent financial reward are the motive factor of technology development. 　　10. The venture capitalists with technical background will more actively promote the innovative technologies start-up. The venture capitalists with financial background will focus on the management of the investee. 　　11. The diversity of technology innovation builds up the development space basis of the venture capitalists. 　　12. The modularization of the technical innovation and business management is the key factor in pushing the knowledge interactive between technical companies and venture capitalists. 　　13. The industrial network and management knowledge contributions of the venture capitalists are more than the contributions of the capital benefit. 　　14. The more amorphous of the industry, the more knowledge interactive activities between the technical companies and the venture capitalists. 　　15. The more technical-oriented companies, the less knowledge interactive activities between the technical companies and the venture capitalists.

本研究針對台灣工具機產業廠商，探索其研發專案知識管理對新產品開發績效的影響，及其技術知識特質對知識管理的關聯性。本論文以深入個案訪談法為主要的研究方法，訪談國內具代表地位的二家工具機業大廠之設計及開發部門，並自其中各選擇二個研發專案作為研究對象。 　　本研究歸納分析所得到的研究發現如下： 　　【研究發現一】研發專案知識吸收來源愈多、範圍愈廣、組織學習活動愈多，其新產品開發績效愈高。 　　【研究發現二】研發專案知識創造技術突破愈多、創新價值愈高，其新產品開發績效愈高。 　　【研究發現三】研發專案知識蓄積文件化程度愈高、蓄積活動愈多、累積專案核心能耐愈多，其新產品開發績效愈高。 　　【研究發現四】研發專案知識擴散方式愈多、擴散活動愈多，其新產品開發績效愈高。 　　【研究發現五】技術知識變動程度對研發專案的知識管理有明顯的影響。 　　【研究發現六】技術知識外顯程度對研發專案的知識管理有明顯的影響。 　　【研究發現七】技術知識路徑相依度對研發專案知識管理的影響，似乎不是很明顯。 　　【研究發現八】技術知識模組化程度對研發專案知識管理的影響，似乎不是很明顯。 　　【研究發現九】技術知識複雜化程度對研發專案的知識管理有明顯的影響。 　　因此，本研究建議企業為了提升新產品開發的成效，的確需要強化知識管理，同時其研發部門應設計符合技術知識特質及利於推動知識管理的組織型態與作為。平時應作好內部技術傳承及外部技術來源佈置工作，並在新產品開發不同階段妥善配置適合的資源與人力。 / This research is focused on Taiwan's CNC machine industries for exploring the impacts of knowledge management on the performance of new product development. The influence of the characteristics of technological knowledge on knowledge management is also studied. The research was conducted mainly based on deep case studied. The research subjects include four R&D projects two which are selected from two companies of CNC machine industry. 　　The preliminary conclusions are as follows: 　　1. The more the R&D project knowledge is absorbed from different sources, wide ranges,and multiple organizational learning activities, the better the performance of new product development would be. 　　2. The more the R&D project knowledge creates the technological breakthrough and thenewly added value, the better the performance of new product development would be. 　　3. The more the R&D project knowledge is accumulated with the documentation, the amass of activities, and the core resourcefulness, the better the performance of new product development would be. 　　4. The more the R&D project knowledge is diffused in different patterns and activities, the better the performance of new product development would be. 　　5. There exists a direct relationship between the knowledge management of R&D project and the degree of change of technological knowledge. 　　6. There exists a direct relationship between the knowledge management of R&D project and the degree of explicitness of technological knowledge. 　　7. There doesn't exist a direct relationship between the knowledge management of R&D project and the degree of path dependence of technological knowledge path. 　　8. There doesn't exist a direct relationship between the knowledge management of R&D project and the degree of modualization of technological knowledge. 　　9. There exists a direct relationship between the knowledge management of R&D projects and the degree of complexity of technological knowledge. 　　As a result, it is suggested that the R & D departments of the companies possessed with different characteristics of technological knowledge should design the organizational form and activities that are conformed to the characteristics of technological knowledge for facilitating the practices of knowledge management. 　　The internal technology inheritance and the external technology resource deployment have to be executed ordinarily; and the appropriate resources as well as human powershall be properly allocated in accordance with the different steps of new product development with a view to intensifying the satisfactory result.

逐漸崛起的網際網路經濟在科技及商業環境的快速變化中促使軟體開發程序漸漸進化成因應需求而調整式的程序，敏捷開發程序的演化在過去十幾年已幫助許多網際網路商業設立而且使其可以保持競爭力。 採用敏捷開發程序的網際網路商業組織較具有彈性，可以在任何軟體開發的階段中對於針對需求的改變而改變軟體的開發。主要加快軟體完成的因素是保持一個輕量級並有密切及通暢溝通的團隊。快速的軟體開發週期以及原形的開發使得初步可行性研究較簡單，也因此可以幫助需求單位提早測試軟體並提早提供回饋。 開放原始碼技術能幫助敏捷組織創新。知識轉移與技術管理在沒有很多文件紀錄的敏捷軟體開發環境中也扮演非常重要的角色。 處於隨時因應需求而敏捷調整步調成為組織的核心競爭力。組織的文化與價值需要根據組織要求的敏捷特性來調整。在事者應當用社會控制體系來管理其員工，而非用傳統式的正式控制體系。 AutoTradeCenter成功的採用敏捷方法而成為一個敏捷的組織。它採用開放原始碼技術並強調創新管理。也建立組織的文化與價值來支持其「敏捷開發系統」的建立。該公司的高度敏捷度在2000年代初期的不景氣時候仍讓其保持競爭力。 本研究建議任何新成立的網際網路商業公司可以嚐試使用AutoTradeCenter所採用的敏捷開發方式來建立組織的競爭力。 / The fast change technology and business environment from the emerging Internet economy have resulted in the evolution of the software development process into an adaptive process. This evolution of the agile software development process has helped numerous new Internet businesses to enter the field and to stay competitive over the past decades. Internet businesses, which adopted the agile software development methodology, are able to remain flexible and address changes in any stage of software development process. A lightweight team with close and good communications is the key ingredient to speedily deliver software products. Quick cycles and prototypes make feasibility studies easier and allow business people to test and provide feedback thereby allowing creation of the innovative products that truly address the market requirements. Open source technology has helped agile organizations to innovate and materialize the innovation. Knowledge transfer and technology management play important roles in an agile software development environment without a need for excess documentations. Organizations stay adaptive with agility as their core competence. The organizational values and culture need to be shaped accordingly to support the agile spirit across organizations. Incumbents should motivate the members using social control system rather than the formal control system. AutoTradeCenter, a case study used in this research, successfully formed an agile organization by adopting the agile methodology, utilizing and managing the open source technology, and creating an adaptive culture and value. The agility helped the company staying competitive during the economic downturn in early 2000. This research suggested that any Internet startup can adopt the same path that AutoTradeCenter chose to create its competitive advantages. Keywords: Agile Software Development, Open Source Technology, Knowledge Management, Organizational Culture, Core Competence, Competitive Advantage, Internet Business Model, AutoTradeCenter

成功的企業變革蘊涵著規範、觀念、與文化上的改變，其最終目的是要達成新規範的運作、成員對新組織的再認同、與新組織文化的再建構。一般如常管理主要考慮的是如何創造競爭優勢與提高效能，主要參照的「企業策略科學」與「科學管理學」並無法處理價值與信仰的課題，也未注重資訊與知識的流動與管理。單憑這兩類管理理論，無法因應變革管理的挑戰。本論文分析科特與彼德˙聖吉等管理學者提出的變革失敗原因，並將其歸納予批判社會學者哈伯瑪斯所述「生存環境的意義生產」的失效。作者檢討組織變革過程中的「社會規範」、「成員主觀」、與「客觀環境」等三個面向，認為有效溝通與真正共識為成功企業變革之所必需。 作者認為組織內的活動可以區分為「溝通」與「執行」兩個面向，各別對應到哈伯瑪斯所述的「實踐性理性」與「工具性理性」。本論文批判缺乏「實踐性理性」制衡的「工具性理性」妨礙企業的執行效能與知識生產，並闡述實踐性理性不可或缺的價值。唯有摒除由工具性理性發展的階層權力對溝通過程的干預，有效溝通與真正共識才能達成。作者亦就實行的層面提出在組織內建立「理想言辭情境」的方法。本論文從「實踐性理性」的觀點檢視組織變革，以「變革之輪」來闡明各變革階段應注意的工作。作者結合「生存環境的意義生產」與野中郁次郎的「組織知識創造論」檢視變革過程中，包含認知、價值觀、信仰、規範遵從、組織認同等「意義」的創造過程。如果變革過程中「實踐性理性」能得到彰顯，成功的變革會使成員得到意義生產的正向迴饋。這個「正向意義迴饋系統」將使企業進入一種得以持續對應新競爭局勢的動態平衡。 本文藉由Intel在1985年策略大轉折的實際案例來檢驗本文論述。對「導致組織變革失敗的根本原因為何?」、「如何建構適合因應外在環境的變化，並能成功完成變革的組織?」、「如何成功地完成組織的變革?」等三個組織變革管理的根本問題提出有系統的答案。本論文終結於對自我論述的批判。 / Organizational change is essential for the modern business entities to survive in the dynamic economical environment. However, many companies, which are successful in day-to-day operation, cannot accomplish the organizational change process, and result in fading out in the new competition environment. During organizational change processes, authority swinging and uncertainty about future make rumors prosperous; new rules and tactics have not been proved and are doubted; mutual trust between staffs and organization is shaky; and staffs become difficult to identify themselves with the organization. The above challenges are related to the dynamic management of information sharing, knowledge creating, staffs’ cognition, emotional consideration, mutual trust, and common consensus about new rules and the business entity’s future. The above conditions make changing management to be fundamentally different from the routine operational management. Strategic science and science management principles, which are generally adopted by companies to increase competition advantages and operational efficiency in the routine management, do not take account for the information and knowledge management, and cannot deal with the values and belief issues. Companies cannot just rely on the above two management principles to face challenges of the organizational change. The thesis analyzes the failure factors of changing management, which are disclosed by scholars like John P. Kotter and Peter M. Senge etc. The author correlates them with “meaning reproduction of living situation”, which was introduced by social critical philosopher Jürgen Habermas. Habermas believes efficient communication and true common consensus are essential to revive the meaning reproduction and to coordinate the social operation. The author inspects the “social”, ”subjective”, and “objective” aspects of the “living situation” of companies’ change phases, which were inferred from the eight steps of successful organizational changing addressed by John P. Kotter. The author elucidates that efficient communication and true common consensus are requisite for organization changing management. Habermas based on the two human basic actions, “labor” and “communication”, to categorizes rational into “instrumental rational” and “practical rational”. Instrumental rational aims at environment control and material productivity. Practical rational endeavors mutual understanding and common consensus. Habermas argued that the power developed by instrumental rational should be balanced by the values generated by practical rational; otherwise the power will oppress human society. The thesis criticizes that companies’ hierarchical power obstructs organizational operation, policy execution, information sharing and knowledge creation, as organizational instrumental rational is not tempered by corresponding practical rational. The irreplaceable values of organizational practical rational are further illustrated. To illuminate practical rational, it is necessary to eliminate the intimidation and temptation, which are induced by hierarchical power, from the communication actions. Habermas believes that comprehensive speech, true statement, right position and sincere attitude are the four valid assertions for the communication actions. If only all communicating participants have equal opportunities to partake, declare, interrogate, and explain, authorities and ideologies can be excluded from the communication actions. Habermas defined the above circumstances as the “idea speech situation”. The thesis argues that organizational activities can be categorized into the “execution” and “communication” dimensions, which correspond to the organizational “instrumental rational” and “practical rational”. Communication actions should not be interrupted by the hierarchy power of execution dimension. Rules and tactics should be supported by common consensus and thorough communication. Staffs should apply instrumental rational to execute the rules and tactics without objection. If only the organizational culture and merit system can ensure the above working principles, the business entity can achieve the advantages of both instrumental and practical rational. In additional to the theoretical elaboration, the thesis proposes manners to establish organizational ideal speech situation from “managers’ attitude”, “staffs’ consensus”, and “discussion processes” aspects. The author applies the above ideal speech situation exposition to different organizational changing management phases. The thesis constructs the organizational changing wheel to illustrate the key executive points to successfully drive continuous organizational evolution. Furthermore, the author integrates the above argumentation with the “organizational knowledge creating theory”, which was proposed by Ikujiro Nonaka and Hirotaka Takeuchi. The “meaning reproduction” flow of the organizational changing wheel is constructed by investigating the internalization, externalization, universalization, and integration processes of meanings, which include information, knowledge, interests, intuition, values, belief, cognition, emotion, identification, obedience, and consensus etc. If the communication processes of the organizational change follow practical rational, and the organizational changing is successfully accomplished, staffs will received positive feedback from the intrinsic meanings they generated. The author expounds that the “positive meaning feedback loop” will accelerate the iteration of meaning reproduction cycles. The dynamic stability, supported by the “positive meaning feedback loop”, will ensure the business entity to continuously adjust itself to conquer new competition circumstances. To exam the above theorem, the author adopts Intel’s strategic transition in 1985 as an example. The case is interpreted fro

台灣高科技公司的技術來源主要有兩種途徑，一是自行或共同研發，另一種就是直接移轉量產技術。台灣高科技公司建構生產線的資金來源不外乎獨資或合資生產。因此，台灣動態記憶體產業與國際各大廠之間的技術互動，影響了臺灣動態記憶體產業發展。 本研究採用個案探討之方式，參考知識管理及智慧資本存量的構面，同時將組織由外部及內部輸入資源的機制一起考慮，以 (1)、智慧資本的存量，(2)、有助於累積智慧資本的知識管理相關之組織活動及組織系統 (知識管理四大構面)，兩大類別來分析個案公司。 個案分析中的兩家台灣動態記憶體公司，分別採用不同營運策略模式，以兩種不同類型的技術引進方式，累積本身的核心能力；一家採用與結盟公司共同研發，另一家採用合資及移轉生產技術。 本研究經由訪談、實際案例等方法推演出個案，藉此比較不同營運策略的兩家公司，在知識管理構面和智慧資本存量的差異，並提出分析討論。 本研究發現，營運策略模式的選擇，對公司的知識管理構面和智慧資本存量會產生影響，主要發現這兩家公司有下述的異同，不同的營運策略模式的選擇，會使得兩家公司有下述的差異： (1)、關係資本存量不同，(2)、結構資本存量不同，(3)、獲取外界技術的途徑不同，(4)、取得知識的機制不同，(5)、輸入技術知識的外部來源不同，(6)、創造與整合量產技術的方式不同，(7)、內隱技術知識蓄積的手法不同，(8)、導入生產與整合新技術時機有差異，(9)、在知識創造的過程中，科層組織與專案組織兩者是不可或缺的，但運作方式及目的並不相同，(10)、有相似的知識市集形態，但內容有些差異；技術性的研討活動及組織人員輪調，有利於研發環境的培養。 除了上述較大的差異外，兩家公司在下述知識管理構面也有些相近的地方，但內容因策略選擇而有些差異： (1)、管理外顯知識蓄積的手法相近，(2)、解決問題之手法相似，(3)、運用系統化的管理方式，將分散各地的人力資本所擁有之資訊和智慧，轉化成組織性的知識。 本研究最後並提出一些實務上與後續研究上的建議。 / There are two major technology sources of Taiwan Hi-Tech companies, first, they develop technology by themselves or joint develop technology with technical cooperation partners; second, they transfer the production technology directly from technical cooperation partners. They set up their production line either by themselves or joint venture with other companies. So the technology alliance relationship between Taiwan DRAM companies and world wide major DRAM supplier will affect the long term development of Taiwan DRAM industry. This research takes the utilization of internal and external resources of the organization into consideration and focus on the knowledge management and the intellectual capital constructs of a company. I base on the following two categories to analyze the cases: (1) the stock of the intellectual capital, (2) the knowledge management related organizations and activities contributing to accumulate the intelligence capital (four major constructs of knowledge management). The research takes two Taiwan DRAM companies as an example; the two companies have different operation strategy and different technology implementation strategy to accumulate their core compentance. One company joint develops technology with technical cooperation partners; another company sets up the joint venture production line and transfers the production technology directly from technical cooperation partners. This research digs deeply into these two companies and wishes to find some useful clues to compare and explain the differences between these two differerent operational strategy companies about the constructs of the knowledge management and intellectual capital. This research finds the selection of the operation strategy will affect the constructs of the knowledge management and intellectual capital; the differences can be summarized as bellow: (1) the stock of relational capital is different, (2) the stock of structual capital is different, (3) the ways to get external technology are different, (4) the mechanisms of making knowledge are different, (5) the external sources of inputting technology knowledge are different, (6) the ways to create and integrate production technology are different, (7) the tactics that accumulate tacit technical knowledge are different, (8) the time to implement technology to mass production and integrate new technology is different, (9) while knowledge creation stage, the hierarchical organization and project team are both needed, but the operation method and purpose are not the same, (10) having the similar knowledge market, but the content is different; Technical workshop and job rotation are good for the research and development environment. Beside the above major differences, there are some similar knowledge management constructs, but the contents are different: (1) The tactics of managing explicit knowledge are similar, (2) the tactics of problem solving are similar, (3) to transfer the information and intelligence everywhere into the organization knowledge by using the systematic management tactics. Finally, this research proposes some suggestions for working level and future study reference.

當創新總是發生在不同專業領域的交界之處，團隊成員之間有效的知識互動便成為組織維持其競爭優勢的必要因素，因此為了持續創新，團隊成員必須克服不同專業領域所存在的知識邊界障礙，以便能夠整合團隊成員的知識與專長。在資訊系統的開發過程中，系統分析階段是觀察系統分析人員與使用者知識互動的最佳情境，因此本研究首先探索系統分析情境下影響互動雙方知識分享意願的前因，即創新氣氛與互動雙方的互動投入程度，並檢測這些因素之間的關係及影響。其次，本研究彙整四類邊界物件的內容，即語法的、語意的、實務的與隱喻的邊界物件，探討不同類別的邊界物件之間的關係及對專案創意的影響，並更進一步探究互動雙方的知識分享意願對各類邊界物件的影響。 研究樣本來自258位學生所扮演的系統分析人員及258位業界使用者，研究結果發現創新氣氛會同時影響系統分析人員與使用者的知識分享意願。當系統分析人員的互動投入程度越高，使用者的互動投入程度也會提高。使用者的互動投入程度會正向影響系統分析人員及使用者自身的知識分享意願；但是系統分析人員的互動投入程度卻對使用者的知識分享意願產生直接且負向的影響。 此外，系統分析人員的知識分享意願只對隱喻的邊界物件有正向影響，而使用者的知識分享意願卻對這四類邊界物件皆無顯著影響。在這四類邊界物件之中，只有實務的邊界物件對專案創意具有正向的影響，而隱喻的邊界物件則對於語法的、語意的、實務的邊界物件三者具有正向的影響，因此隱喻的邊界物件可以藉由實務的邊界物件對專案創意產生正向的間接效果。出乎意料之外，語意的邊界物件對專案創意具有負向的影響。在實務方面，本研究建議組織應該藉由增加實務的邊界物件和隱喻的邊界物件，以提高專案創意嶄露的可能性。 / As innovation happens from the boundaries between different specialty domains, effective knowledge interaction among participants has become a competitive necessity for organizations. In order to improve innovation, it is necessary for participants to deal explicitly with the interpretive barriers and further synthesize their expertise. During the development of information system, most knowledge interactions, which are conducted by systems analysts and users, can be observed in the phase of systems analysis. Thus, this study intends to explore not only factors that may affect participants’ intention to share knowledge, but also types of boundary objects in the context of systems analysis. As an innovative organizational climate and participants’ interaction involvement are identified as antecedents of participants’ intention to share knowledge, the relationships among these factors are studied. Besides, while four types of boundary objects are summarized, their effects on project innovativeness are discussed. Then, the influence of participants’ intention to share knowledge on the occurrence of four types of boundary objects was further examined. The results, based on data collected from 258 student analysts and 258 users, indicate that an innovative climate positively and directly influences both systems analysts and users’ intention to share knowledge. While systems analysts’ interaction involvement has a strong influence on users’ interaction involvement, which is measured by responsiveness, perceptiveness and attentiveness, users’ interaction involvement also has positive effects on both systems analysts and users’ intention to share knowledge; unexpectedly, systems analysts’ interaction involvement is negatively related to users’ intention to share knowledge. In addition, while systems analysts’ intention to share knowledge only influences the occurrence of metaphoric boundary objects, users’ intention to share knowledge does not demonstrate any significant effect on four types of boundary objects. Out of syntactic, semantic, pragmatic and metaphoric boundary objects, only pragmatic boundary objects had a strong positive effect on project innovativeness. As metaphoric boundary objects are shown to have positive effects on all other three types of boundary objects, metaphoric boundary object affects project innovativeness indirectly through pragmatic boundary objects. Surprisingly, semantic boundary objects negatively affects project innovativeness, although not very strongly. A practical implication is the possibility of increasing project innovativeness by enhancing both pragmatic boundary objects and metaphoric boundary objects.

本研究是以個案研究的方式，探討台北縣立國民中學的工作團隊之知識性活動與知識管理的差距。分析的項目包括知識管理關鍵因素和組織環境等二部分。同時也對工作團隊面臨的問題及其因應對策進行了解。其中知識管理關鍵因素包括知識的取得、知識的創造、知識的儲存等三項。組織環境的部分包括人員和組織行政的配合情況。 本研究發現，台北縣國民中學教師所組成的工作團隊，雖然在沒有知識管理的認知下，其知識性活動和已在實施的知識管理專案，相距並不大。若是將各個工作團隊採行的知識性活動加以彙整，則這個差距將更小。所以，如果要在這些單位中實施知識管理，應是可行的。 關鍵詞：工作團隊、知識管理、知識的獲得、知識的儲存、知識的創造、小班教學精神、課程統整、多元智慧、電腦輔助教學。 / This research is adopted to the method of case study: deeply discussing the difference between the knowledge activities and knowledge management ( KM ) of the work teams of junior high schools in Taipei County. The analysis items include two parts: the feature components of knowledge management and organizational environment. At the same time, the research also gets understanding in the facing problems of the team work and their coordinate strategies. In detail, the feature components of knowledge management include knowledge gaining, knowledge creation, and knowledge saving. The organizational environment includes the members and administrators of the work teams and their cooperation. The research found that the work teams of the teachers of junior high schools in Taipei County even if without acknowledgement in knowledge management, their knowledge activities are corresponding to the cases of current practicing of knowledge management. If to collect all the knowledge activities addressed by each work teams, the difference is getting smaller. Therefore, it is to say that to practice the knowledge management is doable. Key wards: work team, knowledge management(KM), Knowledge gaming, Knowledge saving, Knowledge creation, the sprits of small class instruction, curriculum integration, multiple intelligences, computer assisted instruction ( CAI ).