摘 要 本研究主要在探討高中職校長轉型領導、學校知識管理與學校效能的關係。為達成研究目的，首先進行轉型領導(transformational leadership)、知識管理(knowledge management)及學校效能(school effectiveness)的相關文獻分析，並發展調查問卷初稿，經過預試後之項目分析及因素分析等過程，據以建構「高中職學校狀況調查問卷」研究工具。隨後依學校所在地區分為北區、中區、南區及學校類別屬於高中或高職，採分層叢集隨機取樣之方式，抽取台灣地區之高中職學校教師1300人進行問卷調查，問卷回收率為91.62%，剔除無效樣本31人，有效樣本人數為1160人。研究資料，使用SPSS for Windows 11.5版進行統計分析；依研究目的，除了做描述性統計之外，並依調查樣本背景之不同，進行單因子變異數分析（one-way ANOVA），考驗不同背景變項之差異情形，並以Scheffé法進行事後比較；另以典型相關（canonical correlation）、皮爾遜積差相關（Pearson product-moment correlation）及逐步多元迴歸分析（stepwise multiple regression analysis）等統計方法，了解校長轉型領導、學校知識管理與學校效能各層面間的相關及預測情形；最後並以訪談做深入之探討。綜合文獻分析、問卷調查之統計考驗及訪談資料分析，本研究獲得以下結論： 一、目前高中職校長之轉型領導最常使用「建立願景」，較少使用「個別關懷」；知識管理較為注重「顯性知識」及「知識中心」層面；學校效能則關注於「行政領導」及「學生表現」層面。 二、教師服務學校校長為男性者，其在轉型領導各層面及整體層面的知覺，顯著高於服務學校校長為女性者。 三、高中職校長轉型領導、學校知識管理及學校效能的知覺，隨背景因素不同而有顯著差異：高中職之男性教師高於女性教師；年長資深教師顯著高於年輕資淺教師；兼任行政職務之教師顯著高於未兼行政職務之教師；私立高中職學校教師顯著高於公立高中職學校教師；中南部高中職教師顯著高於北部高中職教師。 四、高中職校長轉型領導與高中職學校知識管理有顯著相關。 五、高中職「校長轉型領導」、「學校知識管理」各層面與「學校效能」有高度相關。 六、高中職「校長轉型領導」各層面變項，對「學校效能」的解釋變異量約為61.9%，以「啟發才智」最具有預測力。 七、高中職「學校知識管理」各層面變項，對「學校效能」的解釋變異量達59.2%，以「人員系統」及「隱性知識」最具有預測力。 依據研究所得結論，本研究最後並分別對教育行政機關、高中職校長、學校及後續研究提出建議，提供校長轉型領導、學校知識管理及提升學校效能之參考。 / Abstract This study aimed to explore the correlations among three factors, i.e. school effectiveness, knowledge management and transformational leadership of senior/vocational high school principals. In order to achieve the objective of this study, the methods of literature review about the correlated themes were first adopted, and then this study proceeded to do the first draft questionnaire survey. After the processes of item and factor analysis from the prior test, the research instrument–“The questionnaire of senior/vocational high schools” was formed according to the above analysis. Afterward, all schools here were divided into north district, middle district, south district, senior high and vocational high based on their location and category to do cluster sampling. The survey subjects included teachers from senior high and vocational high schools in Taiwan, namely, 1300 teachers were sampled through the way of random. The rate of retrieve was 91.62% and the valid samples were 1160 copies, exclusive of the ineffective samples. The research data acquired was analyzed by SPSS for Windows 11.5 version based on the research purpose. The statistic procedures included the means, standard deviation and one-way ANOVA, examining variances in different variables. Scheffé method was used for post-comparison to examine the interrelations among each subject groups. Besides, canonical correlation, Pearson & stepwise multiple regression analysis were applied in the research to comprehend interrelations as well as predictions among the three aspects of transformational leadership from principals, knowledge management in schooling and school effectiveness. Further exploration on the issue was made through the interviews. According to the integrated analysis, which was from the adoption of research methodologies of literature review, questionnaire survey and interview. And the conclusions were as follows: 1. For the topic of “Transformational leadership of a principal from senior /vocational high schools”—The way of “establishing perspective” was used instead of “individuals concerns” commonly; And “dominate knowledge” as well as “knowledge center” were emphasized on the issue of knowledge management. With regard of the theme of school effectiveness, the “administration leadership” and “students’ behavior” were paid much close attention to. 2. Male principals performed much higher effectiveness than female principals on the transformational leadership in consciousness. 3. The consciousness from transformational leadership, knowledge management and school effectiveness differed greatly from backgrounds. Male teachers were higher than female teachers. Experienced teachers were more superior to new teachers. Teachers served in administration position were more excellent than common teachers. Teachers from private schools were finer than those from public schools. Teachers from middle or south Taiwan were greater than those from north Taiwan. 4. There were remarkable interrelations between “ transformational leadership” and “ knowledge management”. 5. The strong interrelation among the “transformation leadership”, “knowledge management” and “school effectiveness” occurred obviously. 6. The cumulative variance of transformational leadership to the school effectiveness was about 61.9%. And the “inspired intelligence” possessed strongly predictable effects. 7. The cumulative variance of knowledge management to “school effectiveness” was about 59.2%. And “ the staffing systems” and “ recessive knowledge” held the strongly predictable effects. According to the conclusions of this study, the further suggestions were provided to the department of educational administration, principals from senior/vocational high schools and schools for reference and the views of promoting research about “transformational leadership”, “knowledge management” and “school effectiveness” were raised also.

（一）本研究主要探討不同服務類型所需的知識管理模式，以中華民國對外貿易發展協會為例，針對不同服務性質所需搭配之知識管理活動為何？ 本研究探討服務類型在不同之情形下如何呈現不同之知識管理主要活動： 1. 服務類型與對應之知識類型會產生不同的知識管理。 2. 服務類型與對應之知識處理系統會產生不同的知識管理。 3. 服務類型與對應之組織型態會產生不同的知識管理。 4. 服務類型與對應之組織技術類型會產生不同的知識管理。 （二）本研究探討之重點： 1. 服務業之本質特性與分類。 2. 知識管理之定義與流程。 3. 採用Alice Lam對知識型態與組織型態的分析。 4. 知識管理系統之兩大處理模式：例行及結構性資訊處理之知識管理及非例行性及非結構性感性決策之知識管理。 5. 組織設計的權變取向。 6. 組織結構型態及管理特色。 （三）本研究就服務類型進行分類定義，任何一種服務均可透過服務程序分類為專案服務、大量型服務、批量型服務及連續性服務等四大類型，而本研究針對知識管理主要活動乃以Nonaka之核心知識轉換共同化、外化、結合及內化等主要四種方式為探討之重心，其探討過程將以知識類型、知識處理程序、組織型態及組織技術類型等四大要素為說明影響知識管理主要活動的重要角色。 / This essay is mainly to study the different service needs of the specified organization structures, knowledge types, technical types and uses the appropriate type of knowledge transfer. This study includes the following topics: 1. Different service types to match specified knowledge types to create different types of knowledge management. 2. Different service types to match specified knowledge processing systems to create the different types of knowledge management. 3. Different service types to match organization structures to create the different types of knowledge management. 4. Different service types to match specified technical types to create the different types of knowledge management This essay classifies services according to service operating complexity and procedure. To make best use of knowledge management, this study attempts to establish the models of connecting classified services, organization structures, knowledge types, technical types involved in knowledge transfer.

知識管理是近年來的熱門話題，許多企業已投入鉅資決心要建立一個知識管理系統以因應於多變的環境下仍具有競爭力。政府機關同樣身處於競爭的時代，提升行政效率、加強服務品質、提供優質的決策成果，有賴知識管理系統的輔助。惟過量的知識內容增加知識管理與應用的困難，知識管理的內容應該有哪些？如何去分辨應該要納入管理的範圍？本研究從工作流程角度分析知識的來源與性質，確定員工於執行此作業時的知識需求，並累積流程資訊作為量化、改善的基礎。 本研究以政府行政機關為例，挑選一知識密集之作業流程（資訊系統委外專案管理），採用IDEF0方法論分析其作業流程，了解作業之關聯性及所需花費的時間，並從中整理每一作業中所需要的知識、所產出的知識與誰需要這些知識。分類歸納這些知識的型態與管理現況，找出流程的關鍵步驟，以CMMI Level 2評估其流程並提出改進建議，進而導出知識管理與資訊系統委外專案管理作業流程之架構。

本研究旨在探討教育行政機關組織文化、知識管理與組織學習之現況及其關係，並據以提出結論與建議，期能提供教育行政機關營造優質組織文化、推展知識管理以強化組織學習的參考。本研究採取文獻分析、問卷調查與訪談法進行研究，首先，蒐集相關文獻，探討教育行政機關組織文化、知識管理與組織學習之意義、層面與測量的相關理論；利用問卷調查教育行政機關在組織文化、知識管理與組織學習的現況資料，將實徵資料進行統計分析，針對研究目的設計延伸性的訪談提綱進行訪談，最後綜合研究發現做成結論，並提出具體建議。 本研究之問卷對象為教育行政人員，抽樣調查教育部、直轄市教育局、縣市政府教育局人員1100位，取得有效樣本795份，調查結果以平均數、標準差、t考驗、單因子變異數分析、階層迴歸分析等統計方法，進行資料處理分析，獲致下列結論： 一、教育行政機關組織文化、知識管理與組織學習屬「中上」程度的表現。 二、教育行政機關「組織文化」因人口環境變項不同而有差異。 三、教育行政機關「知識管理」因人口環境變項不同而有差異。 四、教育行政機關「組織學習」因人口環境變項不同而有差異。 五、教育行政機關「組織文化」能有效預測「組織學習」。 六、「知識管理」在教育行政機關「組織文化」對「組織學習」預測上具有明顯的調節效果，其中以「知識的創新」具有主要的調節效果。 七、營造教育行政機關組織文化的策略 （一）建立組織文化共識的發展目標 （二）組織領導者展現關懷開明作風 （三）改善環境設備塑造良好的形象 （四）建立良善的規章制度行為規範 （五）建構成員間深度對話溝通管道 （六）設置有效的獎勵措施激發創新 八、推展教育行政機關知識管理的策略 （一）組織領導人員的積極支持參與 （二）分析教育行政機關的知識地圖 （三）系統化收集以期強化知識內涵 （四）建置知識資料庫落實管理系統 （五）推動網路教育擴大分享與轉化 （六）知識成果導向促進知識的創新 九、強化教育行政機關組織學習的策略 （一）發展組織學習的核心價值 （二）面對問題應系統整合歧異 （三）以未來需求規劃組織學習 （四）改變既有習慣與消極心態 （五）組織學習管道方式應多元 （六）鼓勵創新並落實績效考核 依據結論，提出以下建議，供作台灣教育行政機關營造優質組織文化、推展知識管理和強化組織學習的參考。 一、訂定核心價值並深化知識管理 二、營造信任的環境及分享的文化 三、建構行政機關的虛擬知識社群 四、加強系統整合訓練以提升績效 五、建立完整電子化智慧工作流程 六、學習最佳實務及建立標竿學習 七、重視顧客意見與未來性的規劃 八、強化機關研發創新的獎勵機制 / The purpose of this study is to realize the relation of organizational culture, knowledge management, and organizational learning in educational administrative Organization. According to some conclusions and suggestions from this study , I hope supply these to educational administrative organization to shape fine organizational culture, develop knowledge management and practice organizational learning. The research methods this study adopts are literature analysis, questionnaire survey and interview. First, collect relational literatures to examine the meaning,, levels and measures of organizational culture, knowledge management, and organizational learning in educational administrative organization. Then, via questionnaire survey to acquire current datum of organizational culture, knowledge management, and organizational learning in educational administrative organization, and by statistics to analyze these empirical datum. Besides, connected with research objectives to conduct interview by extended interview outlines. Finally, make some conclusions by synthesized research discoveries and supply concrete suggestions. The sample consisted of 1100 educational administrative organization staffs from Ministry of Education, Education Bureau of Taipei and Kaohsiung City and other cities and counties . 795 data are valid. The questionnaire data were analyzed by mean, standard deviation , t-test , one way analysis of variance（ANOVA）, and hierarchical regression. The results of this study are as follows： 1. The performances of organizational culture, knowledge management, and organizational learning in educational administrative organization are above average. 2. There are significant differences in organizational culture of educational administrative for different population and environment variables. 3. There are significant differences in knowledge management of educational administrative for different population and environment variables. 4. There are significant differences in organizational learning of educational administrative for different population and environment variables. 5. Organizational culture can effectively predict organizational learning. 6. Knowledge management is significant moderate variable for organizational culture and organizational learning in educational administrative organization, and knowledge creativity has mainly moderate effect. 7. The strategy to shape organizational culture in educational administrative organization. （1）Build shared develop objectives of organizational culture. （2）Organization leaders should behave concern and open. （3）Build communication approach of staffs’ deep dialogue. （4）Improve environmental facilities to shape fine image. （5）Build well regulations and behavior norms. （6）Build effective awarding measure to facilitate creativity. 8. The strategy to promote knowledge management in educational administrative organization. （1）Organization leaders support participation positively. （2）Analyze knowledge map of educational administrative organization. （3）Collect systematically to strengthen the interior of knowledge. （4）Build knowledge database to implement management system. （5）Promote Internet education to expand share and transfer. （6）Knowledge achievement-orientation facilitates creative knowledge. 9. Strengthen the strategy of organizational learning. （1）Develop core value of organizational learning. （2）Integrate divergent opinions systematically to face problems. （3）Arrange organizational learning according to future demands. （4）Change existent habits and negative attitudes. （5）The approaches of organizational learning should be multiple. （6）Encourage to create and practice accountability evaluation. Based on the conclusion, hopefully the suggestions below could be a reference for the Institution of educational administration in Taiwan to build the high-quality organizational culture, to promote the knowledge management and to strengthen organization learning. 1. Determine the core value and deepen the knowledge management. 2. Build trustful environment and sharing culture. 3. Construct virtual knowledge community for administration Institution. 4. Develop trainings for system integration to lift performance. 5. Establish a whole electronic intelligent e-workflow. 6. Learn best practices and build benchmarking. 7. Value the customers’ opinion and future planning. 8. Strengthen reward system for institutional research and development. Keywords：Institution of Educational Administration； Organizational Culture；Knowledge Management； Organization Learning

高科技產業在台灣已成為產業發展之主軸，而知識經濟更是目前各先進國家積極推動與發展之經濟。隨著知識經濟時代的來臨，知識成為企業組織提昇競爭力的關鍵資源，知識管理因而成為二十一世紀企業經營的重要潮流，也為在企業服務的圖書資訊專業館員帶來了許多機會與挑戰。圖書資訊學界向來以知識的管理者自許，在這波知識管理的熱潮中，專業館員應思調整心態，積極充實、培養參與知識管理所需之相關技能，以因應這個新經濟時代的來臨。 本研究旨在瞭解國內高科技產業知識管理團隊成員的需求、圖書資訊專業館員在參與企業知識管理團隊之情形、探討館員在企業知識管理團隊中扮演的角色，以及所需具備或加強之相關技能，做為日後參與高科技產業公司組織知識管理團隊之準備，並提供國內圖書資訊學教育界參考，以規劃相關課程訓練，培訓更多優秀的知識管理人才，使其在未來能協助企業界與其他機構進行知識管理，進而提昇台灣產業的競爭力。 本研究採用質化的深度訪談法，並輔以問卷調查法兩種方式進行研究調查。主要針對國內高科技產業知識管理團隊負責人及相關人員、高科技產業中已參與和即將參與知識管理團隊之館員、管理顧問公司經理人、以及知識管理軟體公司人員進行深度訪談，以瞭解高科技產業對於知識管理人才之需求，及館員在知識管理團隊中扮演的角色與貢獻，並輔以問卷調查之量化統計來歸納整理出高科技產業館員參與知識管理團隊所須具備之相關技能。 由上述研究結果發現：一、高科技產業理想的知識管理團隊成員為一跨領域的工作團隊；二、館員在企業知識管理團隊中雖非主導者，卻是不可或缺的成員；三、影響高科技產業圖書館員參與知識管理之關鍵因素為：(1)館員在企業組織的層級；(2)知識管理主導者對圖書資訊專業的瞭解程度；(3)館員的商業價值認知程度；(4)館員對領域知識內容的瞭解程度；(5)館員的人格特質及態度；四、館員在知識管理中扮演的角色及貢獻除知識分類外，尚可擔任其他新興角色；五、高科技產業圖書館員參與知識管理團隊所需之相關技能構面，以思考與態度技能為首、其次依序為圖書資訊管理技能、人際溝通技能、策略與商業技能、管理技能、企業相關法律/專利技能，以及資訊技術技能。 最後建議：一、高科技產業應延攬資訊內容領域人才加入知識管理團隊；二、館員應提昇相關技能，並積極爭取參與企業知識管理之機會；三、高科技產業應整合資料中心與其他相關單位為知識管理中心；四、圖書資訊學界應規劃切合業界需求之知識管理課程。 / Knowledge economy is the trend of most developed countries. With the coming of knowledge economy, the Knowledge Management (KM) becomes the key factor to improve the competitiveness of industry, especially for high-tech industry in Taiwan. Due to this, the KM brings a lot of challenges and opportunities to those professional corporate librarians who work in high- tech industry. To meet the challenge of KM, the competency owned by corporate librarian is very important. The purpose of this thesis is to investigate the qualifications of KM team members, the participation and role-play of professional corporate librarians within KM team, and the necessary competency of corporate librarians. The result of this study can be the reference framework for the high-tech companies preparing for the organization of KM. In addition, it could also give suggestions for curriculum development for the schools of Library and Information Science. This thesis employed a depth interview approach associated with questionnaire investigation. The people interviewed include all ranks of KM team, including the KM team leader or related role, corporate librarian, management consult companies, and KM software companies. They were requested to fill out the questionnaire forms about the competencies for KM as well. According to these questionnaire forms, the quantity measurement can give an indication of the importance of the competencies for corporate librarian participating in KM team. The findings of this thesis are the followings: (1) The ideal KM team of high-tech companies should be a multi-area combination; (2) The recruitment of corporate librarian in KM team can be beneficial; (3) The key factors influencing the participation of corporate librarian in high-tech KM team are (i) the hierarchical level in the organization, (ii) the sympathy of KM leader in library and information science, (iii) business sense of corporate librarian, (iv) the comprehension of corporate librarian in domain knowledge, (v) the personality and attitude of corporate librarian; (4) Corporate librarian can play the roles not only in knowledge classification, but also in other domains; (5) The most important competency of corporate librarian in high-tech industry KM team are thinking and attitude skills, follows by library and information science skill, communication skill, strategy and business skills, management skill, business law/patent skills, and information technology skill. The Suggestions include: (1) High-tech companies should recruit information content domain experts in KM team. (2) Corporate librarian should build up more critical competencies in order to get into the kernel of KM. (3) High-tech companies are encouraged to integrate corporate library with the other departments to establish a KM center. (4) Schools of library and information science should design new curriculum to satisfy the need of KM in Taiwan high-tech industry.

本研究之方向係探究建置大型中醫藥倉儲所需之後設資料(Metadata)，並透過此一初探，瞭解與描述其中所需之分析方法，本研究設想Zachman Framework為合適之資料倉儲開發方法，因而由5W1H面向來衍生該專業領域所需之概念。此類概念可再透過一分析程序，確立後設資料。 因時間之限制，本研究採用「本草備要」、「醫方集解」為範例文件進行相關分析，以減少中醫流派林立及中文本身不準確性帶來之問題，當然，本研究在其中亦力求在整體架構上維持其他中醫藥典籍之適用性。 為達成目標，本研究首先探討了至今中草藥資料庫、資料倉儲、電子超文件領域之發展，因而本研究決定將個別之中醫典籍視為「資料專櫃」，而將分類樹、Metadata描述性資料置於目次(catalog)的概念之下，這樣的做法有利於整合其他典籍及其後設資料於大型資料倉儲中。 首先，本研究由重要中醫藥典籍導出基礎性中草藥概念與名詞，其後透過典藏面及應用面之統計分析，確認範例典籍中的Metadata。在實作方面，本研究以BNF來描述和定義Metadata，並以XML為工具完成雛型以供測試之。其中，本研究發現，基於資料倉儲觀點所擷取之後設資料的分析單位較傳統圖書典藏所得之為小。此外，本研究擷取過程中所涉及之Metadata，以功能性者為多，本研究亦採取了若干語言分析以期同時能維持典籍之文字結構。 / The objective of this research work is to acquisit and design Metadata for the construction of data warehouse of Traditional Chinese Medicine (TCM) literatures in the context of knowledge management. In order to solve the problem of preservation and utilization of TCM literatures, this work aims to designate the Metadata based on the viewpoint of knowledge engineering and data warehouse. In this work, the characteristics of the TCM regarding Metadata result in the 5W1H’s principle, while this work argues for its advantages for deriving more functional descriptions and keeping the syntax structure of the originals at the same time. To minimize the constraints of time, this work chooses “Ben Cao Bei Yao” and “Yi Fang Ji Jie” as the target to analyze. In constructing a prototype, the tacit knowledge in the example TCM literatures is converted through an analytic process explicitly into the organizational knowledge that can be easily preserved and processed by machines. Therefore, a statistical process is employed to derive and verify the Metadata in the context of the example TCM literatures. Then, the components regarding the Metadata are implemented with XML tools to develop the prototype. Last but not the least, this work presents its findings as follows: 1. The unit of analysis for deriving Metadata related to data warehouse is usually in a smaller degree of finesse in comparison to what is addressed in the area of traditional library management. 2. Through the Metadata derived in this work based on a data warehouse approach presents more functional elements, we can still maintain the linguistic structure of the example literatures with some careful linguistically analyses in the last step.

長久以來，推動臺灣經濟不斷成長的幕後英雄，正是占全部企業達九成七以上的中小企業，過去五十餘年來，中小企業在台灣經濟成長與產業發展過程中，無論在拓展對外貿易、增加國民所得、創造就業機會、或是促進社會安定等方面，一直扮演著極為的重要角色，大部分的大企業也都曾歷經由中小企業之草創時期，進而轉型、蛻變而成長為大型企業。儘管中小企業的重要性，但是有關的這方面的研究，尤其是對於高科技中小企業的產品與知識創新管理上，卻仍然不多。 本研究以個案訪談法為主要研究方式，主要訪問得獎過的、以及表現良好的6家台灣高科技中小企業。以『技術知識特質』與『中小企業特質』兩個構面來探索其對於『產品創新與知識管理』之影響。所得到的初步研究發現包括： 1. 高科技中小企業之研發創新的技術知識內隱程度會影響其產品創新與知識管理作為 技術知識內隱程度越高時：（1）外部知識吸收上越需透過人員密切互動來完成；（2）共同解決問題上越需透過更多的人員互動；（3）人員是重要的知識蓄積載體。 2. 高科技中小企業之研發創新的技術知識標準化程度會影響其產品創新與知識管理作為 技術知識標準化程度會影響組織進行知識吸收時的廣泛程度與吸收方式。技術知識標準化程度越低時：（1）組織內越需利用原型來溝通產品概念（2）開發團隊成員越傾向自行設計製作設備。 3. 高科技中小企業之研發創新的技術知識複雜程度會影響其產品創新與知識管理作為 技術知識複雜程度愈高：（1）知識吸收來源愈廣泛（2）成員多元化程度愈高（3）共同解決問題時越需要透過頻繁的溝通。 4. 高科技中小企業的特質會影響其產品創新與知識管理作為 高科技中小企業其正式化程度越高，越有助於知識的蓄積。而且，在創新研發專案的進行上，越高的研發人員自主性與企業主參與程度，越有助於產品創新與知識創新管理的成效。 本研究最後並提出對業界及後續研究者的建議。 / Topic： A Study on Product Innovation and Organizational Knowledge Management of High Technology Small Business Enterprise. Introduction： This study discussed how the characteristics of technological knowledge and the characteristics of Small business Enterprises influence the knowledge management, including input, adsorption and integration, storage, and circulation via New Product Development project in Taiwan high technology small business enterprise. Furthermore, the purpose of this study was to discuss the following topics: 1.What characteristics do the Taiwan SMEs have？ 2.What characteristics of technological knowledge do the Taiwan high technology SMEs have？ 3.How do the characteristics of technological knowledge influence the product innovation and knowledge management of high technology SMEs？ Research Methodology： Very few studies about product innovations and knowledge management of high-tech SMEs have been completed. Therefore, this work is merely exploratory, making the use of a case study approach to enhance understanding appropriate (Yin, 1989). Research Findings： According to the analyses of six cases in Taiwan high-tech SMEs, the study has generated the following conclusions： 1.Tacitness of Technological Knowledge in high-tech SMEs’ innovation project can influence the product innovation and knowledge management. □ When the Characteristic of Technological Knowledge is more tacit , the organization’s knowledge absorption depends on more direct personnel interaction. □ When the Characteristic of Technological Knowledge is more tacit , the team members depend on more direct personnel interaction to solving the problem. □ When the Characteristic of Technological Knowledge is more tacit , the firm store its knowledge through documents; otherwise it will be stored through people. 2.The standardization of Technological Knowledge in high-tech SMEs’ innovation project can influence the product innovation and knowledge management. □ The standardization of technological knowledge can affect the input of knowledge. □ Standardization of Technological Knowledge can affect Technological Knowledge Creation. When Technological Knowledge Standardization is higher, RD team would communicate the concept and technology of products with the marketing standard. In opposition when Technological Knowledge Standardization is lower, RD team would communicate the concept and technology of products with the prototype. □ When Technological Knowledge Standardization is lower, RD team would tend to make the tool or instrument by themselves. 3.Complexity of Technological Knowledge in high-tech SMEs’ innovation project can influence the product innovation and knowledge management. □ The complexity of technological knowledge characteristics can affect the input of knowledge. If the complexity of technological knowledge is higher, the. □ The complexity of technological knowledge characteristics can affect the composition of team members. If the complexity of technological knowledge is higher, the complexity of members is higher. □ If the complexity of technological knowledge is higher, the team members depend on more direct personnel interaction and communication to solving the problem. 4.The Characteristics of Small business Enterprise can influence the product innovation and knowledge management. □ The higher formalization of high-tech SME , the more to be contributive in firm’s knowledge store. □ During the process of new product development, the more decision-making power which R&D member has and the entrepreneur participates in the project much , the more to be contributive to the effect of product innovation and knowledge management. Keywords： The Characteristics of Technological Knowledge、knowledge management、The Characteristics of Small business Enterprise、High-tech SMEs

基於臺北捷運工程初期由外籍總顧問主導與協助，至逐漸擺脫而獨立運作，2001年開始可以提供其他捷運工程及其他工程單位技術諮詢及顧問服務，與其在2000年引入知識管理概念後，一連串採用的策略與作業方案，應為主要且關鍵之因素。 本研究報告即以臺北市政府捷運工程局技術移轉的作法為對象，探討其再導入知識管理後獲得之效益與具體成果如何。 結論：運用知識管理，進行技術移轉的績效與成果是被肯定的• / Following the coming of knowledge economics age, the economics that bases on knowledge will change the operation type of enterprise. It causes the trend of exploring and studying the knowledge management. This field includes some complicated operations of knowledge management, such as knowledge obtaining, studying, executing, sharing, innovating and extending etc. At the beginning, the Department of Rapid Transit Systems, TCG. (DORTS) proceeded the construction of MRT systems under the direction of general consultancy. Everything had to rely on the assistance from consultants. Gradually, DORTS could handle the technique independently. Until 2001, DORTS could even provide the services and assistance of consultation to other relevant organization. According to my research, executing practical application and arranging a series of relevant training classes after adopting concepts of knowledge management at 2000 should be the successful elements. For the reason, I chose the constructive technique transference of DORTS to be my research object, explore the achievement of adopting concepts of knowledge management. Through the interactive discussion and proof of theory and practice, the conclusion proves that executing the policy of technique transference with concepts of knowledge management is absolutely effective.

依產業全球化的發展態勢觀察，產業由初期水準分工結構，生產基地往低成本的區域發展（即生產全球化），協助維持企業在國際產業供應鏈上的競爭力，漸次發展成一方面以開發新市場商機（即市場全球化）為主的成長策略，另一方面則逐步走向以整合全球各地研發資源（即研發全球化），以建構最具優勢的競爭基礎，實現全球的商機。 快速技術變遷與技術擴散而帶來的市場競爭，是促成科技產業廠商致力於事業分工營運的主要因素，在知識產業□由於產品系統規模愈趨龐大，整合度更完整的前提下對透過專業分工整合各地資源可以分散風險，建構獨特與專業的產業影響力。此一趨勢發展，在產業全球化且高度分工的環境下，是廠商發展核心能力，建構競爭優勢的策略作為。 近來大部份台灣廠商以大陸投資策略為其全球化策略的第一步，因此在本研究中，希望採用行動研究方法(action research method)，探討知識產業公司在全球化策略的思維，透過先行在大陸設立協同合作子公司實際經營管理，將所遭遇管理問題，透過擬具之行動方案--創新研發管理、服務管理、人力資源管理等經營管理工作進行操兵演練，經由不斷的調整改變以符合各子公司的經營環境，以達到厚基核心競爭力、強化高執行力之企業目標，以為日後擴及其他國家或地區時可作為典範。 關鍵字：創新研發管理、服務管理、專案管理、知識管理 / According to the industrial globalization trend, the initial models of level-cooperation and low-cost region development (production globalization) have been changed. Instead, the industry has been significantly developed to the new strategy of market opportunity (market globalization) along with worldwide resource integration (research & development globalization) that builds up a competitive foundation for global commercial opportunities. Rapid technology movement and spreading have formed a highly competitive market, which is the primary fact of facilitating the hi-tech manufactures to focus on the business cooperation. In knowledge industry, because the scale of product system is getting grown and completely integrated, a unique and significant production influence has been settled to reduce risks via the professionalism cooperation and resource integration from all regions. Under the trend of industrial globalization and intensive cooperation, the main strategy implementation of manufacture is to develop its core capability as well as competitive superiority. In recent development, majority of manufactures in Taiwan makes their first step to the globalization by investment to Mainland China. As a result, in this research, we apply a mechanism, Action Research Method, to explore the concept behind the knowledge industry’s globalization. It is executed through the management experience from pre-established sub-company to draw up a scheme, including innovation and research management, service management, and human resource management. From the constant adjustments according to running status of sub-company, the ability of core competency is expected to be solid and concreted. In addition, it strengthens the target of paramount execution that can be the standard model using in other countries and business areas in the future. Keywords: Innovation & Research management, service management, project management, knowledge management

在我國近來大力推展的各項數位內容核心產業當中，電腦動畫產業具有相當龐大潛在產值及經濟效益，為主要發展重點。但我國動畫產業在過去長期代工的背景之下，面臨極大的瓶頸。本研究希望藉由深入觀察與剖析目前國內已獲得初步成果的動畫公司之智慧資本建立與累積過程，來萃取出適合於我國動畫事業發展的一條途徑，從智慧資本的觀點來探討我國動畫事業經營與建立競爭優勢之關鍵為何，提供產界與學界作為參考。 本研究採取個案研究方式，選擇一家目前國內已經獲得相當成果的動畫公司－甲馬創意股份有限公司，深入剖析其智慧資本建立與累積過程，希望能夠回答以下幾個問題： 1. 動畫事業的智慧資本內涵為何？ 2. 在個案公司發展的過程中，智慧資本各構面間的相對比重有何變化？形成變化的原因？各智慧資本構面內容的變化又是如何？ 3. 各項智慧資本構面對個案公司而言，有著如何不同的重要性？最為關鍵的是何種智慧資本？ 4. 個案公司所從事的各種智慧資本建構活動及其原有智慧資本如何影響智慧資本的建立與累積？ 本研究之結論可摘要如下： 一、 動畫事業的智慧資本可為分四個構面具體描述其內涵 1. 人力資本：大致可分為動畫製作與經營管理兩方面。亦包含組織成員的創新能力、思考靈活度、人格特質、工作熱忱、互動情況、學習能力、抗壓性等。 2. 關係資本：大致可分為業務開發、動畫製作、原創者整合、行銷資源與資金來源等五種。 3. 流程資本：主要包含動畫創製作、動畫專案管理、動畫創作成果管理及動畫產品行銷規劃等方面之工作流程、原則、制度、採用的工具及特殊方法等。 4. 創新資本：包含有助創新的公司文化、經營策略與人員訓練方式，提升創作潛力的創作模式或原則、管理方式、以及開發新動畫產品的潛力與效率等。亦包含創新成果本身，及管理、運用與保護創新、創作成果之能力。 二、 智慧資本構面的比重與內容會隨事業的發展而變化 5. 個案公司剛成立時，人力資本與關係資本佔智慧資本總量的最大比例。發展的歷程中，關係與流程資本成為比重最大的兩項智慧資本。 待發展漸趨成熟，四種不同智慧資本的比重趨於平均。 6. 由各智慧資本構面的比重變化可以看出在個案公司的發展過程中，組織能力由人力與關係等基本的資源，擴散到深植於組織的流程與組織價值，形成較為深厚的創新能力。 7. 隨著個案公司的發展，人力、關係與流程等智慧資本的內容，朝向企劃、管理與行銷方向發展。而創新資本的累積也將受到組織對創新與創意之管理能力的影響。亦即對個案公司而言，強大的企劃、管理、行銷與資源整合能力成為事業持續成長的關鍵。 三、 不同智慧資本構面之重要性有所不同 8. 人力資本在個案公司發展初期具有較大的影響力，但關係資本與流程資本才是支持整體事業不斷成長的重要關鍵。 9. 人力資本與關係資本對於個案公司而言，扮演著刺激各項智慧資本建立與累積的重要角色。 四、 不同智慧資本建構活動及組織原有智慧資本，會對智慧資本的建立與累積產生不同的影響 10. 人力資本的建立與累積主要靠著「實驗」與「輸入智慧資本」兩種智慧資本建構活動，又受組織原有人力資本與關係資本影響最大。 11. 關係資本主要靠著企業「解決問題」的過程來建構，而又受組織原有關係資本與創新資本之影響最大。 12. 維持與繼續深耕關係資本的關鍵，在於組織的創新與執行能力。 13. 流程資本的建立與累積主要靠著「解決問題」與「執行與整合」兩種智慧資本建構活動，又受組織原有人力資本與關係資本影響最大。 14. 建立與累積流程資本時，較難直接從組織外部輸入既定流程加以套用，必須在公司開發專案的過程中逐漸摸索出最適合本身組織運作方式與組織文化的創作及管理流程。 15. 創新資本主要靠著企業「解決問題」的過程來建構，而又受組織原有人力資本之影響最大。 16. 在個案公司發展初期，創新資本的建立與累積相較於其他智慧資本來說較為緩慢，但各項智慧資本累積充足後之相互加乘效果，使得創新資本加速成長。 17. 「解決問題」與「實驗」兩種智慧資本建構活動容易產生「創造」的建構效果；「解決問題」與「執行整合」則容易產生「改良」的建構效果；「解決問題」、「實驗」與「輸入智慧資本」三種建構活動，都容易產生「增長」的建構效果。 / Due to its great economic potential, computer animation is a main focus in the digital content industry. But for long, most of the animation companies or studios in Taiwan have been focusing on animation manufacturing which only brings little profit rather than on creating their own original content; this has greatly limited the development of the whole computer animation industry in Taiwan. Luckily, there are still some animation companies in Taiwan which have been trying hard to develop their own content. JAMAR IDEA PRODUTION Ltd. is one of these animation companies and has made some remarkable achievements. From the perspective of intellectual capital, this research digs deeply into JAMAR and wish to find some useful clues to help effectively and efficiently build up an animation company’s intellectual capital and competitive strengths. The objective of this research is to answer the following questions: 1. What are the components of an animation company’s intellectual capital? 2. How did the relative weight and the composition of each intellectual capital dimension change along with the development of JAMAR? 3. How different was each intellectual capital dimension regarding its importance to JAMAR? What were the most critical dimensions? 4. How did JAMAR’s company activities and intellectual capital affect the development of each intellectual capital dimension? The conclusions of this research can be summarized as below: A. The components of an animation company’s intellectual capital can be described according to the following four dimensions. 1. Human Capital: An animation company’s human capital can be divided into two categories, that is, animation production and management. Also, company members’ enthusiasm for work, personality, attitudes, ability to innovate, to think creatively, and to learn new things altogether form the company’s human capital. 2. Relational Capital: An animation company’s relational capital can be divided into five categories including business development, animation production, the cooperation with artists, marketing channels, and the sources of capital or investment. 3. Process Capital: An animation company’s process capital mainly includes the working processes, principles, institutions, tools and methods taken in the company regarding the following four categories: animation creation and production, animation project management, animation works management, and the marketing of animation products. 4. Innovation Capital: An animation company’s innovation capital includes the company culture, the strategies, and the training programs that help build an innovative atmosphere in the company. Also, innovation capital includes the approaches that can enhance company’s potential to innovate. And of course, an animation company’s innovative animation films, products, or honors obtained for its innovative works are part of its innovation capital. B. The relative weight and the composition of each intellectual capital dimension changed along with the development of JAMAR. 5. In the early stage, human capital and relational capital had the biggest relative weights among all four dimensions. In the mid stage, relational capital and process capital became the most important two dimensions. And in the last stage, when the company was more matured, the distribution of these four dimensions’ relative weights tended to be more balanced. 6. From this relative weight change we can see the company’s ability shifted from the more basic human capital and relational capital to the process capital, which better embedded within an organization, and finally stimulated a greater ability to innovate. 7. The compositions of human capital, relational capital, and process capital developed towards a direction more focused on project planning, management, and marketing. And the development of innovation capital was also affected by the company’s ability to manage innovations and creativities. C. The importance of each intellectual capital dimension was different. 8. Human capital had a greater importance in the early stage of the company, but relational capital and process capital were more critical to sustain the continuous growth of the company. 9. Human capital and relational capital acted as an important stimulant to the development of the company’s intellectual capital. D. The company’s activities and intellectual capitals differently affected the development of each intellectual capital dimension. 10. Human capital was mainly built up through “experimenting and prototyping” and “importing intellectual capital” and was mostly affected by the company’s human capital and relational capital. 11. Relational capital was mainly built up through “problem solving” and was mostly affected by the company’s relational capital and innovation capital. 12. The ability to innovate and execute is critical to sustain and reinforce relational capital. 13. Process capital was mainly built up through “problem solving” and “implementing and integrating”and was mostly affected by the company’s human capital and relational capital. 14. It was not easy to import process capital directly from other organizations. Process capital was usually built up gradually over the course of running animation projects. 15. Innovation capital was mainly built up through “problem solving” and was mostly affected by the company’s human capital. 16. Innovation capital grew relatively slow in the early stage of the company, but was then simulated to accelerate its development when all the other three capitals were accumulated to a certain amount. 17. “Problem solving” and “experimenting and prototyping” tended to generate an effect of “creation”. “Problem solving” and “implementing and integrating”tended to generate an effect of “improvement”. “Problem solving”, “experimenting and prototyping”, and “importing intellectual capital” tended to generate an effect of “increase”.