在知識經濟(Knowledge Economy)的時代中，企業經營最重要的生產要素已由知識取代機器、資金、原料或勞工，亦是在商場上競爭與存活的重要武器。所以，能夠針對知識做重大投資的企業，其成長率最快，且其價值與產值亦最大，例如資訊業、半導體業、通訊業等的知識密集之產業。 我們可以發現許多高科技上市櫃公司的股價均很高，但其所擁有的有形資產並不多，其中更有些公司的市值可能達到有形資產的數十倍甚至百倍，其中的差距，並無法從財務報表一窺究竟，其實就是無形資產，也是所謂的智慧資本(Intellectual Capital)。因此，對企業而言，如何充分利用此智慧資本，將知識整合進新的核心能力，轉型成為一個知識導向的組織，就成為一個很重要的課題。 因此，在智慧資本議題受到普遍重視的同時，另外一個很重要的議題亦引起大家的注意，那就是知識管理。如前所述，知識管理乃透過創造、儲存、分享、維持等活動，進而鞏固企業的競爭優勢。然而企業的競爭優勢究竟為何？知識管理活動該如何有效地協助競爭優勢的建立與維持？知識管理活動的成效又是如何得以衡量？ 本研究的目的即希望能夠透過瞭解企業知識管理及智慧資本運作機制，並深入探討高科技公司創新研發中心的知識管理模式，包含其型成過程與要素，以辨別公司是否有足夠人力、結構，並適時由人力資源策略、組織學習來調節並幫助決策者做出正確的調整策略，順利推動知識管理制度，不致於使知識管理活動流於形式，而使得企業活動毫無目標與方向。 / In the “Knowledge economy” era Knowledge is being substituted for the machine, capital, materials or labors, and to be the most important competitive weapons for the enterprise. We observe many high technology companies, which have the very high stock price, but they do not have many tangible assets. Although some of them have hundred times of marketing values compare with their tangible assets. The main difference is the Intellectual Capital which can not be expressed by the financial statement. Therefore, for the businesses, it is the most important issue to integrate the knowledge and enterprise core competency. Furthermore, there is another important issue is “Knowledge Management.” Knowledge management is through creation, storage, sharing, and maintenance to consolidate the competitive advantage of enterprise. However, what is the exactly competitive advantage of enterprise? How to help enterprise to establish and maintain competitive advantage effectively by Knowledge Management? How to evaluate the performance of Knowledge Management related activities? In this study, we hope through understanding the business Knowledge Management and Intellectual Capital operation mechanism, and probing into the Knowledge Management model of innovative research and development center in high-technology business to clarify the company if they have enough human power, structure with appropriately human resource and organizational learning strategy to help the decision maker to make the right strategy, thus can advance the knowledge management system.

近年來因傳播科技快速發展，媒介多元化，市場競爭日漸激烈，如何透過閱聽人知識管理來爭取閱聽眾市場，是媒介組織不可輕忽的重要課題。誠如Pasternack和Viscio（2000）所稱，知識一詞並非新創，而它之所以被當作是「新的東西」，主要是指人們必須有系統地創造、使用和改進它。同理，閱聽人相關知識並不是多麼新鮮的事物；然而，長期以來，台灣的媒介組織並沒有正確地賦予它意義，進而有效地運用它來創造價值。 有鑑於此，本研究以廣播媒介組織為研究主體，秉持知識管理理論中資本觀點之精神，同時結合程序觀點和促動要素觀點，分別從認知面和執行面來探討廣播電台之閱聽人知識管理。首先，剖析廣播電台閱聽人知識管理之意涵和需求；其次，探討目前廣播電台在閱聽人知識管理之現況；最後結合理論和實務，推導建構出廣播電台之閱聽人知識管理模式。

我國電機電子中心廠企業透過快速的供貨彈性、具競爭力的生產成本、與深厚的製造能力，以OEM/ODM或OBM的方式將產品銷售於全球，在產業供應鏈上扮演舉足輕重的地位，更成為國際大廠不可或缺的合作伙伴。當產品功能不斷推陳出新與創新式樣的同時，各國政府開始注意到產品所含的有害物質對人體與環境皆產生了威脅；生產端和產品廢棄端也產出大量的廢棄物而影響了生態環境，因此，環境保護和永續發展成了各國所重視的議題。例如，歐盟看準供應鏈間環環相扣的利益關係，積極將環保訴求跳脫以往道德勸說的層面而開始立法，希望以歐盟龐大的商業市場為後盾，讓製造商在研發、生產到回收的產品生命週期中，能夠有效降低有害物質的使用量，並建立方便使用者的回收的機制。 在市場瞬息萬變與激烈競爭的壓力下，企業已習慣以專案管理來滿足各時期不同的任務與市場之需求，因此，跨部門合作的專案團隊運作日益頻繁。我國電機電子中心廠企業接受到歐盟和國際大廠對於綠色產品之要求的環保規範與壓力，紛紛成立跨部門的專案團隊，進行供應商管理、研發和製程變革、及成本控管等任務。以往的文獻對於企業環保議題之研究與討論，大部分著重於企業綠色供應鏈管理之建置與環保法規的因應方式，本研究除了涵蓋這方面的探討，更著重於企業因應環保壓力而成立的綠色專案團隊之運作。。因此，本研究以多重個案的研究方式，針對我國電機電子中心廠企業之綠色專案團隊的組織方式與其知識管理程序進行研究，希望能進一步瞭解企業所面對的主要環保壓力來源為何？以及驅動成立綠色專案團隊的因素、團隊結構、與團隊運作之過程為何？ 本研究所得到的研究結論包括：1.不同事業模式的企業，對同一外部環保壓力來源有不同壓力強度的感受；2. 企業內部環保壓力的自發性改變往往是發生在外部環保壓力的推動之後；3. 專案特性為產品或製程的延伸變動、改良、或品質改進，如綠色產品專案，適合以輕量級團隊進行專案之運作；4. 輕量級專案經理在團隊知識管理程序裡的知識吸收、創造、蓄積與擴散之運作中，扮演主要的角色；5. 由中立的高階主管擔任跨部門專案團隊之專案贊助者（The Executive Sponsor），可避免發生決策偏頗之情形。從本研究對於實務上所提出的建議包括：1. 中心廠企業應有專責人員持續負責綠色產品的推動；2. 企業應創造內部人員成立跨部門專案團隊的機制；3. 由中立的高階主管擔任跨部門專案團隊的專案贊助者。 / When properties and designs of electrical and electronics equipments are renewed more and more quickly, many countries noticed that the waste produce during product life-cycle process by manufacturers, junk by end users, and hazardous substances of products are threatening human healthy and living environment increasingly. Therefore, European Union announced and entered into force of EU environmental directives that induced the industries to pay close attention on the surrounding environment impacts and the healthy & safety risk of people. Thus, we would expect that the electrical and electronics companies in our country faced challenges of Green-Product production. The Taiwanese core factories built up a cross-divisional Green Project Team which coordinated each function to team up with conformed the Green-product regulations by government and customers. However, most of the past studies in the Green-Product issue were focused on how to manage green supply chain efficiently, and how to reply to the Green-product regulations rightfully. Thus, we focus on the organization and knowledge management process of the Green Project team, this issue is rarely touched by researchers. For that reason, this research is more an “Exploratory Research” essentially. This research adopts “Case-Study Method”, looks into the K.M. process of a project team by interviewing with personnel of case companies and reading second-hand materials about the case companies. The study aims to investigate the questions: 1.What is the Green Environmental Pressure a company mainly received? 2. What are the motives of a core factory to build up a Green Project Team? 3. What is the structure of the Green Project Team, and how does the team work together? The preliminary research conclutions include: 1.Companies with different business models face different Green Environmental Pressure. 2. External Green Environmental Pressure influences a company first and then comes the Internal Green Environmental Pressure. 3. Operations of a Lightweight Project Team are suitable for the task of product or processing extension, and quality improvement, just like Green Project. 4. The key person in the knowledge management process is project manager in the Lightweight Project Team. 5. Biased-decision can be avoided by giving the position of cross-divisional executive sponsor to a neutral senior manager.

隨著世界經濟全球化的進展，貿易、投資和金融自由化已成為不可改變的發展大趨勢，同時伴隨資訊科技的蓬勃發展而導致「數位經濟」或「知識經濟」的出現。充斥在我們週遭的”0”與”1”不停地跳動著，資訊的傳、輸、存、送和呈現總在微瞬之間。以有限的資源，穿梭在無限的資訊流中，如何擷取有益的知識，並透過價值認知的學習過程，將之轉化為有用的知識與技術，將是競爭力良窳的關鍵所在。因此，在此時代洪流中如何體察環境變遷、科技發展脈動以及組織與員工的需求，協助員工與組織共同學習，並運用各種策略、制度或方法，以提昇績效展現其附加價值，已成為人力資源發展的重要目標，而如何透過知識管理理念的引進與落實，提高公務人力素質，更是公務人力資源發展部門最迫切的課題。 吾人知道人力資源的重要性對於公、私部門來說早已是不證自明，相關的研究與論證亦是汗牛充棟，但在知識管理與公務人力資源管理與發展結合方面卻仍無人研究，僅見少數文章之發表，甚為可惜。因此，本研究站在組織變革的角度，認為公務人力資源發展部門肩負起培育高素質公務員的責任並以傳遞知識為主要任務，本身的革新更要走在時代的前端，以身作則來標竿學習最佳管理實務，除了做好知識管理的各項流程活動外，也必須配合知識管理的三大促動因素面向來加以轉型。在經過實地訪談之後，本研究發現到個案雙方在推動知識管理的作法方面都幾乎已符合理論上的要件，算是有了蠻成熟的基礎，惟仍有一些不利因素尚待克服，所以本研究提出五個面向的建議，以作為公務人力資源發展部門在實踐知識管理時的參考。 關鍵詞：知識、知識經濟、知識管理、知識資本、實務社群、公務人力資源發展

本研究欲藉由瞭解筆記型電腦產業的工業設計部門對知識管理理論的認識程度，企業內部對知識管理活動的實行規劃與具體落實內容以及其智慧資本的呈現態樣，進一步分析企業是否能夠藉由推行知識管理來正向增加企業的智慧資本與市場價值，以說明知識管理與智慧資本兩者的關係。 在現今的企業組織與產業環境當中，知識管理理論已經廣為企業所採納，更對企業應累積與強化其自身的智慧資本有所體認。企業若能透過推行「知識管理」，將內部細微繁雜的資訊、知識、經驗流程與作業活動透過機制保存並且進行流通與應用，將會對企業的運作效率以及創新能力有所幫助。尤其是本研究之研究對象-筆記型電腦廠商的工業設計部門，更是需要知識創新以及知識運用，以增強其設計能力以及創新能力。在筆記型電腦的產業競爭激烈，產品趨向同質化、標準化、與微毛利化，唯有透過優異的工業設計創新能力，結合生活美學、歷史文化、藝術、情緒感受以及使用者的新奇經驗等，才能創造差異，為產品賦予新的價值，另闢企業經營與產品競爭的新藍海。 本研究首先透過對過去專家學者所提出的文獻做探討，歸納出知識管理以及智慧資本的理論定義與兩者之間的關係。總結文獻探討所知，本研究認為智慧資本是知識管理活動的另一種報導模式，有助於知識管理成效之衡量，而知識管理活動則是活化知識、激發創新來增加智慧資本的重要方式。組織部門的智慧資本存量與發展重心會影響知識管理活動的內容與推行方式。而知識管理活動的推行越活絡，成效越好，智慧資本的內涵則越豐富。 而後將由文獻探討所建立之理論架構於筆記型電腦產業的實務運作環境中進行驗證。本研究於產業中挑選四家筆記型電腦廠商之工業設計部門，個別就其智慧資本存量以及在其組織中進行的知識管理活動進行個案研究，以呈現產業界的真實活動與完整的事實描述，並以知識管理與智慧資本的組成構面做跨個案的分析與比較。 總結文獻探討以及個案訪談與分析的結果，本研究之研究結論與建議如下: 一、筆記型電腦的工業設計部門能夠以知識管理活動累積智慧資本；部門內知識管理活動越豐富，對智慧資本累積也會有正向的影響。 二、智慧資本理論可以做為企業組織推行知識管理的參考架構。知識管理活動的內容可以根據企業組織智慧資本發展的重點進行規劃。 三、筆記型電腦廠商的產業定位與策略目標會直接影響工業設計部門智慧資本發展目標，進而影響知識管理活動的內容。 四、企業組織能夠透過知識管理增加其智慧資本，同時輔以智慧資本內涵的衡量系統，能夠瞭解知識管理活動推行之成效。但其價值較難以利用量化的財務性指標做評量。 五、企業組織或部門在導入知識管理，進行知識管理活動的同時，其本身也是一種知識創新。 六、本研究建議企業從管理階層到一般業務階層，都應加強知識管理與智慧資本理論的推廣與應用，以提升企業與組織知識含量以及知識創新能力。 七、建議先以單一部門試行的方式，推行知識管理活動與智慧資本衡量，之後再推行到事業單位而至企業整體。 八、建議在衡量企業的創新資本時，可先以智慧財產為財務性指標，反映於財務報表當中，可鼓勵部門為追求財務績效表現，而有積極創新的動力。 九、筆記型電腦廠商在產品設計時，第一步要做的是預防侵權，同時在追求智慧財產的數量之外，還要思考智慧財產的品質與管理，如授權交易與合作等。 十、關於後續研究之方向，建議可以針對組織內產生智慧資本後，是否有新的商業模式，能夠將組織內累積的無形資產與智慧資本做更廣泛的商業利用，如做為交易的標的進行利潤創造。另外有關利用創新成果以新的商業交易模式創造現金流的想法，則建議針對在科技產品的工業設計中，除了材質創新以及機電整合的技術創新可以具體的成為智慧財產進行交易授權之外，關於設計美學呈現「Fine Art」也應該積極思考授權交易的可能性以及實行模式。 / The main purpose of this research is to discuss the relation between “Knowledge Management” and “Intellectual Capital” both in theory side and practical side in real business entities, enterprises, independent departments, or small organizations. By taking the Industrial Design departments for examples, this research is going to describe and define the different application plans and specific activities of Knowledge Management, and also present the stock and developing track of Intellectual Capital in the study cases, so as to infer that if enterprises can enhance their Intellectual Capital via applying Knowledge Management or not. In nowadays, the Knowledge Management theory is adopted generally by many enterprises. They also realize the importance of accumulating the Intellectual Capital; it will be a key way to enhance their organization value and external competence. By applying Knowledge Management, enterprise can build up a practicable mechanism to store, file, consolidate their multifarious knowledge, including subtle data, information, know-how, experience, operation process for transferring and using, and it will be very helpful to elevate the operation efficiency and the ability of innovation. First, learning from the current Knowledge Management and Intellectual Capital literatures and papers of many experts and scholars, this research generalize that Knowledge Management and Intellectual Capital is positive related. Intellectual Capital is a useful measure system to reveal the results and effects of Knowledge Management plan and activities. On the other hand, Knowledge Management is also an important method to activate internal knowledge content to encourage creation and innovation. However, for companies, organizations or departments, the Intellectual Capital focus and current stock will influence their Knowledge Management activity contents and implementation method. The more various activities to follow, the better quality and value of Intellectual Capital. After constructing a theory hypothesis frame from literature studying, this research is going to apply the theory hypothesis into practical circumstances in ID departments of four Notebook companies, and tries to find out then summarize their daily operations, which are regard as the activities of Knowledge Management and the Intellectual Capital. According to the case study findings, this research can describe the actual operations and daily works of each ID department, so as to analyze the relevance between Intellectual Capital stock and the Knowledge Management activities with theories structure separately, also the cross cases comparison to verify the generality in actual industry. Summarize the results of literature study and specific case study, this research have the conclusion and recommendations as follow: 1. The ID department or ID center of NB companies are able to accumulate their Intellectual Capital via Knowledge Management activities; the more Knowledge Management activities, the more stock and better quality of Intellectual Capital. 2. Enterprises can take Intellectual Capital theory structure as a reference for Knowledge Management implementation. The content and detail items of these activities can be planed to focus on key elements of Intellectual Capital development. 3. Different industry position in value chain and strategy target will affect ID centers’ goal of Intellectual Capital development directly, then also affect the content of Knowledge Management Plan. 4. Enterprises or business organizations can increase their Intellectual Capital with Knowledge Management; also, by Intellectual Capital measure system, they also can understand the performance and influence of their Knowledge Management plan and activities. However, the created value for the organizations is difficult to measure with quantifiable financial index. 5. For enterprise and organizations, when they are implementing the Knowledge Management plan and activities, they modify the proper method to make it more smooth and inefficient; it is also creating precious knowledge so call knowledge innovation at the same time. 6. This research suggests that the enterprises and organization could pay more attention and resource to popularize the Knowledge Management and Intellectual Capital theory, so as to raise the internal knowledge base and innovation ability. 7. Following the suggestion above, companies can start Knowledge Management and Intellectual Capital measurement from small independent departments or teams first, then apply the successful experience and know how to whole business unit and whole company afterward. 8. For innovation capital measuring, departments or organizations could use the intellectual property to be a kind of financial index to reflect the profit value and contribution in financial statements. It could be realistic method to encourage the organization members have more motivation of innovation and creation for better financial performance. 9. For Product design of laptops, the first and most important step is to prevent Intellectual Property infringement, and the next step is to develop the quantity of intellectual property like patents. Besides, companies also need to pay more attention on the intellectual quality control and management, such as technology license and cooperation and so forth. 10. As for future deep going researches, there are two possible directions to follow. First, it is important to develop New business models so as to help companies and organizations to use or apply their intangible assets and Intellectual Capital in business operation extensively, not only increase the operating efficiency but also make more cash flow and actual profit. Second, we could derive more thoughts for intellectual property licensing. During the industrial design process of high-tech products, we should think the possibility to find more licensing targets like “Fine Art Design,” but not limit to the new material application or the technology integration for ME and EE. From the other side, we are also supposed to come up a practical model for Fine Art licensing to facilitate the real business trading and profit creating. Key words: Knowledge Management, Knowledge creation, Knowledge innovation, Intellectual Capital, Intangible assets.

本研究旨在探討臺北市國民中學校長領導風格、教師知識管理與學校效能之關係。採用問卷調查法進行研究，以97學年度臺北市公立國民中學教師為研究對象，各校依班級數多寡，選取8至16位教師進行問卷調查，總計發出問卷750份，回收問卷663份，問卷回收率88.4%，有效樣本620份。所得資料輸入電腦後，以SPSS for Windows 12.0版統計套裝軟體進行統計分析。採用平均數、標準差、獨立樣本t檢定、單因子變異數分析、Pearson積差相關分析、多元逐步迴歸分析等統計方法加以處理，獲致如下之結論： 一、臺北市國民中學校長領導風格中，轉型領導較注重「願景」；交易領導較注重「介入管理」；教師知識管理，較注重「知識取得」及與「知識創新」；學校效能整，較注重「社區關係」及「學生表現」 二、臺北市國民中學校長領導風格之現況受性別、服務年資、擔任職務、學校規模、學校歷史影響有所差異；教師知識管理受性別、年齡、教育程度、服務年資、擔任職務、學校歷史影響有所差異；學校效能受性別、年齡、服務年資、擔任職務、學校規模、學校歷史影響而有所差異。 三、校長領導風格愈佳則教師知識管理愈佳；教師知識管理愈佳則學校效能愈佳 四、校長領導風格各層面對學校效能之預測力，以「激勵」最具有預測力 五、教師知識管理各層面對學校效能之預測力，以「知識取得」最具有預測 依據本研究之結論，提出下列建議： 一、對教育行政機關的建議 (一)加強校長之專業發展，強化校長專業領導能力 (二)針對校長培育課程增列轉型領導概念課程 (三)針對教師增列知識管理研習課程、提升知識管理能力 二、對校長的建議 (一)應增進校長轉型領導的運用，以提升學校效能 (二)少使用法職權、多用專業與熱忱帶領學校組織 三、對教師的建議 (一)、增進教師間的交流平台，提昇教育專業知識分享 (二)、教師應積極參加研習活動、多方請益，以提昇教師專業知能 四、對學校的建議 (一)、建置硬體設備及設計相關課程，提供有利於教師知識管理的情境 (二)、推動學校教師知識管理，營造知識分享的學校文化，以提昇學校效能 / The purpose of this research is to explore the relationship among principals’ leadership style, teachers’ knowledge management and the school effectiveness of the municipal junior high schools in Taipei. The research was conducted through questionnaire survey. The participants were the teachers in Taipei municipal junior high schools in academic year 2009. 8 to 16 teachers were selected from each school according to the class number of the schools. 750 questionnaires were issued, and a total of 663 questionnaires were collected from all the target schools, with the rate of retrieval, 88.4%. 620 copies were valid samples. The research data acquired was processed by SPSS for Windows 10.0 version and analyzed with average mean, standard deviation, independent sample t-test, one-way ANOVA, Pearson’s product-moment correlation coefficient, and multiple regression analysis. Based on the results, the following conclusions were reached: 1.In Taipei municipal junior high schools, principals’ transformational leadership pays more attention to the “vision” field; while principals’ transactional leadership emphasizes more on the “interference management” field. Besides, “knowledge acquisition” and “knowledge innovation” are more valued among the knowledge management conducted by the teachers. In the aspect of school effectiveness, “community relationship” and “student achievements” are more emphasized. 2.In Taipei municipal junior high schools, principals’ leadership styles are verified with the influence of teachers’ gender, seniority, position, school scale, and school history. Teachers’ knowledge management is verified with the influence of teachers’ gender, age, education background, seniority, position, and school history. And the school effectiveness is verified with the influence of teachers’ gender, age, seniority, position, school scale, and school history. 3.The better principals’ leadership style is, the better teachers’ knowledge management is. The better teachers’ knowledge management is, the better school effectiveness is. 4.“Encouragement” is the best way to enhance the predictions of principals’ leadership style on school effectiveness. 5.“”Knowledge acquisition” is the best way to enhance the predictions of teachers’ knowledge management on school effectiveness. According to the findings, some suggestions were made: 1. Suggestions for education and administration institutes 1) Strengthen principals’ professional development and leadership. 2) Integrate courses about transformational leadership into principal preparation curriculum. 3) Arrange more workshops or seminars about knowledge management for teachers and upgrade teachers’ knowledge management ability. 2. Suggestions for principals 1) Develop principals’ transformational leadership and thus improve school effectiveness. 2) Make use of less authority but more profession and enthusiasm on school leading. 3. Suggestions for teachers 1) Enhance the communication among teachers; increase opportunities to share and exchange educational knowledge. 2) Be active in participating in seminars or workshops, listen to good advice, and upgrade teachers’ professional knowledge. 4. Suggestions for schools 1) Construct hardware facilities, design correlated curriculum, and offer the circumstances which are helpful for teachers’ knowledge management. 2) Promote teachers’ knowledge management, build a knowledge-sharing atmosphere at school, and thus enhance school effectiveness.

隨著科技昌明、資訊技術一日千里，電子化政府在網際網路與全球化風潮的推波助瀾下應蘊而生。而隨著資訊時代的來臨，知識在質與量的變化更是倍數成長，隨著網路四處流竄，形同資訊垃圾堆積如山，如何有效的管理知識，成為新一代政府再造策略的課題，更為ｅ時代新一波的管理趨勢。 公部門如何導入「知識管理」？本研究以三大策略建構理論基礎，即「管理策略」、「資訊科技策略」與「執行策略」，並以「電子化政府」作為研究個案，分析其在三大策略架構下的實務見解，並以結構性訪談所獲取的資料補理論之不足。 最後研究結論提出的建言是，可分從「人員」、「科技」與「流程」進行知識管理計畫的推動的三大方向，並與三大策略「管理策略」、「資訊科技策略」與「執行策略」相互呼應。提出十大要件，在「人員」方面：設立知識執行長、知識經理人與尋求知識公務員；在「科技」方面：建立知識庫、設置交流網站及安全服務體系；在「流程」方面：清楚的願景與共同語言的建立、知識加值激勵機制的建立、知識分享多元管道建立及評鑑制度的落實等。 總之，電子化政府要落實知識管理，從理論或實務的探究中可發現兩者之間願景、目的、策略等皆密不可分，甚至相輔相成，因此其步調應是一致的，其成就自然可互相輝映。本研究最後建議是希望後起之秀能針對機構間，無論是公私部門間或公部門間，進行績效指標建立與比較，兼取質化與量化研究之精髓，以利強化知識管理成效之評估與深化度理論或實務之建立。

進入「知識經濟」時代，無論國家或企業對於研發的重要性無不越來越重視，而研發創新所產生的知識是否能發揮幾何級數的力量，則取決於知識是否能被有效的分享。學者們雖然對於知識分享的重要性都抱持著肯定的態度，也承認必須採取某些機制來促進組織成員的知識分享，但是對於知識分享機制相關的概念，到目前為止學界卻依然沒有發展出一致的看法，這引起了學生研究的興趣。 本論文的研究目的為探討知識分享機制的概念及其構成要素，藉由分析知識分享機制構成要素間的關係，建構一個整合性知識分享機制的架構。並透過此整合性知識分享機制的架構，對知識分享機制及其他相關變項與研發人員之間知識分享行為之關連性獲得更清楚的認知。 由於知識分享為一較新的研究領域，相關的研究與定義皆尚未成熟，概念間的關係也還沒有完全被了解，因此本研究定位在進行探索性的研究，故研究方法兼採較適合進行探索性研究的文獻分析及個案研究研究方法。 本研究文獻分析的內容，首先針對知識管理的相關文獻進行回顧，透過學者對知識內涵、類型以及知識管理的相關研究，以求獲得對於知識管理較為清楚的認識，並同時了解知識分享在知識管理中所扮演的角色。其次本研究同時對知識分享的相關文獻進行分析，以了解學者對於知識分享的不同看法，並進一步的討論知識分享機制的內涵。本研究亦針對研發人員特徵與研發專案類型相關的文獻進行討論，以了解以上因素與知識分享機制與研發人員知識分享行為的關聯性。 經過文獻分析建構理論上的知識分享機制架構後，本研究透過個案研究了解並補充此理論架構不足之處。在個案研究選擇的個案方面，由於工研院對我國產業發展的重要性及組織中研發人員的密集性，故本研究經考慮後選擇工研院光電所之研發團隊作為研究對象。 經過文獻分析與個案研究的過程並進行分析後，本研究有以下的發現： 一、知識的類型的不同會導致研發人員出現不同的知識分享行為。 二、知識分享機制可分為六個不同之構成要素，分別為建立知識市集、建立成員間的工作關係、促進知識的具體化、領導者知識分享角色的扮演、知識分享評估與獎勵制度的運作以及資訊科技環境的建構。以上的六個構成要素型塑了組織的知識市場，並改變了知識類型與知識分享行為間的關係。 本論文最末根據研究發現，對工研院之知識分享機制提出了實務上可行的建議並呈請工研院相關人士參考，希望透過這些建議，能對此一國家級研發機構之知識分享機制發揮些許正面的影響，進而使工研院研發人員的知識產生更高的價值及貢獻。

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近幾年來，企業網路在各大小企業中蓬勃發展，因此而產生在企業網路上尋找資訊的問題。對於許多掌握其企業網路的複雜程度尚存在困難的企業來說，要從其企業網路上大量的文件中找出真正有用的、潛在的資訊與知識，誠非易事。因此有待以較深入的思考構面對於各企業的企業網路架構進行檢視，才能找出適當的資料發掘做法與技術，以解決此一難題。本研究先對資料發掘，企業網路等文獻與現況進行整理分析，並提出與企業網路複雜程度相關之參考思考構面並定義簡單型與複雜型的企業網路。然後以Han（1995）之概念樹及多層次資料庫的觀念，採用我們對於網際網路資料發掘所提出的理論架構與作法（楊亨利與金士俊,民90），特別著重企業在授權與知識視野上的思考，提出簡單型與複雜型企業網路下對資料內容發掘的架構，設計適用於簡單型與雜型企業網路之資料發掘系統，並部份實作其雛形，以驗証其可行性，並評估其日後實務操作之其他可能。 / In recent years, with the widespread use of the Intranet, Intranet data searching has become an important but problematic issue. Since a lot of enterprises still have difficulty in evaluating the complexity of their Intranet systems, it is an extremely demanding task for them to identify valid and potentially useful patterns from the huge amount of documents in the Intranet. In order to solve this problem, it is essential to take a close and careful examination of the different Intranet frameworks, so that appropriate data mining approaches and techniques can be worked out. 　 This research began with a literature review of the fields of data mining and Intranet applications in Taiwan. Based on the review of current theories and practices, the second part of the research focused on the dimensions which we need to consider for evaluating the complexity of Intranet systems. In the third part of the research, basic frameworks for simple and complex Intranet data mining systems were then proposed, three types of data mining approaches suitable for simple and complex Intranet systems were designed and a prototype for implementing two approaches were developed. Han’s (1995) “concept hierarchy” and “multiple layered database” and Yang & Chin’s (2000) approach of Internet data mining were adopted as the major bases. Besides, this research also paid particular attention to the issues of “authorization” and “knowledge view” when designing the software and developing the prototypes. In the last part of the research, the feasibility, practicality and potential uses of the ata mining approaches and prototype were discussed and some directions for future research were suggested.