在過去的產業發展經驗中，廠商群聚發展的模式常常是很重要的一個考量，透過群聚能夠產生降低交易成本、整合產業鏈、人才的相互流通等諸多效益，然而隨著時代與環境的變遷，創意慢慢成為廠商或者產業的競爭基礎。這樣的知識經濟時代來臨加上文化創意產業（簡稱文創產業）在各國興起，而為了能夠讓文創產業有適合的發展環境，文創產業的發展與規劃就必須借鏡過去產業發展的經驗，在台灣甚至很多其他國家都選擇以文化創意產業園區（簡稱文創園區）的方式輔導文創產業的發展，因為群聚的模式對過去產業發展是有貢獻的。 台灣目前所規劃的五大文創園區中位在台北市的華山園區是起步最早的一個，目前由台灣文創公司經營，而針對華山園區也有很多質疑的聲音，包括華山經營得太過商業化，甚至排除很多創作者在華山發展的機會等，儘管如此廠商集中群聚在華山園區內部仍然能夠分享到群聚所造成的各種幫助。 透過訪談與文獻分析發現，華山園區的群聚效應對於園內廠商的貢獻有四： (1)華山園區形成並提供跨界合作的平台，園區內的廠商透過跨界的交流與合作促成更多創新。 (2)華山園區開始形成一個文創品牌以後，除了透過高知名度吸引更多顧客以外，也辦理主題性的活動來吸引廠商所需要的目標族群，達成市場區隔。 (3)華山園區能促進人才交流與流動的發生，這樣的過程將有助於廠商的創新行為，在人才培育上華山預期在未來的BOT旗艦中心能有更積極的作為。 (4)華山園區能夠讓廠商與顧客接觸，進一步使組織的知識與顧客互動結合產生如何做（know how）的知識，並且再次透過園區來讓這些知識能夠累積、傳承。 / From past industrial experiences, clusters are considered not only to cut firms’ cost but also integrate their supply chains and other favorable effects. Creativity becomes the base of competition over time and cultural industries had grown up in many countries. In order to make a favorable environment for cultural industries, past industrial experiences are needed because of the big contribution of clusters to past industries. And the cultural industrial cluster mode is not only adopted in Taiwan but also in many other countries. There are 5 cultural industrial clusters in Taiwan. Huashan1914 Creative Park, the first one which was established. Even if there are some criticisms of the park such as about over commercialized operating and artists are crowded out. However, firms in the park shared advantages from this cluster in many ways. Contributions of clusters to cultural industries in Huashan1914 Creative Park’s case can be summed up through literature review and interviews. There are 4 items: (1) Huashan1914 Creative Park offers a platform that firms and individuals share their ideas on it. The ideas on the platform are interdisciplinary. Moreover, the platform also stimulates collaborations and brings more innovations. (2) Since Huashan1914 Creative Park becomes a brand name, it attracts more customers by its high profile and also distinguishes the target customers from the public for firms in the park by holding events. (3) Huashan1914 Creative Park stimulates people to interact with each other and it’s also helpful to firms’ innovations. Moreover, Huashan1914 Creative Park is looking forward to making bigger and more contributions of talent cultivation after it finishes the BOT building. (4) The firms combine their organizational knowledge with the experiences of talking and interacting with customers in Huashan1914 Creative Park, thus the firms have their know how knowledge. And firms cumulate and create much knowledge by the park once again.

近年來，許多企業希望透過不同領域的專家彼此合作，為組織解決日益複雜的難題。然而，跨專業團隊的合作過程充滿挑戰，過去文獻多專注於如何提升知識分享的效果，卻忽略了許多關鍵新知識必須由跨界團隊合作探索而來。在面對陌生情境下，這樣的探索尤其重要，例如：開發新產品、啟用新製程，但我們至今仍對跨專業社群如何合作探索的過程所知甚少。 為了探究這個議題，本研究採用民族誌的方式，追蹤半導體晶圓廠工程師如何在複雜的生產系統中解決跨專業的維修難題。過程中，工作者常常必須面臨因果錯綜複雜、責任歸屬不清、跨界溝通不良所導致的合作困境。研究發現要解決這樣的困境，工作者必須運用疆界物件引發三種工作實務：解讀現象背後的因果、改變合作關係、整合跨界知識，才能找出問題核心並對症下藥。 根據本研究發現，如果我們能了解工作者在特定情境中的學習過程，便可提升既有的知識管理與疆界物件理論。在實務議題上，本研究的發現也能幫助現有員工培訓與跨專業溝通方式。 / Recently, more and more companies are gathering different types of specialist in order to solve increasingly complex problems. But the efforts paid in the process of cooperation are challenging for enterprises. Previous researchers had focused on the transfer and share of cross-disciplinary knowledge. However, they neglected the fact that some critical knowledge must be learned by collaborative exploring in terms of particular situation. To understand this issue, an ethnography study was used to examine the process of trouble shooting undertaken by engineers who encountered complex problems in the fabrication of semiconductor wafers. This thesis addressed three primary challenges faced by engineers. First, the nature of the problem may not be defined appropriately at the beginning. Second, responsibility may not be clearly attributed by cross specialist team who is in charge of investigation. Third, without comprehensive contexts of the practice, communication between engineers is problematic itself. To overcome the problem, engineers must be able to go beyond standard operating procedures so that they can find a new path of solution. This thesis argues that the use of boundary objects is an effective trigger of problem solving. The use of a boundary object is then described as a means of decoding the contexts behind the objects, reforming the relationship of cooperation, and integrating knowledge systemically. These findings suggest that theories of knowledge management and boundary objects could be improved organically by considering what people do and how people learn in practice. Furthermore, these findings bring us practical implications of employee training and cross-disciplinary collaboration.