由於個人擁有的默會知識(Tacit Knowledge)極為隱密且難以形式化，因此不易傳播或與他人分享，但個人的默會知識是組織知識創造的基礎，組織必須動員個人層次所創造和累積的默會知識，經由知識轉換模式在組織內部加以擴大，成為可有效使用的組織知識，才能強化組織的知識資本(Intellectual Capital)。 組織知識轉換的過程包括先將默會知識團體化(或稱為共同化)，然後再將這種形成團體共識的知識加以外顯化(或稱為外化)，成為明確且可有效傳輸運用的組織知識。其次知識管理最重要的目標之一就是要彌補策略上的知識缺口，所以組織還需要吸收外部知識以豐富組織的知識類別，以增加組織知識系統的價值。 將個體的默會知識團體化，屬於一種把個人經驗心得分享以形成團體共識的過程，它需要組織內部建立共同願景以及有效率的溝通交流機制，並且使成員能擁有共同的價值觀，也就是組織需具有以教育訓練與組織學習為策略的共識能力。 本研究以台灣電力公司推動知識管理，建立知識資本為個案，主要目的是藉由對於組織內默會知識如何轉化為外顯知識之策略進行探討，以協助未來累積組織知識，進而建構組織整體結構性知識資本，傳承員工的經驗與知識，以達企業永續經營之目標。 關鍵詞：默會知識、知識資本、組織學習、導師制度

面對劇烈變遷與複雜不確定性高的大環境，人們有可能感到茫然無助不知何去何從，此時需要領導者提供方向帶領追隨者前進。 　　領導者的主要功能之一，便是提供方向，指導追隨者前進，然而在此種動態複雜大環境之下，對未來的變遷無法預測的情境下，領導者不免也同樣感到無所適從，不知正確的方向為何，甚至本來就沒有所謂正確的方向可言。 　　領導者過去為提供方向所仰賴的知識，在今日有可能無法繼續適用，甚至某些知識會造成領導者思維上的障礙，必須予以揚棄；此外，領導者可能必須為當下的情境立即產生所需的知識。因此領導者知識創造的能力也日益受到重視。 　　領導者除了要有創造力，能提出不同的解決方式之外，更必須要有開放的心胸，因應環境的變化，不拘泥於過去既有的方式，進而必須要有兼顧知情意的智慧與通情達理的默會知識，對於衝突的知識知道如何判斷，對於人際的互動也能處置得宜，在適當的場合做出適當的回應。 　　本論文首先針對領導者在領導過程中所進行的知識創造活動進行討論，進而對於如何提升領導者知識創造能力提出建議，進而對不同情境下領導者如何運用知識創造能力作探討。在提升領導者知識創造能力上，除了強調技術能力的學習之外，更強調必須「由技入道」，進一步從領導者思維能力的修練與智慧的精進著手，促使領導者有足夠的智慧產生合適的知識，以因應變遷，進而駕馭變遷。

本研究從廣義的社區傳播觀點出發，探討傳統社會結構限制下的社區已婚女性，如何展現她們的能動性從家庭「走出來」，並且成為社區大學和在地社區產生連結的中介角色。在已婚女性的個人能動性方面，研究者發現根據女性所擁有的資源差異，會影響她們自我定位協商的方式。其中自主性內隱的女性，使用了「以退為進」的戰術，有意識或無意識地鬆動了傳統「賢妻良母」的自我定位。而在女性發揮能動性的過程裡，她們也展現出一種默會知識樣貌──同理心和禮物經濟。這些默會知識的運用，使她們得以在家庭和社大的場域，扮演橋樑般的角色，在情感層面上建立起對班級、社大與社區的集體認同，以及可被用於即時動員的人際網絡。而她們也會以自己的知識經驗為基礎，將社大的理念轉化為她們所認可的具體行動。 / The idea of "Community Communication" is not limited to the use of community media. In a broader perspective, interpersonal communication in everyday life should also be identified as a sphere of community communication. Therefore my research focused on the interpersonal communication of four married women who took courses in Chi-Mei Community University. From their cases, the agency of married women who lived under traditional social restraints was distinctively uncovered. As long as these female students found their own way out of domestic life, they voluntarily became mediators in community communication. They helped Chi-Mei staff not only in running courses more smoothly but also in building rapport with local inhabitants successfully. All these female students identified themselves with the roles of "wives and mothers." However, based on the different resources they acquired, they developed various tactics in the re-negotiation of self-identities during the post-parental period. In one case where the husband had more power over his wife, the wife swiftly came up with strategic approaches that instead helped her gain the advantages over her husband (sometimes even without his knowing it). With this kind of wit cultivated from daily communications, while studying in Chi-Mei Community University, these married women even foster certain tacit knowledge which can be defined as "empathy" and "gift economy". By making use of tacit knowledge, these women translated the concepts advocated by Chi-Mei staff into real actions. And they were able to mobilize their family members and friends in taking these actions as well. Yet they did not associate their voluntary contributions with the abstract concepts, but attributed the actions to their sense of belongings as a community with Chi-Mei and the people whom they admired. These female students actually underestimated their importance in community mobilization. In fact, after Typhoon Morakot seriously damaged southern Taiwan in August 2009, the community networks fostered by women’s interpersonal communication played crucial roles in delivering materials to those victims in need. This was a good example of how the loosely connected networks could be activated at some critical moment while community mobilization is urgently required.