組識文化如何影響知識分享之探索性個案研究

The Influences of Organizational Culture on Knowledge Sharing: An Exploratory Case Study

10.6226/NTURM2003.13.2.59

王思峰(Sy-Feng Wang)；林于荻(Yu-Di Lin)；陳禹辰(Yu-Chen Chen)

組織文化 ； 知識分享 ； 質性研究 ； Organizational culture ； Knowledge sharing ； Qualitative research

臺大管理論叢

13卷2期（2003 / 06 / 01）

59 - 99

繁體中文

在智價時代，知識為企業競爭力的重要來源；許多研究者相信，知識或智慧資本的創造，得先由知識分享開始。但是實務經驗卻顯示，知識分享是一相當棘手的課題，影響組織成員分享知識之意願的關鍵因素，往往不是在技術，而是在人與文化上。然而當前的學術研究中，甚少從組織層級來解析企業整體的知識分享，也甚少從文化的觀點來探討知識分享的議題，或者並未觸及文化的真正微妙而深層的影響層面。 本研究以Edgar Schein的文化觀點，深入探索個案公司互鎖文化假定影響知識分享的微妙過程，並據以建構出一中距離理論模式。研究結果顯示，除非由文化觀點來檢視，否則將難以理解，為何個案公司在高階主管鼎力支持、設置知識分享獎勵制度、也建置了知識分享技術平台下，知識分享卻仍然窒礙難行。

In an era where knowledge is extremely valuable, knowledge has become the base of competitive advantage for all businesses. Many researchers believe that knowledge sharing is the fundamental step for building knowledge or intellectual capital. However, according to the actual participants' experiences, knowledge sharing does not seem to be an easy lesson to learn for organizations. The key factors that influence the willingness of knowledge sharing between members in an organization are the people and the culture existing in an organization, rather than the technology. Nevertheless, only few studies have taken the organizational culture perspective to examine knowledge sharing at organizational level, and these studies usually fail to reach the level where culture's underlying assumptions as well as subtle influences disclose. This research uses Edgar Schein's cultural perspective to study the subtle relationships between corporate culture and knowledge sharing in organizations. By using the case study method, this paper constructs an middle range theoretical model. The result shows that knowledge sharing can only be actualized when there is adequate organizational culture. Without adequate organizational culture, knowledge sharing is extremely difficult to practice even when there is a full support from the top management, a good reward system, and a knowledge sharing platform.

1. (1999)。社會及行為科學研究法。台北:東華書局。
2. Bartlett, C., Ghoshal, S.(1999).The individualized Corporation: A Fundamentally New Approach to Management: Great Companies are Defined by Purpose, Process and People.HarperCollins Publishers.
3. Brown, J. S., Duguid, P.(1991).Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation.Organization Science,2
4. Brown, R. B., Woodland, M. J.(1999).Managing knowledge wisely: A case study in organizational behavior.Journal of Applied Management Studies,8(2)
5. Cohen, W. M., Levinthal, D. A.(1990).Absorptive Capacity: A New Perspective on Learning and Innovation.Administrative Science Quarterly,35(1)
6. Davenport, T. H., Prusak, L.(1998).Working Knowledge: How Organizations Manage What They Know.Boston, MA:Harvard Business School Press.
7. Drucker, P. F.(1993).Post-capitalist society.New York:Butterworth Heinemann.
8. Hansen, M. T., Nohria, N., Tierney, T.(1999).What's Your Strategy for Managing Knowledge?.Harvard Business Review,77(2)
9. Hatch, M. J.(1993).The Dynamics of Organizational Culture.Academy of Management Review,18(4)
10. Hendriks, P.(1999).Why Share Knowledge? The Influence of ICT on Motivation for Knowledge Sharing.Knowledge and Process Management,6(2)
11. Kim, W. C., Mauborgne, R. A.(1997).Fair Process Managing in the Knowledge Economy.Harvard Business Review,75(4)
12. Lave, J., Wenger, E.(1991).Situated learning: Legitimate peripheral participation.New York:Cambridge University Press.
13. Levitt, B., March, J. G.(1988).Organizational Learning.Annual Review of Sociology,14
14. Miller, W. L., Crabtree, B. F.(1992).Doing Qualitative Research.Newbury Park, CA:Sage.
15. Nahapiet, J., Ghoshal, S.(1998).Social capital, intellectual capital, and the organization advantage.Academy of Management Review,23(2)
16. Nonaka, I., Takeuchi, H.(1995).The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation.New York, NY:Oxford University Press.
17. Patton, M. Q.(1990).Qualitative Evaluation and Research Methods.Newbury Park, CA:Sage.
18. Schein, E. H.(1994).Book review of cultures in organizations: Three perspectives.Administrative Science Quarterly,39(2)
19. Schein, E. H.(1987).The Clinical Perspective in Fieldwork.Thousand Oaks, CA:Sage Publications.
20. Schein, E. H.(1990).A general philosophy of helping: Process consultation.Sloan Management Review,31(3)
21. Schein, E. H.(1992).Organizational Culture and Leadership.San Francisco:Jossey-Bass.
22. Schein, E. H.(1999).Process Consultation Revisited.New York:Addison-Wesley.
23. Schein, E. H.(1993).Legitimating clinical research in the study of organizational culture.Journal of Counseling ＆ Development,71
24. Schein, E. H.(1999).The Corporate Culture Survival Guide.San Francisco:Jossey-Bass.
25. Senge, P. M.(1990).The Fifth Discipline: The Art and Practice of the Learning Organization.New York, USA:Doubleday/ Currency.
26. Tsai, Wenpin, Ghoshal, S.(1998).Social Capital and Value Creation: The Role of Intrafirm Networks.Academy of Management Journal,41(4)
27. 王秉鈞 Wang, Bing-Jyun(1995)。管理學 Management。台北:華泰。
28. 林于荻 Lin, Yu-Di(2001)。資訊管理研究（中央大學） Information Management Research。東吳大學企業管理學系。
29. 夏林清 Hsia, Lin-Ching(2000)。行動科學。台北:遠流。
30. 夏侯欣鵬(2000)。資訊管理研究（中央大學） Information Management Research。國立政治大學企業管理研究所。
31. 鄭伯壎 Cheng, Bor-Shiuan(1990)。組織文化價值觀的數量衡鑑。中華心理學刊 Chinese Journal of Psychology，32

1. 陳蕙芬,陳登煌(2022)。化舊助新：反向型師徒、知識分享與組織創新之個案研究。中山管理評論，30(2)，325-366。
2. 劉兆明、王思峰、劉兆明、王思峰(2007)。以組織臨床研究創造理論。應用心理研究，33，53-99。
3. 吳偉德(2014)。旅行業知識分享質性研究。人文暨社會科學期刊，10(2)，111-126。
4. 吳偉德(2015)。餐飲業知識分享對組織學習與知識創新的影響。高雄應用科技大學人文與社會科學學刊，1(2)，107-117。
5. 蕭偉森、許窕容、林婷鈴、方文昌(2007)。華人中小企業的行銷研究：以台灣研究經驗評價三階段脈絡分析法。管理學報，24(6)，621-636。
6. 楊仁鈐、張鐙文、胡龍騰(2008)。你，願意分享嗎？分部門組織成員知識分享行爲之底蘊。東吳政治學報，26(3)，57-114。
7. (2005)。影響組織記憶運作的重要因素。檔案季刊，4(4)，24-35。
8. (2008)。民視工程部人力資源管理與組織學習之關聯性研究—以創新文化為中介變項。傳播管理學刊，9(1)，71-97。