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系統識別號 U0026-0812200915191646
論文名稱(中文) 以計劃行為理論探討企業員工知識分享意圖與行為
論文名稱(英文) Exploring the Intention and Behavior of Enterprise Staff's Knowledge Sharing by Utilizing Theory of Planned Behavior
校院名稱 成功大學
系所名稱(中) 企業管理學系專班
系所名稱(英) Department of Business Administration (on the job class)
學年度 97
學期 2
出版年 98
研究生(中文) 何幸娟
研究生(英文) Hsing-Chuan Ho
學號 r4796111
學位類別 碩士
語文別 中文
論文頁數 94頁
口試委員 口試委員-李國瑋
口試委員-莊立民
指導教授-蔡明田
中文關鍵字 知識分享行為  知識分享意圖  組織承諾  組織公平  自我效能  計劃行為理論  社會交換理論 
英文關鍵字 Knowledge Sharing Behavior  Organizational Justice  Self-efficacy  Theory of Planed Behavior  Social Exchange Theory  Organizational Commitment  Knowledge Sharing Intention 
學科別分類
中文摘要 Peter Drucker:「20世紀的企業,最有價值的資產是生產設備;21世紀的組織,最有價值的資產將是組織內的知識工作者和她們的生產力。」在資訊時代,知識已成為最主要的財富來源,知識工作者就是最有生命力的資產,組織和個人的最重要任務就是對知識進行管理。知識管理更是被提升至戰略的層次,用更好的工作和社會凝聚力推動經濟發展,而成為全球最具競爭力的知識經濟實體。
隨著產業全球化的趨勢,經濟規模及市場定位並不足以保障企業的長久競爭優勢。知識正是新經濟下企業生存之關鍵,公司必須創造、繼續、加值與流通,這個是最核心的生產要素。要維持不可模仿的競爭優勢,必須將競爭優勢與知識相結合,知識因此成為競爭的基礎。企業界最重要的課題是:如何管理知識,以創造他人不可模仿的競爭優勢。
知識管理的目的不僅在創造知識,更是要讓新知識擴散至組織的各個單位中,讓組織成員共同分享新知識的好處。「有系統的創造新知」是知識管理的重要課題。大多數員工會被習慣領域所束縛,不會主動去創造新知。其次,員工認為本身的知識即為個人對公司的價值,多數不願與同事分享,此一現象在「專家」、「專門技術人員」的身上,更容易發現。因此企業組織必須有激勵措施,鼓勵員工分享。所以企業必須建構組織文化,在組織文化的信念下,員工應追求公司整體的利益,而非個人或部門的利益。這種企業文化的建構,以其困難性,但是最重要的是「不要」建立部門間的競爭,因為在競爭的環境下,員工是不會分享新知的。
本研究是以計劃行為理論(Theory of Planed Behavior,簡稱TPB)之模式,及社會交換理論(Social Exchange Theory)之觀點,來探討企業內員工對於知識分享的意願。從自我效能、組織公平、組織承諾三個構面,來研究企業組織內員工對於知識分享意圖、知識分享行為的關係。是採量化研究設計,問卷調查法。受訪對象的企業,不限產業別及部門別,採配對的方式進行調查,受訪之部門/課/組/團隊,一位主管底下至少要有三位(含)成員,每組問卷至少有三份(含)以上。問卷分主管問卷及部屬問卷,部屬知識分享意圖的部分,是由部屬自評;知識分享行為的部分,是由部屬隸屬之部門/課/組/團隊的主管或team leader來評估部屬的行為。
研究結果證實:以計劃行為理論(Theory of Planed Behavior,簡稱TPB)模式探討企業內員工對於知識分享的意圖,是有正向顯著影響。知識分享意圖對是分享行為經研究證實,也是呈現正向顯著影響。
英文摘要 Peter Drucker has the idea: “The most valuable assets in the corporate of the 20th century is their production equipment, whereas the corporate in the 21st century has the knowledgeable workers and their production ability as the most valuable assets.” In such information age, knowledge has become the most important source of profits, and the knowledgeable workers are the vital assets, making knowledge management the most important mission for organizations and each individual within them. Knowledge management is now being upgraded with strategic aspects, and being used in enhancing job tasks and improving the economic growth.
As the globalization takes place, the economy of scale and market positioning is no longer able to secure the organizations’ long-term competitiveness. Instead, knowledge is becoming the survival key for today’s organizations. The key elements for production are the ability to create, survive, add value, and circulate the organization knowledge. Together with the organizations’ core competence and knowledge, the organizations can create competitive advantages that are difficult to duplicate.
Knowledge management is not simply creating knowledge, but also having the newest knowledge spread throughout the organization and creating the maximum benefit for all members within the organization. “Systematic knowledge creation” is one crucial area in knowledge management. Most employees once learn the basic knowledge required for their job, they become reluctant to explore knowledge that seems to be unnecessary to their job. What's more, many employees are unwilling to share their knowledge with other colleagues, which is phenomenon commonly seen in positions like the specialists or the technicians. Therefore, it is important for organizations to foster an organizational culture that encourages knowledge sharing and emphasizes the benefits for the entire organization instead of an individual or single department. The important key to create such organizational culture is to avoid the competitions between each unit within the organization.
This paper uses the model from the theory of planned behavior (TPB) and the social exchange theory to discuss the employees’ willingness on knowledge sharing. The main three aspects in the model include self-efficacy, organization justice, and organization commitment, which study the relationship between the employees’ intention and behavior on knowledge sharing. The data is collected through quantitative surveying from different departments in non-specified industries.
The result indicates that by using the TPB, we find a positive influence on the employees’ intention on knowledge sharing. Furthermore, knowledge sharing intention shows a positive significant influence on sharing behavior.
論文目次 目錄
中文摘要 …………………………………………………… Ⅱ
英文摘要 …………………………………………………… Ⅳ
目錄 ………………………………………………………… Ⅵ
圖目錄 ……………………………………………………… Ⅷ
表目錄 ……………………………………………………… Ⅸ
第一章 緒論
第一節 研究背景與動機 ………………………………… 1
第二節 研究目的 ………………………………………… 3
第三節 研究流程 ………………………………………… 5
第四節 論文結構 ………………………………………… 6
第二章 文獻探討
第一節 計劃行為理論 …………………………………… 7
第二節 社會交換理論 …………………………………… 13
第三節 自我效能 ………………………………………… 16
第四節 組織公平 ………………………………………… 22
第五節 組織承諾 ………………………………………… 27
第六節 知識分享 ………………………………………… 33
第三章 研究方法
第一節 研究架構 ………………………………………… 37
第二節 研究假設 ………………………………………… 40
第三節 研究對象與資料蒐集 …………………………… 41
第四節 研究變項操作性定義與衡量工具 ……………… 42
第五節 問卷設計 ………………………………………… 46
第六節 資料分析與統計方法 …………………………… 49
第四章 研究結果與分析
第一節 樣本結構敘述性分析 …………………………… 53
第二節 因素分析及信度檢定 …………………………… 56
第三節 結構方程模式分析 ……………………………… 60
第五章 結論與建議
第一節 實證結果與討論 ………………………………… 69
第二節 管理意涵 ………………………………………… 70
第三節 研究限制 ………………………………………… 71
第四節 後續研究及建議 ………………………………… 71
參考文獻 …………………………………………………… 72
附錄 問卷 …………………………………………………… 77
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