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題名 | 知識分享之障礙:以Schein的組織文化理論架構為基礎的探索性個案研究=The Barriers of Knowledge Sharing: An Exploratory Case Study Based on Schein's Theoretical Framework |
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作者 | 林于荻; 王思峰; 陳禹辰; Lin, Yu-di; Wang, Sy-feng; Chen, Yu-chen; |
期刊 | 東吳經濟商學學報 |
出版日期 | 20041200 |
卷期 | 47 2004.12[民93.12] |
頁次 | 頁59-89 |
分類號 | 494 |
語文 | chi |
關鍵詞 | 組織文化; 知識分享; 質性研究; Organizational culture; Knowledge sharing; Qualitative research; |
中文摘要 | 組織成員彼此間分享知識,有可能是組織得以創造知識的前提。影響組織成員分享知識之意願的關鍵因素,往往不是技術,而是人與文化。然而,此一課題卻仍為當前研究所忽略。本研究以Schein的文化構面為模式,針對一個具有代表性的個案,深入探索此一議題。結果顯示:儘管個案公司高階主管鼎力支持,設置知識分享獎勵制度,也建蓋了知識分享之技術平台,知識分享的結果仍不符理想。四個互鎖 (interlock) 的深層文化基本假定抑制了組織成員分享知識的意願。這四個假定分別是:重視正式化 (formalization) ,事事要求記錄;強調個人主義,以個人成就敘獎升遷;信賴保健類型激勵因子刺激員工外在動機的效果;傾向於相信X理論,藉由組織控制程序來避免員工偏差行為。本文最後討論如何善用高階文化助力以突破此困境。 |
英文摘要 | It is believed that the creation of knowledge should be started from the sharing of knowledge among organization members. In addition, the key facilitator of knowledge sharing may be the culture existing in an organization, rather than the technological infrastructure for knowledge sharing. Yet, extant literature rarely investigates this issue. This study, stands on Schein's model of cultural structure, conducts an exploratory case study. The result reveals that even the research setting provides a full support from CEO, a good reward system, and a technological platform to facilitate knowledge sharing, it is still very difficult to practice. Four inter-winded assumptions implicitly underlay this firm's culture were found to fiercely depress employees' motivation to share their tacit knowledge with other colleague. These assumptions stress the need for: (1) formalization, (2) individualism, and believe that (3) employees can be effectively motivated via hygiene factors, and (4) mangers must be skewed towards X Theory. A set of propositions was derived from the above finding, and the way to overcome the barriers of knowledge sharing is also discussed. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。