在知識經濟的發展中，知識被認為是組織中最重要的資源，是促進或支撐組織競爭優勢的重要工具，也是維持組織長期成功的關鍵要素。在知識管理中，知識分享是組織管理知識的起始及重要階段。知識分享有助於組織知識的累積及能力的提升，是組織知識創造、組織學習與績效的關鍵，也是預測知識管理可否成功的關鍵要素。傳統上，知識管理由資訊技術觀點所主導，過去關於知識分享的研究，相當重視資訊技術的利用對知識傳遞的重要性，然而，研究顯示，相對於資訊技術對詳盡知識分享的有效性，內隱知識的分享更有賴於成員間的情感、信任等非正式的互動。
本研究引用社會交換理論的觀點，認為知識分享是一種社會活動，涉及知識貢獻者與接受者雙方的交換關係（TMX），而此種互動又受到個體所處情境--組織和員工的交換關係（OMX）以及領導者和員工的交換關係（LMX）的影響。由此，本研究同時從個人與組織、主管、其他成員間的互動及交換來探討影響員工知識分享意願的因素。在本研究中，個人與組織的交換包括：組織提供激勵員工分享知識的措施，以及提供具激勵性的工作；而人際間的社會交換則包括：個人與工作夥伴間的互動，以及個人與其主管間的互動。當員工知覺或預期這些措施或互動帶來的利益（內在或外在）可以超過其必須付出的成本（分享知識後對該知識權力的喪失）時，員工便願意將其知識分享出來。
本研究探討組織面的因素（激勵分享措施、工作特性）、人際面的因素（成員—成員互動、成員—主管互動）、團隊承諾等對員工知識分享意願的影響，以及團隊承諾的中介作用，並將知識特性（重要性、內隱性）作為調節變數，探討其在預測變數與依變數間的調節效果。研究方法上，本研究以新竹科學工業園區及南部科學工業園區內科技產業廠商之研發團隊員工為調查對象，以便利抽樣方式，抽取28家廠商，發出1,220份問卷，有效回收650份，並以單因子變異數分析、相關分析、層級複迴歸等方法分析資料。
研究結果顯示，激勵分享措施、工作特性、成員—成員互動（成員間的信任與社會支持）、成員—主管互動（成員與主管間的信任與社會支持）、團隊承諾等對知識分享的意願有顯著性的正向預測力。此外，激勵分享措施、成員—主管互動等對知識分享的預測力受到團隊承諾的完全中介作用；工作特性、成員—成員互動等對知識分享的預測力受到團隊承諾的部份中介作用。同時，工作特性、成員—成員互動、成員—主管互動、團隊承諾等對知識分享意願的影響會受到知識的重要性及內隱性的正向調節作用。

In the development of knowledge economy, knowledge is recognized as the most important resource for enhancing or sustaining competition advantage. It is also a key factor for maintaining the long-term success of organizations. The beginning and an important stage of knowledge management is knowledge sharing which is the key to organization creation, learning, performance, and the prediction of successful knowledge management. It will increase the accumulation of organizational knowledge and advance the organizational ability. Knowledge management is traditionally dominated by the viewpoint of information technology. Researchers have emphasized the importance of information technology infrastructure and application in knowledge delivery. However, while explicit knowledge sharing is depended on the utilization of information technology, studies also indicated that tacit knowledge sharing is mainly depended on informal interaction between co-workers’ emotional and the degree of trust.
Drawing on the perspective of social exchange theory, this research considers knowledge sharing as a social activity which is an exchange relationship between knowledge contributors and knowledge recipients（refer to team-member exchange, TMX）. In addition, the interaction between knowledge contributors and knowledge recipients is affected by the relationship between organization-member exchange（OMX）and leader-member exchange（LMX）. Therefore, this article investigates the factors which affect the willingness of knowledge sharing by considering the interaction and exchange relationship among individuals and organizations, managers, and other members in organizations. The individual and organization exchange relationship includes the challenging job characteristic and incentive system which provide by the organizations to motivate employees’ knowledge sharing. Moreover, the inter-personal social exchange includes the interaction between co-workers and the interaction between individuals and managers. Employees would share their knowledge if they perceived the benefit of the interaction (either intrinsic or extrinsic) exceeded the cost (losing the power of holding the critical knowledge) of sharing the knowledge.
This research investigated how organizational factors (including job characteristics and incentive system), inter-personal factors (including trust and social support between co-workers and leader-member interaction), and team commitment effect the willingness of knowledge sharing. Further, the article also took the team commitment as the mediator and the account of the knowledge characteristics (both importance and taciturnity) into consideration as the moderators. The hypotheses were tested using a sample of R&D team members who work at Hsinchu Science Park or Southern Taiwan Science Park. The twenty-eight technology firms were selected using convenience sampling. Out of the 1,220 questionnaires had been sent, the 650 of them were completed. The data were tested using one way ANOVA, correlation, and hierarchical multiple regression.
The results indicated that organizational factors, inter-personal factors, and team commitment have positively related to the willingness of knowledge sharing. The team commitment fully mediated the relationship between willingness of knowledge sharing and incentive system, and leader-member interaction. The team commitment partially mediated the relationship between willingness of knowledge sharing and job characteristics, and co-worker interaction. In addition, the article also found that job characteristics, co-worker interaction, leader-member interaction, and team commitment were more strongly, positively related to the willingness of knowledge sharing when knowledge importance and taciturnity were being driven.

目 錄
第一章 緒論…………………………………………………………… 1
第一節 研究背景………………………………………………… 1
第二節 研究動機………………………………………………… 4
第三節 研究目的………………………………………………… 7
第四節 研究程序………………………………………………… 8
第二章 文獻探討………………………………………………………. 9
第一節 知識分享………………………………………………… 9
第二節 社會交換理論與知識分享意願………………………… 25
第三節 激勵分享措施與知識分享意願………………………… 29
第四節 工作特性與知識分享意願……………………………… 37
第五節 人際互動與知識分享意願………………………………. 41
第六節 承諾與知識分享意願……………………………………. 49
第七節 知識重要性與知識分享意願……………………………. 57
第八節 知識內隱性與知識分享意願……………………………. 59
第三章 實證調查研究…………………………………………………. 60
第一節 研究設計…………………………………………………. 60
第二節 研究變數之定義與衡量…………………………………. 63
第三節 研究變數之效度及區辨…………………………………. 66
第四節 研究對象與樣本特性分析………………………………. 69
第五節 資料處理與分析方法……………………………………. 74
第四章 研究結果與討論………………………………………………. 76
第一節 各變數與知識分享意願之相關分析……………………. 76
第二節 組織面因素對知識分享意願的影響……………………. 80
第三節 人際面因素對知識分享意願的影響……………………. 83
第四節 團隊承諾對知識分享意願的影響………………………. 85
第五節 組織面因素與人際面因素對團隊承諾的影響…………. 86
第六節 團隊承諾的中介效果……………………………………. 89
第七節 知識特性的調節效果……………………………………. 93
第八節 研究假設之驗證…………………………………………. 101
第五章 結論與建議……………………………………………………. 102
第一節 結論………………………………………………………. 102
第二節 研究貢獻…………………………………………………. 105
第三節 建議………………………………………………………. 108
第四節 研究限制…………………………………………………. 109
參考文獻…………………………………………………………………. 111
附錄：研究問卷…………………………………………………………. 138


表 目 錄
表2-1 知識的定義彙整…………………………………………………... 10
表2-2 知識的分類彙整…………………………………………………... 13
表2-3 知識分享的定義彙整……………………………………………... 17
表2-4 探討知識分享相關理論與近年相關研究彙整…………………... 21
表3-1 各題項因素分析表（未刪除題項前）…………………………… 66
表3-2 各題項因素分析表（刪除不合適題項後）……………………… 68
表3-3 竹科與南科廠商家數、營業額，以及從業人員數（民國94年） 69
表3-4 竹科與南科從業人員學歷分佈（民國94年）…………………… 69
表3-5 樣本廠商家數依產業別及廠商規模分佈………………………... 70
表3-6 問卷回收情形分佈表…………………………………………….. 70
表3-7 樣本基本資料分析………………………………………………... 72
表4-1 知識分享意願之變異數分析…………………………………….. 77
表4-2 各變數與知識分享意願之描述性分析及相關………………….. 78
表4-3 激勵分享措施對知識分享意願之迴歸分析…………………….. 80
表4-4 工作特性對知識分享意願之迴歸分析………………………….. 81
表4-5 成員—成員互動對知識分享意願之迴歸分析…………………... 83
表4-6 成員—主管互動對知識分享意願之迴歸分析…………………... 84
表4-7 團隊承諾對知識分享意願之迴歸分析…………………………... 85
表4-8 組織面因素對團承諾之迴歸分析………………………………... 86
表4-9 人際面因素對團承諾之迴歸分析………………………………... 87
表4-10 團隊承諾對組織面因素與知識分享意願之中介作用分析……... 89
表4-11 團隊承諾對人際面因素與知識分享意願之中介作用分析……... 91
表4-12 知識特性與激勵分享措施對知識分享意願之交互作用分析…... 93
表4-13 知識特性與工作特性對知識分享意願之交互作用分析………... 94
表4-14 知識特性與成員—成員互動對知識分享意願之交互作用分析... 96
表4-15 知識特性與成員—主管互動對知識分享意願之交互作用分析... 98
表4-16 知識特性與團隊承諾對知識分享意願之交互作用分析………... 99
表4-17 研究假設驗證彙整表……………………………………………... 101


圖 目 錄
圖2-1 工作特性模式圖…………………………………………………. 38
圖2-2 Fishbein行為意圖模型…………………………………………. 53
圖3-1 本研究之研究架構………………………………………………. 60
圖4-1 知識重要性與工作特性對分享意願的交互作用………………. 95
圖4-2 知識內隱性與工作特性對分享意願的交互作用………………. 95
圖4-3 知識重要性與成員—成員互動對分享意願的交互作用………. 97
圖4-4 知識內隱性與成員—成員互動對分享意願的交互作用………. 97
圖4-5 知識重要性與成員—主管互動對分享意願的交互作用………. 98
圖4-6 知識內隱性與成員—主管互動對分享意願的交互作用………. 98
圖4-7 知識重要性與團隊承諾對分享意願的交互作用………………. 100
圖4-8 知識內隱性與團隊承諾對分享意願的交互作用………………. 100

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