知識經濟時代最重要的兩件事就是知識管理與創新，而能夠掌握知識的公司往往就握有創新的契機，因而了解知識如何取得、編碼、擴散、儲存，以及組織內各項管理制度應如何配搭，對於組織能否有效發現、運用知識並且引致持續創新，實具有刻不容緩的重要性。此外，知識工作者是知識最重要的載體，也是實際學習、分享、運用、和創造新知識的單位，更是知識能夠被有效管理的源頭，因此，了解和重視知識工作者的管理，理應視為知識管理的一環。學者提出知識管理策略應搭配企業競爭策略，才能對組織績效產生正面的幫助。本研究以實證的方式探討知識管理（包含知識工作者的管理），對組織創新的影響，以及知識管理策略配合模式對知識管理和組織創新關係的干擾效果。

經實證研究之後，本研究的主要發現如下：
ㄧ、差異性分析部份：組織特性在知識管理上和組織創新上的差異，都在組織生命週期、組織規模發現顯著的差異。

二、影響性分析部份：在知識管理對組織創新之影響方面，本研究發現，不論是管理創新或技術創新，都是以「獎酬與績效連結」、「現存知識的改善」對其有顯著性正向影響。此外，「知識領導力」、「知識衡量的制度化」、以及「有機式的組織架構」都對管理創新產生顯著的正向影響；而「學習性的文化」則另外對技術創新有顯著的正向影響。

由本研究結果可知，知識領導力、獎酬與績效連結、知識衡量的制度化、現存知識的改善、有機式的組織架構、學習性的文化，能夠使知識管理對組織創新產生正面顯著影響。因此建議企業組織應該要努力培養公司主管的知識領導力；績效制度要能與獎酬制度相連結；盡力將知識管理績效的衡量，制度化到組織的各部份，以促進知識管理的推行；應致力於改善現存的知識；應致力於成為有機式的組織；將知識管理建立在學習之上。

Two of the most important issues in knowledge age are knowledge management and innovation. Companies that is able to control knowledge, able to develop the ability of innovation. Therefore, understand how to acquire, encode, diffuse, storage knowledge, and how to match knowledge and management system, is very important for organizations. Knowledge workers are the most important carrier of knowledge. They are the one who actually learn, share, use, and create knowledge. Thus, understand and pay attention to knowledge worker and the management of knowledge worker should be considered one part of knowledge management. Moreover, knowledge management should match corporation’s competitive strategy. The purpose of this thesis is to examine the relationship among organizational characteristics, knowledge management, strategy of knowledge management, organizational innovation, and consider the influence of the strategy of knowledge management and organizational characters to knowledge management and organizational innovation.
The results of the research indicate that:
The lifecycle of a company has significant difference on organizational innovation. The scale of a company has also significant difference on organizational innovation.
In addition to difference analysis, relation analysis indicates that “connect performance and reward”, ”improve knowledge which is already there”, “leadership of knowledge”, “institutionalize the measurement of knowledge”, “organic organization structure”, and “culture of learning” has significant influence on organizational innovation.

As the result, the suggestions are: companies should develop their manager’s ability of leadership of knowledge; connect performance and reward; improve knowledge which is already there; institutionalize the measurement of knowledge; establish organic organization structure; and create the culture of learning.

第一章 緒論 1
第一節 研究動機與目的 1
第二節 觀念性架構 3
第三節 研究流程 4
第二章 文獻探討 5
第一節 知識管理 5
第二節 知識工作者 19
第三節 組織創新 26
第四節 知識管理和組織創新的關係 30
第五節 組織特性的影響 34
第三章 研究方法 36
第一節 研究架構與研究假設 37
第二節 研究變項的操作性定義與衡量 38
第三節 抽樣方法與樣本特性分析 45
第四節 信度及效度分析 47
第五節 修正後之研究架構及資料分析方法 53
第四章 實證分析與討論 55
第一節 研究變項之描述性統計分析 55
第二節 組織特性在知識管理與組織創新上的差異分析 57
第三節 知識類型與策略配合模式、知識管理與組織創新之相關分析 66
第四節 各變數對管理創新與技術創新之逐步迴歸分析 68
第五節 知識類型策略配合模式、知識管理、與組織創新之影響性分析 73
第六節 組織生命週期、知識管理、與組織創新之影響性分析 84
第五章 結論與建議 87
第一節 研究結果與建議 87
第二節 研究限制與對後續研究的建議 93
參考文獻 94
ㄧ、中文部份 94
二、英文部份 96
附錄 問卷 101

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