資本與技術密集的半導體產業，吸引了許多資金與人才投入，在過去表現出令人羨慕的高成長，因為如此更吸引了許多競爭者加入，成為一競爭激烈的產業環境。晶片製造業在如此產業環境中，為了增強本身競爭力，必須極盡全力提升良率以降低製造成本。
近年來晶圓製造廠為避免微細線寬產品在製造過程中，發生不可預期的製程條件偏移而損失，必須投入相當的資源，包括人力與軟、硬體設備來提升製程良率與穩定。隨著半導體製造進入奈米世代，工作的複雜度亦急遽升高，為了符合快速變遷的產業競爭型態，在組織中如何有效地利用知識移轉，而促成知識的再利用，成為管理者為提昇整體組織效能的最重要工作之一。
本研究以半導體產業個案公司內從事製程檢測工作者為研究對象，探討組織中成員之間工作知識轉移問題。
主要的研究結果如下:
1.半導體製程檢測這種需要橫向跨領域的工作性質而言，簡單的組織結構能促使組織成員比較容易與外部門產生連結，直屬組織僅提供專業知識的訓練，以及塑造一個開放的競爭環境。
2.快速變化的半導體專業技術等知識，可利用師徒制來增強新進人員的專業訓練，但是卻無法適時地傳遞重要的內嵌性的隱性知識，而這些知識卻是影響組織目標是否能成功的關鍵要素。
3.建立跨部門合作的夥伴關係，即使在高度組織化的組織結構中，期使組織成員突破組織藩籬，增進更密集的互動，讓組織朝正向循環的發展。
最後對於實務上如何建立跨部門的夥伴關係提出建議，應從個人的人際技巧以及訂立跨部門組織運作制度兩方面進行，發展部門間的水平連結，有助於達成組織所賦予的目標與成效。

Capital and technology-intensive semiconductor industry have attracted a lot of fund and talent's input. It also demonstrated the admirable high growing rate in the past. The semiconductor industry becomes so attractive and more competitors come to get involved. At the result, the environment of competition becomes severe. The chip makers in such industry's environment, in order to strengthen one's own competitiveness, must take every care to improve the good yield and reduce the manufacturing cost.
In order to avoid the loss of small line width products during production, that is caused by unexpected conditions. Chip makers must put into suitable resources, including manpower and software and hardware equipment for having high yield and yield stability. The complexity of technology for chip making is getting worse when the process in going to nanometer era. How to utilize knowledge to transfer effectively in organization and facilitate the use of knowledge, become one of the most important thing that managers should do.
A case study of a semiconductor company reveals the problem of transferring knowledge between engineers who are working for process defect reduction.
The main result of this thesis is as follows:
1.It is easy for members to form a cross-department lateral linkage in a simple organization. The organization creates a openness environment for knowledge transfer and provide technical training for new comers.
2.As the semiconductor thchnique changed so fast that suitable mentor-apprentice operation can strengthen the technical knowledge of new members. But they are not able to transfer the important tacit knowledge which is embedded in person. The knowledge is the key element for achieving the goal of organization.
3.Establish trans-departmental and cooperative partnership, even in the institutional framework of high organization; make members to break through the boundary of organization with linking all members together. That can make whole organization move through success circle for goal.
At the last paragraph, I come out with my opinions on how to build cross-functional partnership, which need start from individual social skill and establish operational procedures, to develop the network among functional groups and achieve organizational goal effectively.

摘 要 I
Abstract II
誌 謝 III
表 目 錄 V
圖 目 錄 VI
第一章 緒論 7
第一節 研究背景與目的 8
第二節 研究範圍 10
第三節 建立概念性架構 11
第二章 相關理論與文獻探討 13
第一節 知識移轉 13
第二節 師徒關係 30
第三節 夥伴關係 38
第三章 研究方法 42
第一節 質性研究 42
第二節 研究方法論—敘說分析 47
第三節 資料蒐集與分析 50
第四節 質性研究評析 52
第四章 個案分析 57
第一節 半導體製造業人力結構 57
第二節 個案背景描述 61
第三節 半導體製程檢測組織與任務 62
第四節 半導體製程檢測工作實務案例 64
第五章 知識移轉實務分析 83
第一節 水平連結的機制與效率 83
第二節 垂直組織化的問題 85
第三節 夥伴關係之建立 87
第六章 研究結論與建議 91
參考文獻 92

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