量販店現在台灣成為極熱門的話題，量販店主要強調商品種類繁多、物美價廉，可滿足消費者對生活必需品的基本要求。只強調降低單位效益成本，已不足以在強烈競爭中脫穎而出；尤其是消費者對各家量販店之價差敏感度，隨所得增加而逐漸降低。能同時有效地處理外顯及內隱的交換成本，才能在日漸飽和的零售市場持續成長。
本研究乃是針對個案公司現況去探求其教育訓練的現況及成效，因此，必須瞭解個案公司所處產業之競爭現況以及個案公司未來之目標及願景，探知個案公司未來的發展策略及目標，從中瞭解個案公司應有的教育訓練目標，因而採取質化的研究方法，透過次級資料的蒐集，針對研究主要目的深度訪談問卷個案公司中重要主管，歸納出個案公司教育訓練可能方向，做為個案公司未來執行的參考。
研究結果發現，教育訓練的執行的確為個案公司帶來人員知識的提升及能力上不同程度的加強，個案公司的整體經營競爭優勢會因此而提昇。所以跨區域量販店的人員素質的提昇與知識管理的傳承，可以為企業帶來無限的潛能。

Hypermarket Taiwan become hot topic extremely now such as shop, hypermarket the shop and emphasize mainly the goods are various in style, good and inexpensive, can satisfy consumer's basic demand of the necessary for life in quantity. Only put emphasis on reducing unit's benefit cost, it has not been enough to show one's talent in the strong competition yet; Especially consumers to hypermarket the susceptibility of price differential of the shop to every quantity, increase with the income and reduce gradually. Can deal with the apparent and inside latent exchange cost outside effectively at the same time, could grow up continuously on the retail market that is saturated day by day.
Research this to is it seek present situation and effect of education and training their to go to present situation, Company of case, so must understand case Company live in competition present situation and future goal, Company of case, of industry and wish the scene, find out case company's future development tactics and goal, understand case company's due education and training goal from it, therefore the research approach to take quality, through the collection of the secondary materials, to studying the important executive in the profundity interview questionnaire case company of the main purpose, sum up the possible direction of company's education and training of the case, do the reference that is carried out in the future for the case company.
The result of study is found, the execution of education and training really brings the enhancement in various degree on the improvement and ability of personnel's knowledge for the case company, whole case company will be promoted because of this while managing the competition advantage. So measure the promotion of personnel of buying to sell the shop quality and passing on of information management trans-regionally, can bring limitless latent energy to enterprises.

目 錄
誌謝詞-----------------------------------------------------------------------------I
摘要--------------------------------------------------------------------------------II
Abstract---------------------------------------------------------------------------III
目錄--------------------------------------------------------------------------------V
圖目錄-----------------------------------------------------------------------------VI
表目錄-----------------------------------------------------------------------------VII
第一章 緒論----------------------------------------------------------------------1
第一節 研究背景----------------------------------------------------------------1
第二節 研究動機----------------------------------------------------------------3
第三節 研究目的----------------------------------------------------------------4

第二章 文獻探討----------------------------------------------------------------5
第一節 教育訓練----------------------------------------------------------------5
第二節 知識管理----------------------------------------------------------------12
第三節 知識管理在組織上的應用-------------------------------------------20

第三章 S公司個案簡介-------------------------------------------------------33
第一節 本個案公司—公司簡介----------------------------------------------33
第二節 本個案公司—產業態勢分析----------------------------------------35
第三節 本個案公司—量販店的型態----------------------------------------39
第四節 本個案公司—人力規劃現況----------------------------------------43

第四章 研究方法-----------------------------------------------------------------46
第一節 質化研究的方法--------------------------------------------------------46
第二節 資料收集及分析--------------------------------------------------------48
第三節 問卷設計說明-----------------------------------------------------------48
第四節 受訪者背景簡介說明--------------------------------------------------49

第五章 歸納與分析--------------------------------------------------------------50
第一節 資料歸納與分析--------------------------------------------------------50
第二節 分析結果-----------------------------------------------------------------55

第六章 結論與建議--------------------------------------------------------------56
第一節 研究結論-----------------------------------------------------------------56
第二節 後續研究之建議--------------------------------------------------------60
參考文獻 --------------------------------------------------------------------------62
附錄一：部門主管/課級主管訪談問卷 -------------------------------------67
附錄二：一般職員訪談問卷---------------------------------------------------71

圖目錄
圖2-1 知識管理執行類別圖-------------------------------------------------13
圖2-2 跨區域知識管理初探性架構圖-------------------------------------14
圖2-3 知識建構及維持模式-------------------------------------------------16
圖2-4 知識轉變過程圖-------------------------------------------------------17
圖2-5 知識資源與知識流通機制對知識移轉績效影響之架構-------23
圖3-1 S公司分店組織圖---------------------------------------------------27
圖3-2 影響量販店競爭力的七大構面-------------------------------------30
圖3-3 量販店價值鏈分析架構圖-------------------------------------------31
圖3-4 S公司主要作業流程管理圖---------------------------------------34
圖3-5 S公司資訊系統架構圖---------------------------------------------36
圖3-6 S公司人員招募流程圖---------------------------------------------37
圖4-1 本研究架構概念圖----------------------------------------------------42



















表目錄
表2-1 知識管理各變數之衡量及操作定義---------------------------------24
表3-1 S公司的商品種類表----------------------------------------------33
表3-2 S公司賣場員工之教育訓練表--------------------------------------38
表4-1 三次問卷設計說明------------------------------------------------------41
表4-2 受訪者背景簡介---------------------------------------------------------42
表4-3 S公司一般職員特性統計表------------------------------------------44
表4-4 一般職員問卷統計表----------------------------------------------45
表4-5 S公司部門主管/課級主管特性統計表----------------------------46
表4-6 部門主管/課級主管問卷統計表--------------------------------------47

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