常有許多企業對快速累積「知識文件」感到自豪，卻不代表推動知識 管理推動成功，組織中的「人」才是知識移轉與創造核心( Davenport and Prusak, 1998)，何提高個人知識分享的意願、促使個人樂於交流其知識是 企業成功推動知識管理的首要，研究結論佐證了赫茲伯格二因子理論，內 在利益（激勵因子）可讓員工從工作本身得到激勵並滿足，亦證實傳統價 值觀信任與認同有助提高知識分享意願，推動知識管理成功與否，在某程
度上，反應了組織中對於人性的尊重程度，若單純地期望資訊科技可解決 企業內知識管理的問題，是過度簡化知識管理的真諦。研究提出幾項建議 供管理者推動知識管理的參考：
1. 對於員工內心樂於助人情愫與增進知識自我效能，勿因難以衡量 而將其忽視，制度應儘量設計具體措施加以提昇。
2. 獎勵並非是推動知識管理的萬靈丹，推動時應同時考量員工內心 感受，強制或利誘手段無利於組織知識管理的發展。
3. 人際互動的價值不可忽視，組織應提供多元的溝通管道增進員工 互動，促進知識在組織內部分享與移轉。
4. 管理者以身作則是最好的示範，應扮演積極參與的領導角色，帶 動良好的風氣與價值觀。
對於後續研究的建議，首先，因國內探討知識分享的研究多運用問卷 瞭解受測者意願或行為，對知識分享實際行為調查較為缺乏，研究初期曾 嘗試以某公司為對象，利用問卷調查輔以知識管理系統資料，對員工知識 分享實際行為進行實證研究，因研究時程無法配合而未能進行，若可蒐集 長期性資料，將可瞭解知識分享實際行為的影響因素。
其次，以往研究多專注於提昇知識分享的意願與行為，但可能僅是知 識分享的次數增加，知識分享的品質可能未必同時提昇，Poston and Speier (2005)曾利用內容評分與可信性指標(credibility indicator)，探討使用者評選 或採用知識的行為，可運用為提昇知識分享品質因素研究上。
最後，研究乃調查現實社會中的狀況，而於虛擬世界中，因為無法直 接接觸互動，或對成員交往情況不瞭解，影響知識分享意願的因素常與現 實社會不同，在跨國企業的知識管理系統中，同時面對來自不同國家的使 用者，員工的知識分享是否會有差異行為，應是研究課題之一。
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附錄一 研究問卷
聯絡電話:0952-133950
e-mail: clothoidline.bm94g@nctu.edu.tw
國立交通大學經營管理研究所
第二部份：調查影響您知識分享意願的外在利益因素
37.我相信組織(公司)成員，會分享他們的知識 ... □ □ □ □ □ □ □ □
38.組織(公司)成員間，有相互協助的共識 ... □ □ □ □ □ □ □ □
39.組織(公司)成員間，注重團隊精神 ... □ □ □ □ □ □ □ □
40.組織(公司)成員間，若有不同的意見會予以評估、採納 ... □ □ □ □ □ □ □ □
41.組織(公司)成員間，會尊重相互衝突的觀點 ... □ □ □ □ □ □ □ □
42.組織(公司)成員間，會以寬恕的態度面對他人的過失 ... □ □ □ □ □ □ □ □
43.我很高興我在組織(公司)中工作 ... □ □ □ □ □ □ □ □
44.與朋友談到組織(公司)時，我都會以組織(公司)為榮 ... □ □ □ □ □ □ □ □
45.我願意盡力幫助組織(公司)成為一流的組織(公司) ... □ □ □ □ □ □ □ □
46.我的價值觀與組織(公司)價值觀大致相似 ... □ □ □ □ □ □ □ □
47.對於能成為組織(公司)的成員我感到榮幸 ... □ □ □ □ □ □ □ □
第五部份：調查您知識分享的意願
非 有 常 很 點 有 非 不 不 不 不 點 很 常 同 同 同 同 同 同 同 同 意 意 意 意 意 意 意 意
48.在工作中，我願意將我的專業見解、知識和經驗提供給其他
同事參考或討論... □ □ □ □ □ □ □ □
49.在工作中，我經常會將我的知識提供至組織(公司)公開的資料
庫中，讓其他同仁都可看到... □ □ □ □ □ □ □ □
50.在工作中，同事詢問我問題時，我會積極地回答他的疑問，
與他分享我的知識或想法... □ □ □ □ □ □ □ □
51.在工作中，我經常與同事討論、交換分享個人經驗、觀點和
意見... □ □ □ □ □ □ □ □
52.將我的知識分享出來，已成為我日常工作的一部份... □ □ □ □ □ □ □ □
第六部份：您個人的基本資料
53.請問您的性別為何？ □男 □女
54.請問您的年齡為何？ □20歲以下 □20~30歲 □31~40 歲 □41~50 歲
54.請問您的年齡為何？ □20歲以下 □20~30歲 □31~40 歲 □41~50 歲