第六章 研究意涵與結論
第四節 結論
本論文研究跨越疆界的異常排除實務與組織轉移維修知識的管理模式，發現 兩種知識管理的模式，這對知識管理（KM）與科技使用（Technology Use）領 域提供有意義的理論與實務意涵（蔡敦浩、李慶芳、藍紫堂，2004）。第一、本 研究建議當組織面臨快速創新的產業情境時，欲了解知識工作者實踐中知曉的知 識，知曉涉及持續邊做（Doing）、邊學（Learning）、邊互動（Interacting）三者 交替糾結的過程，此時「小 k 大 M【kM】拼圖式」的知識管理模式才能吻合
（Consistent With）工程師實務上的知識需求。
第二、本論文重新理解知識型組織的意義，組織知識創造的流程已經從以公 司為基礎（Firm- Based）轉化為以社群為基礎（Communities-Based）的模式（Lee and Cole, 2003），因此，從本論文的跨疆界維修實務也說明，知識型組織為了促 進知識密集的流動，組織的結構應調整為以社群為基礎的有機形式，而非受制於 固定功能型態的組織結構（Kellogg et al., 2006）。
第三、本論文亦提出如何發展出一套有效管理內嵌知識與浮現情境知識的實 務的方法、規則與管理行動；組織應以創造互動的模式為遠景（Vision），規定社 群成員須定期參與簡報、提問、回應、集體辯證與反思的規則（ Rules），運用社 群 間 自 組 織 活 動 作 為 解 讀 現 象 、 分 享 意 義 、 轉 移 知 識 與 知 識 串 連 的 載 體
（Carrier），並透過團隊活動與團隊激勵方式（ Incentive），促成（Enact）跨疆界、
分散式知識的流動與演化（Stacey, 2000）。上述的理論與實務意涵顯然不同於以 組織能力為基礎的論點，特別強調組織須以累積知識資源為其遠景，透過激勵制 度形塑個人能力主義，一味地要求知識工作者編碼最佳典範，並以為資訊系統可
以取代社會互動而成為跨疆界轉移知識的有效載體。本個案研究從實踐觀點探索 發現，有效的知識管理模式應是創造互動的模式而不是累積知識資源，更是團隊 的合作而不是個人能力的展現。
第四、關於科技的使用（Technology Use），透過本研究提醒組織是否已經過 渡使用知識管理系統，這令我們進一步了解為何創新的知識管理系統不能有效地 協助工程師的跨疆界維修實務（McDermott, 1999; Orlikowski et al., 1995）。基本 上，知識管理應是創造互動而非只有系統，我們使用知識管理系統時，不僅須關 注於科技的特徵與排除不利知識轉移的障礙外，還要建立實踐社群與創造互動的 模式，以系統刺激社群自組織地互動，絕對不是以系統取代互動。本個案研究也 探索知識轉移的問題與評估資訊系統的侷限。
第五、活躍的知識社群（knowledge community）正是很好的「拼圖式」的 知識轉移模式，透過非正式及鬆散的組織結構，組織應給予社群適當的焦慮、刺 激，從不同角度的思維及彼此的對話，確實可以建構知識社群的創造力，並促成 社群成員的共同演化，也可創造出社群專屬的知識。這樣的作為也有助於情境知 識的創造、轉移與再利用（黃維，2003）。例如：工程師普遍也有非正式的聚會 以互通訊息，只是目前大部分的組織還未能有效的培養與經營知識社群。
最後，關於本論文後續研究方向的建議如下。第一、將知識的內嵌性分析運 用於其他知識型產業，探討導入知識管理時所延伸的議題，例如：生物科技與軟 體產業。第二、後續研究者也可分析與比較不同產業裡知識內嵌性的型態，例如：
顧問服務業在知識如認知的觀點下，可與本論文形成一個有用的對比基礎
（Hansen et al., 1999）。第三、面對持續創新與精緻化的半導體技術時，專業知 識散佈於分散的社群，且內嵌在跨疆界的維修實務當中，這個趨勢將愈加明顯再 加上產業激烈的競合關係，更突顯出新的知識管理議題，例如：知識社群之間的 衝突管理與競合關係的研究。第四，值得注意的是，若從複雜理論（Complexity Theory）的觀點切入這樣動態浮現的跨疆界維修實務，對於管理知識演進的動力 會是什麼將可提供新的見解。最後，本研究也呼應學者劉常勇、陳木生、謝如梅
（2005）個案研究的反思，學術界須深入探討並提供實務界「應該如何結合知識 管理（Knowledge Management）來推動組織學習（Organizational Learning）」，同 時也協助企業運用藍海策略（Blue Ocean Strategy）的思維邏輯，將知識轉換為 兼顧成本和與顧客共同創造新價值的利器。
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