工作輪調過程中之知識移轉 : 以經濟部國際經濟商務人員為例

Abstract

經濟部國際經濟商務人員為我國對外經貿業務第一線人員，因工作輪調制度之特殊性，從而業務交接時首重組織記憶傳承，方能讓知識的力量維繫組織競爭力，故本研究以學者Nonaka and Takeuchi(1995)對知識之定義和知識移轉模式（SECI Model），分析商務人員知識移轉之需求、途徑、模式，及就多數見解歸納出影響知識移轉成效之因素，討論商務人員之知識移轉實際上受到哪些因素影響，研究方法採深度訪談法，總共訪談十三位有外派經驗的商務人員，據以探究商務人員駐外工作知識移轉之相關議題。 研究發現商務人員外派時，同時有外顯知識及內隱知識之需求，外顯知識經由書面、電子資料移轉，內隱知識透過人際關係網絡傳遞。研究也發現內隱知識及外顯知識間的四種知識移轉模式，實務上都會發生，甚至四種模式在各式會議或活動場合中會交錯使用。最後，分析實務上影響知識移轉成效之因素，包括個人因素、知識特性、資訊科技、組織因素四種，其中又以「組織因素」被商務人員視為最重要的影響因素，認為有領導者的支持，願意建立知識分享的組織文化，方能讓組織成員有更多交流知識的機會。 本研究綜整訪談資料，並針對商務人員在知識移轉上的建議，提出未來可從個人因素、知識特性、資訊科技、組織因素等面向加以精進，個人因素可思考如何讓商務人員便利與前手在業務上聯繫；知識特性上需持續維持檔案管理制度；資訊科技部分應善用科技技術，讓外顯知識電子化程度更普及；組織因素需鼓勵並營造知識分享的組織文化。上述建議提供公部門作為參考，思考未來可如何再精進各面向，讓知識移轉在工作輪調的環境下能不受阻礙。

The international economic business personnel of the Ministry of Economic Affairs are the front-line personnel of Taiwan’s foreign economic and trade business affairs. Due to the particular characteristic of job rotation, when the work is handed over, the first priority is to emphasize memory for inheritance so that the power of knowledge can maintain the competitiveness of the organization. Scholars Nonaka and Takeuchi (1995) have defined knowledge and the knowledge transfer model (SECI Model), as well as analyzed the needs, ways, and modes for knowledge transfer. This study uses Nonaka and Takeuchi’s perspective to analyze business personnel, summarize the factors affecting the effectiveness of knowledge transfer based on most scholars’ opinions, and discuss what factors actually affect the transfer of knowledge of business personnel. This research method adopts an in-depth interview method. A total of 13 business personnel with overseas experience are interviewed to explore related issues of knowledge transfer by business personnel abroad. The study found that when business personnel are dispatched, they have both explicit and implicit knowledge needs. Explicit knowledge is transferred through written and electronic data, while implicit knowledge is transmitted through interpersonal networks. Research has also found that the four modes of knowledge transfer between implicit knowledge and explicit knowledge will all occur in practice, and even the four modes will be interwoven in various meetings or activities. Finally, the study analyzes the factors that affect the effectiveness of knowledge transfer in practice, including personal factors, knowledge characteristics, information technology, and organizational factors. Among these, 'organizational factors' are regarded as the most important influencing factors, and leaders are considered the support of the organization. Moreover, the willingness to establish an organizational culture of knowledge sharing can give members of the organization more opportunities to exchange knowledge. This research comprehensively integrates the interview data and proposes that in the future, it can be refined from the aspects of personal factors, knowledge characteristics, information technology, organizational factors, etc. Personal factors can take into consideration how to facilitate contacts between business personnel and their previous colleagues; knowledge characteristics need to continue to maintain a management system; information technology should make good use of technology to make explicit knowledge more universal; and organizational factors need to encourage and create an organizational culture of knowledge sharing. The above suggestions are provided as a reference for the public sector to think about how to improve all aspects in the future so that the transfer of knowledge can be unhindered in the environment of job rotation.