知識分享之動機 —國際司法互助跨域聯絡人之個案探討

Abstract

知識向來被視為無形資產，且這種資產被視為產生持續競爭優勢的主要來源。管理大師彼得杜拉克曾言：「管理在21世紀需要做出的最重要貢獻，是提高知識工作和知識工作者的生產力」、「知識型員工的生產力是21世紀最大的管理挑戰。」所以知識管理，特別是知識分享這件事，有其面臨的社會困境和障礙必須克服，而且知識分享不單單是組織成員中個人對個人之事，組織領導(管理)者更應有「使組織因著知識分享受益，成就更好工作成果和績效」的認知，這部分就有許多因素可以關注探討：工作環境制度、工作內容設計、組織氛圍、人際關係、領導人風格、人格特質…都是可能影響知識分享的動機和效益的重要因素。 本研究以國際司法互助跨域聯絡人做為知識分享動機因素的個案探討。研究價值在於（一）研究個案對象是公部門：以往探討知識分享相關議題以私部門企業為主，但公部門的績效和效率與國家發展目標息息相關，而知識的分享、傳遞與應用顯然是提高政府機構能力和效率的關鍵因素。故如何提升公部門知識管理的能力值得探究。(二)研究個案對象之身份及工作內容有特殊性：本研究對象是具檢察官身份之國際司法互助跨域聯絡人，其處理業務却兼具外交官的工作內容，即所謂「司法外交」、「跨域聯絡」之獨特性質，屬於高度專業知識工作者，且大多數的工作所使用知識涉及內隱知識，較一般外顯知識更難以傳遞分享。又處理國際司法互助跨域聯絡工作之檢察官有借調期限，故如何有效激勵在職的國際司法互助跨域聯絡人進行知識分享，以維持延續並增進組織效能，更是值得重視的課題。 本研究結果發現：(一)本個案知識分享受激勵的因素，內在動機顯然優於外在動機，且以「使命感」、「利他」此二者因素為最。(二)工作特性、領導(管理)者的支持認可等因素，與組織工作環境、工作氛圍相互作用，影響知識分享的自主動機。(三)對於具開創性、未有前例可循的議題，領導(管理)者之態度可以帶動組織成員啟動創造知識、解決問題的機會與經驗。(四)個人若在組織中因知識分享受益，且有完成實現工作的能力成就感、自主感，組織中的關係歸屬感，組織本身亦能展現「團隊工作效率增進」、「成員整體素質提昇」等效益。

This study employs a case study on the motivations of knowledge sharing of boundary-spanning professionals in the area of mutual legal assistance. Knowledge has traditionally been viewed as an intangible asset, and this asset is seen as a major source of sustainable competitive advantage. Management guru Peter Durak once said: "The most important contribution that management needs to make in the 21st century is to increase the productivity of knowledge work and knowledge workers." "Knowledge- worker productivity is the biggest of the 21st century management challenges." Knowledge Management, especially knowledge sharing, has social dilemmas and obstacles that must be overcome. Knowledge sharing is not just a matter of conveying information from individual to individual among members of an organization. There are many factors that influence the motivations behind the willingness to share knowledge. They include: the work environment, the design of work-related content, the organizational atmosphere, interpersonal relationships, styles of leadership, personality traits, and so on. This research is intended to build an understanding of the motivations for knowledge sharing by boundary-spanners in mutual legal assistance by referring to a case study. The value of the research lies in the following: (1) the subjects of the case study is in the public sector. In the past, private sector enterprises were usually the main subjects of knowledge sharing research, but there is comparatively little research that has been done on knowledge sharing in the public sector. The performance and efficiency of the public sector is closely related to progress on national development goals. The sharing of knowledge, its transfer, and its application are obviously the keys to improve the capacity and efficiency of government institutions. Therefore, it is worth exploring how to improve knowledge management capabilities in the public sector. (2) The identities and work content of the research subjects are special. the subjects of this study are boundary-spanners in the area of international mutual legal assistance with the official roles of prosecutors, but their work content is at times the work of diplomats of international legal affairs. This is called "judicial diplomacy", which is the unique business of "boundary-spanners" who are highly professional knowledge workers. Also, most of the knowledge used in this work involves tacit knowledge, which is more difficult to transfer and share than general explicit knowledge. Prosecutors who handle boundary-spanning work on international mutual legal assistance have a secondment period, so the question of how to effectively motivate in-service boundary-spanners on international mutual legal assistance to share knowledge in order to maintain and improve organizational effectiveness is a topic worthy of attention. The results of this study show that: (1) Intrinsic motivation is clearly superior to extrinsic motivation in this case, and the two factors of "having a sense of mission" and "altruism" are the most important. (2) Factors such as job characteristics as well as support and approval from leaders interact with the organizational work environment and the work atmosphere. These factors affect the autonomous motivation behind knowledge sharing endeavors. (3) For pioneering and unprecedented issues, leaders’ attitudes can encourage members of the organization to create opportunities and experiences for knowledge creation and problem solving. (4) If an individual benefits from knowledge sharing in the organization and has a sense of accomplishment, his need for competence, his need for autonomy, and his need for relatedness will all be satisfied. Also, the organization itself can demonstrate "team work efficiency" and "the enhancement of the overall quality of the team members ".