A Case Study of Relationship Between Knowledge Communities and Middle-Level Managers’ Competencies－Aerospace Industrial Development Corporation as an Example

• Main Authors: Chia-yi Kuo, 郭佳宜
• Other Authors: 溫玲玉
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/89732971553325414823

碩士 === 國立彰化師範大學 === 商業教育學系 === 91 === Abstract Knowledge community is an informal professional organization that looks for mutual interests or problem solutions. To acquire employees’ tacit knowledge and to create value for business through knowledge community is the best way. Middle-level managers play an important role in business. They have to carry out top executives’ assignments for one thing and lead employees to achieve organizational goals for another. They are the communication channels between top executives and entry level employees. The purpose of this study was to explore if middle-level managers’ competencies are influenced by knowledge communities. The study was based on the AIDC by purposive sampling. The questionnaire subjects included 460 members who participated in knowledge communities in AIDC, with 53% valid return rate. The study methods included literature review, questionnaire and in-depth interviews. The data were submitted to descriptive statistics, t-test, ANOVA, canonical correlation, multiple stepwise regression and Kruskal-Wallis test. According to the findings, the conclusion is summarized as follows: 1.Knowledge communities had positive effects on personal professional knowledge and skills. 2.Age, education, and the number of years of working experiences had significant effects on the members’ viewpoints toward knowledge community. 3.Knowledge communities had effect on middle-level managers’ “interpersonal skills”. 4.Knowledge communities had correlation with the middle-level managers’ competencies. In addition, “learning and development”, “the goal of knowledge community”, “the culture of knowledge community” and “motivation policy” had higher predictability on promoting the middle-level managers’ competencies. Finally, recommendations based on the findings and conclusions were made for business and further study.