我國軍事組織文化對組織成員知識分享影響

• Main Author: 梁嘉肇
• Other Authors: 游進年
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/08790416009715908321

碩士 === 國立臺灣師範大學 === 教育學系在職進修碩士班 === 95 === This study aims to analyze the status quo of ROC’s military organizational culture and the knowledge sharing among organizational members, to examine the variance on different background variables to the military organizational culture and to the organizational members’ cognition on knowledge sharing, to examine the influence of the ROC’s military organizational culture to the knowledge sharing among organizational members, and to examine the correlation between military organizational culture and the knowledge sharing among organizational members. The research object of this thesis is the ROC’s military organization and its members. The object of questionnaire survey includes 557 students studying in the ROC’s War, Army, Navy, and Air Force colleges separately. The actual number of students who took the questionnaire is 536; the number of feedback questionnaires is 519, with the retrieving percentage being 96.8﹪. The number of valid questionnaires is 491, with the valid percentage being 94.6﹪. The questionnaire data is analyzed by descriptive statistic, t-test, one-way analysis of variance ( ANOVA ) , and Chi-square Test. The major findings of this research are as follows: 1. The organizational culture cognition for the ROC military organizational members is mainly divided into three culture types – hierarchical, supportive, and creative, and the hierarchical culture has the strongest cognition. 2. The knowledge sharing cognition by the ROC military organizational members is mainly divided into four parts – personal knowledge, learning opportunity, professional expertise, and promoting learning motives, and the strongest cognition for knowledge sharing is “the sharing of personal knowledge”. 3. In terms of organizational culture and knowledge sharing, the identification for military organizational members with master degree are obviously lower than that of the members who graduated from “military college”, “military academy”, or “civilian university”. 4. In terms of the cognition scale for knowledge sharing, the ROC military members, with the variances of different sex, age, military service, and military unit, are approximately in unanimity. 5. The military organizational members who are in “commander”positions mark the highest score in the cognitions scale of “supportive culture”, and their scores are conspicuously higher than that of the members in “staff” positions. 6. Different types of military organizational culture and different way of knowledge sharing will be mutually affected -- a phenomenon of covariance. 7. The organizational culture of supportive type can effectively enhance the members’ willingness to enforce the knowledge sharing. 8. The military organizational members’ willingness to share their learning opportunity will not be reduced because of their organization having a hierarchical culture. Finally, based on the findings of this research, some concrete suggestions are proposed to the ROC’s Ministry of National Defense, military organizational members, and the follow-up researchers.