| Summary: | 碩士 === 玄奘大學 === 國際企業學系碩士班 === 100 === For Ikujiro Nonaka and Hirotaka Takeuchi, knowledge innovation comes from one individual’s knowledge and knowledge beyond that. Knowledge transformation stems from experiences gained from observation, imitation and practice among individuals, groups and organizations, or from fusion of tacit knowledge and explicit knowledge such as external concrete documents, concepts or organization prospects. In a traditional family business, business culture not only contains professional management and performance-oriented culture but also mixes with civil religious faith, peace first, respect for seniority, prudence, and family culture. Under this kind of circumstance, what kind of influences and obstacles will be imposed on knowledge innovation by the communication and interaction method adopted by members of the family business? By in-depth interviews, the present study interviewed members from two family businesses that produce preserved vegetable and then applied the concept of phenomenology to analyze the results of the interviews. The results indicate that when a family member works as a coadjutant, combination of knowledge can’t be played effectively due to the obedient attitude. Besides, when a family business trusts their own family members, socialization, externalization and combination of knowledge are reduced. The reasons that the business owners are not willing to make innovation are age consideration and faith factor. In a situation of unsteady climate, every business owner has different concepts of information storage.
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