組織智慧資本的累積與互動：科技驅動型服務組織個案研究

Accumulation and Interaction of Intellectual Capitals:A Case Study of Technology-driven Service Company

現今智慧資本的相關文獻多著重於各類智慧資本的定義與評價，但是對於各類智慧資本的形成以及演變的動態過程卻較少提及。為了彌補這個研究缺口，本研究援引知識創造與組織學習等相關理論文獻，建構組織各類智慧資本動態演變的過程，並以台灣一家計程車服務組織—台灣大車隊為對象，進行個案研究。本研究採取質性研究法，說明科技驅動型服務組織如何利用科技將流動的資訊知識轉化成為組織內不同存量類型的智慧資本；並探討各類型智慧資本之間的動態演變。智慧資本基本上可以區分為存在於員工身上的人力資本以及屬於公司的組織資本兩大類；而組織資本可進一步區分為流程資本、創新資本及關係資本。本研究發現，計程車組織擷取眾多加盟司機的載客與服務行為資訊.(司機的人力資本)，利用衛星派遣規則設計出空中排班機制的資訊系統.(流程資本)，並結合司機的集體社群力量，催生出全台灣最大的品牌車隊與營運平台.(關係資本)，最後研發出全新的商業模式與新世代的派遣系統與硬體設備(創新資本)。本個案研究不僅提供了一個有關智慧資本動態演變的具體案例，也對知識創造、組織學習以及智慧資本等相關研究的融通提供一個新的研究脈絡。

In knowledge economy, the market value and accounting value of companies may differ. To explain this difference, scholars propose the concept of intellectual capital. Therefore, most of the intellectual capital literatures focus on the definition and evaluation of various types of intellectual capitals, but only few has discussed the formation and dynamics of them. To fill this research gap, this study conceptually constructs the dynamic process of intellectual capitals by the theories from knowledge creation and organizational learning literatures, and provides an interpretive case study of the largest taxi franchise fleet in Taiwan. This qualitative case study will explain how this technology-driven service company transforms the flows of informational knowledge into stocks of intellectual capitals, and discuss the dynamic process of the interactions among various types of intellectual capitals. Basically, intellectual capital can be divided into human capital and organizational capital which is owned by the company and can be further divided into process capital, innovation capital, and relational capital. We find that the company will extract the be- havioral information ofthe taxi drivers (human capital) by data mining, design the software (process capital) of on-air queuing system by the extracted information, promote the company brand (relational capital) and dispatching platform by the collective efforts of taxi drivers, and finally accumulate the ca- pacity (innovation capital) to create an innovative dispatching system and new business model. Based on the insights from these findings, we introduce eight propositions for further examination. This case not only illustrates the dynamics of intellectual capitals, but also provides a context for the conversation among knowledge creation, organizational learning, and intellectual capital literatures.*