探討多企業實務社群發展歷程之個案研究－－以知識長交流會為例

The Development of Multi-company Communities of Practice: An Example of a Network of Chief Knowledge Officers

本研究旨在探討多企業實務社群發展歷程及其效益，應用個案研究法，以「知識長交流會」為研究個案，透過觀察、文件分析及訪談等多元方法蒐集資料。研究發現，成員參與社群之動機因人而異，於個人層面，成員以個人專業發展、認知興趣、社會關係為主要動機；工作層面則以工作改善為主；在組織層面，主要為組織期望、組織服務或蒐集市場資訊而參與。定義功能角色與分工是多企業實務社群運作之要務，透過組織核心成員共同經營，有助於社群發展。成員互動為關係建立之基礎，實體活動之聯結性高於虛擬活動；互動機會愈多，成員間關係就愈深化。本研究亦發現，多企業實務社群在社群、個人、工作及組織層面產生效益。社群層面上，社群中形成共同學習的空間，建立共通語言，使社群成為一個專家之學習管道。成員層面上，多企業實務社群協助成員專業學習與發展，開擴思維，學習多方經驗，更促進成員建立社會關係。於成員工作層面上，多企業實務社群協助社群成員進行工作上的改善與改革，協助其解決問題，並改善工作程序。成員之組織層面上，多企業實務社群亦為成員組織帶來短期或長期之影響。

Communities of practice are seen as a primary vehicle for knowledge sharing and a practical way for implementing knowledge management. The literature lacks practical studies of communities of practice in an inter-organizational context. The purpose of this research is to explore the development of multi-company communities of practice for a network of chief knowledge officers (CKO) from different organizations. A qualitative research method was employed. Data collection methods included in-depth interviews, document analysis, and observations.The results indicated that the motivations of members vary among individuals. At a personal level, the three primary motivators are learning and professional development, personal cognitive and interest, and building social relationships. At the work level, the primary motivators are problem solving and process innovation. At the organizational level, the primary motivators are meeting organizational expectations, providing better organizational services, and collecting market intelligence.Defining functional roles and delegating authority are the top priorities of a community of practice. These priorities help a community of practice grow with the assistance of core members that take part in operating the community. The multi-company community of practice provides a platform to share practical experience from among the different enterprises. The greater the interaction, the greater opportunities between members develop and a deeper relationship will be established. Therefore, direct contact and communication are necessary for members. This research also indicated that barriers exist and these affect the multi-company communities of practice.