由於近年來，營造廠規模日趨龐大、介面複雜、生命週期長，傳統上為了快速反應顧客的需求，營造廠會以專案式組織來因應，但因為專案式組織部門人員為功能式組織借調出來的人員或者為新聘人員，相較功能式組織以專業分工的型態，使的專案式組織使用資源上也較功能式組織來的缺乏。所以現今當營造廠進行專案時，常採用矩陣式組織的形式來服務客戶，一來可以直接反應顧客需求，也可以使用功能式組織的資源，但隨著專案大小、環境不同，使得矩陣式組織流程較傳統組織流程較為複雜，又矩陣式組織為雙重主管的架構，亦即流程需同時滿足兩個主管的目標，當權責劃分不易，往往無法釐清組織目標需達成的優先重要性，造成矩陣式組織的目標達成度不佳，組織流程作業變的混亂無序，導致管理上的困擾。
因此本研究將建構「營造廠矩陣式組織流程再造模式」，設計矩陣式組織的流程，能夠讓流程作業達到最佳效率模式，本研究中將採用營造廠專案式組織的流程作業為基礎，使用ARIS進行流程塑模的工作；並檢核專案式流程達成矩陣式組織目標要素之效能和服務的缺口；再以數學量化推演之方式解析功能式知識之相對重要性，以提升知識管理中單迴路學習效果，並以知識管理雙迴路學習概念檢討流程服務缺口的問題，以填補流程的缺口，進而提升企業流程執行上的效率。
本研究之成果，可為營造廠在面對不同專案時，提供設計一個矩陣式組織流程來同時滿足兩個組織的目標之藍本，亦可作為實施企業整體規劃時之方法依據。本研究具體主要成果主要包括:（1）整合功能式組織和專案式組織之優點，提供企業採用矩陣式組織時之參考（2）以知識、角色、、作業、整合，四大觀點為基礎建構流程模型，再配合流程目標達成矩陣、專案式組織作業和功能式知識關係矩陣，可清楚找出企業流程的運作缺口以及需做好的哪些知識項目的管理（3）應用知識管理單迴路、雙迴路學習概念，改善流程運作時的效能和服務缺口，並做為流程設計的重要參考。最後本研究以營造廠進行「工程採購發包」為例，提出營造廠矩陣式組織流程再造的可行性以及建議，提供企業參考。

In recent years, construction companies have expanded in scale, and encounter complexity, long life-cycle. Thus, to rapidly response to customer demand, it is necessary for the project to create a factory-style organization, so the construction firm can accelerate progress of the project. However, because of the disadvantages of project and functional organization, the matrix organization is often used to serve customers. By using this organization, there can be a direct response to customer demand, but also possible for function-style organization. Therefore, this study aim to establish "Construction Company Matrix Organization Process Reengineering," Matrix organization design process that enables processes to achieve the best efficiency operating mode, this research project can be utilized to create a factory-style organization of the process. This research uses ARIS methodology for Work Modeling Process, and checks project type process to achieve goals of organizational matrix in the term of the performance and service gap. Mathematical quantitative analysis is conducted to illustrate the relative importance of the functional type of knowledge to improve knowledge management in single-loop learning. Moreover the double-loop learning is carried out to take into account the service gaps. The bottom line is to fill the process gap, and improving the efficiency of business process implementation.
The results of this study is that it is possible to create a factory in different projects. There is the potential for the designing matrix organizational processes to simultaneously meet the objectives of the two organizations. Specific key results of this study include: (1) integration-type organizations and ad-hoc organization for the advantage of providing enterprises with matrix organization at the time of reference. (2) knowledge, role, operation, integration, based on four perspectives for the construction of process model, integrated with the process of achievement matrix. (3) application of knowledge management, single loop, double loop learning, to improve the process operation performance and service gaps, and process design as an important reference. In final, this research provides a case study of "works procurement contracting" to demonstrate the feasibility of the proposed process reengineering.

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