摘 要
在不確定的經濟體當中，要持續確保競爭優勢的根源在於知識的創造（Nonaka, 1991）。學者認為知識的創造是一種源自於個人內隱知識的螺旋轉化，其中環境的特性對於知識的轉換也扮演著重要影響（Nonaka, 1998）。在知識鍊中企業會在既有知識的使用過程中，從已存在的知識創造出新的知識（Holsapple & Singh，2001）。當組織都能分享新的顯性知識時，其他的員工便能開始內化這種知識來建立個人的認知。然而知識的價值也不在其本體，而是透過有效的運用來產生商業價值；有此可知企業活動的設計與員工行為的產生，對於知識的創造與加值過程扮演了相當重要的角色。

社會學習的觀點著眼於觀察學習和自我調節在引發人類行為中的作用，並重視人的行為和環境的相互作用（Bandura，1977），與知識創造論都提到了三個要素：員工行為、認知及環境三者之間的交替反應。因此本研究透過質性研究方法，從四個不同類型工作在專業知識產生階段的相關作法，進行個人認知層次、環境社會層次及行為層次之特性分析，期望瞭解透過哪些企業活動的設計能夠促進知識的產生及運用，讓組織在知識的內化程度能更豐富；因唯有當知識與企業產出結合，才能產生實際的競爭力。

本研究發現，企業創造知識的過程，從個人認知層次、環境社會層次及行為層次之間形成四種不同的活動類型。當企業知識類型偏向外顯知識時，新人的知識創造都是從「學習類型」的企業活動開始，偏向內隱知識的組織則是「模仿類型」。企業在知識管理策略態度上不論是知識應用或知識創新的人員，新進人員的內隱知識隨著工作經驗增加，知識創造路徑自然也會隨之改變。因此對於實施知識管理的企業應更重視差異性策略的企業活動設計，才能滿足不同類型專業工作者的知識創造需求，降低員工對於知識管理的抵抗。

Abstract
The generation of knowledge is the essence of consistent strength in the competition among this uncertain economy (Nonaka, 1991). Experts considered that the generation of knowledge comes from personal tacit knowledge in the spiral transformation, and the condition of this spiral had significant influence on the transformation of knowledge (Nonaka, 1998). In the Knowledge Chain, enterprise could create new knowledge by the way of exploiting existent knowledge (Holsapple & Singh, 2001). When a new explicit knowledge is generally shared by all, others could easily internalize this knowledge into build their personal cognition. However, the value of knowledge is not directly related to its nature, but the efficient utilization. So it is obvious that the design of enterprise activity and the following behavior of workers play a quite important role in the process of knowledge generation and value-adding.

The perspective of Social Learning Theory focused on the effect of learning by observation and self-regulation in human behavior, and followed with the interacting between the human behavior and its environment (Bandura, 1977). Meanwhile, the Knowledge Generation Theory also mentioned three factors: behavior, cognition and environment and there interacting. Therefore, this study adopted those three aspects: Cognitivism, Observativism and Behaviorism, to analyze four kinds of processes of the Knowledge Generation in different professional fields in qualitative method. Through the research on those processes, this study could indicate how the different processes design and utilization facilitated the extent of knowledge internalization in enterprise since actual competitive strength couldn’t be created until the knowledge combined with the actual enterprise productivity.

The results of this study found that there are four types of enterprise activities during the knowledge generation process in the perspective between Cognitivism, Observativism and Behaviorism. The initial type of enterprise activities for beginner’s knowledge generation is “type of learning activity” if the work’s knowledge demand is near explicit knowledge, and the initial type would be “type of imitating activity” if
the demand is near tacit knowledge. On the other hand, the beginner’s tacit knowledge will increase as the work experience accumulated, and the knowledge generation path change as well no matter the Knowledge Management Strategy of enterprise is Knowledge Exploiter or Inventor. Hence, this study recommended that enterprise should think highly of the diverse strategy of activity design in order to satisfy the demand of different kinds of professional workers for Knowledge Generation, and reduce the worker’s resistance to Knowledge Management.

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