國軍部隊組織的中心概念，就是標準化的作業程序(standard operating procedures, SOP)。所從事的也大都是例行性高的作業，且有許多正式的明文規定，這種組織型態在執行標準化的活動或作業時非常有效率。但是軍事組織有別於一般的企業，尤其在實施「精實案」與「精進案」之後，從組織結構到作業程序均已產生相當程度的變化。但在人員減少而工作量卻未相對減少的情況下，若無法將組織內各成員的知識予以管理，軍事單位內之專業知識將無法有效傳承，對攸關國家安全的軍事組織實為一大隱憂。本研究所獲得的結論與建議，將提供個案單位在投入知識管理作業時改進之依據與參考。

In recent years, SOP(standard operating procedures) has became the criterion standard of operating procedures for military organizations. Because most of the works done by military units are routine works and their implementing procedures has been stipulated in explicit terms, therefore, if one unit wants to conduct standardized operations or activities, the SOP will be helpful in complete these tasks successfully. However, there are some differences between military units and civilian enterprises, especially, after carrying out “Armed Forces Refining Program” and “Armed Forces Streamlining Program”, the organization structure and operating procedures of the R.O.C. Forces has changed greatly. The manpower was cut down, but the work load didn’t decrease. Consequently, if the knowledge management couldn’t be applied into military organizations effectively, the professional knowledge will be not able to be conveyed effectively and it will become a potential problem for military organizations in charge of country security. The conclusions and suggestions of this report will be provided to related units for references when conducting knowledge management.

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