隨著科技蓬勃發展，企業想要提升效率與競爭力，實現長期目標與願景，需仰賴知識與技術，組織將重要知識保存與傳承，透過現有知識激發新的知識，知識管理的需求越發重要。本研究透過觀察公司導入新的知識管理系統之數位優化過程及影響導入成效的領導風格。
在研究的過程中，發現知識管理系統導入可以透過有效的角色設計、領導風格的運用、以及適當的組織架構促進成功實施。領導風格原先僅使用「轉換型領導」與「交易型領導」，但發現不同層級之受訪者難以歸納，故再加入「全方位領導」進行探討，並提出前置角色的設計。
透過推動委員會的專案團隊，彙整角色對應的職責與技能要求，並透過Gioia分析手法將領導風格的情境進行分析與統整，探討不同領導風格在知識管理系統導入專案的適用性，並結論出全方位適用面對複雜與多變團隊的高階領導者，交易型則適用具體控制項目、明確短期目標以及配合績效管理的中階領導者，轉換型領導適用關注與親自指導的基層領導者。
本研究之公司規模為5,000-6,000人，提供專案團隊人數與階層的角色設計建議，透過具體案例探討實施效果及失效風險，針對知識管理系統導入需求的情境提供優化建議；觀察角色設計並統整受訪者回應整理出領導者評估使用領導風格的評分項目；最後透過此次研究找出訪談內容結合Gioia分析手法的方式，提供未來質化研究針對角色層級或差異點進行歸納整理，期望本研究能作為未來研究與實踐之參考。

As technology rapidly advances, enterprises aiming to enhance efficiency and competitiveness, and to achieve long-term goals and visions, increasingly rely on knowledge and technology. Organizations need to preserve and pass on critical knowledge, stimulating new knowledge from existing knowledge, making knowledge management increasingly important. This study observes the digital optimization process of a company's new knowledge management system implementation and the leadership styles that affect effectiveness.
During the research, it was found that the successful implementation of a knowledge management system can be facilitated through effective role design, the application of leadership styles, and appropriate organizational structures. Initially, only "transformational leadership" and "transactional leadership" were considered, but it was challenging to categorize respondents from different levels of participants. Therefore, " full-range leadership " was added for further exploration, and the design of preliminary roles was proposed.
The project team consolidated the responsibilities and skill requirements for the corresponding roles. By Gioia analysis, the study analyzed and synthesized leadership style scenarios to explore the applicability of different leadership styles in knowledge management system implementation projects. It concluded that full-range leadership is suitable for senior leaders facing complex and dynamic teams, transactional leadership is appropriate for mid-level leaders dealing with specific control items, clear short-term goals, and performance management, and transformational leadership is suitable for leaders focusing on care and direct guidance in person.
The study, conducted within a company of 5,000-6,000 employees, provides role design recommendations for project teams at various hierarchical levels. Through specific case studies, it discusses implementation outcomes and failure risks, offering optimization suggestions for knowledge management system implementation. By observing role design and consolidating respondents' feedback, the study developed evaluation criteria for leaders' use of leadership styles. Finally, the research identified a method combining interview content with Gioia analysis, providing a framework for future qualitative research to categorize and summarize role levels or differences, aiming to serve as a reference for future research and practical applications.

目錄

論文審定書-------------------------------------------------------------------- i
中文摘要----------------------------------------------------------------------- ii
ABSTRACT---------------------------------------------------------------------- iii
目錄----------------------------------------------------------------------------- iv
圖目錄-------------------------------------------------------------------------- v
表目錄-------------------------------------------------------------------------- vi

第壹章 緒論------------------------------------------------------------------- 1
第一節 研究動機------------------------------------------------------------ 1
第二節 研究目的------------------------------------------------------------ 2
第三節 研究對象------------------------------------------------------------ 2
第四節 研究步驟------------------------------------------------------------ 2
第五節 研究流程圖--------------------------------------------------------- 3

第貳章 文獻探討------------------------------------------------------------ 4
第一節 知識管理------------------------------------------------------------ 4
第二節 知識管理架構文獻----------------------------------------------- 5
第三節 知識管理流程----------------------------------------------------- 16
第四節 數位轉型----------------------------------------------------------- 18
第五節 系統導入成效----------------------------------------------------- 21
第六節 領導風格----------------------------------------------------------- 22

第參章 研究方法----------------------------------------------------------- 32
第一節 個案研究法- 整合質化與量化研究方法------------------- 32
第二節 研究架構----------------------------------------------------------- 33
第三節 個案公司介紹----------------------------------------------------- 34
第四節 個案A公司知識管理數位優化之系統導入說明--------- 35
第五節 研究變項之操作性定義---------------------------------------- 40

第肆章 研究結果----------------------------------------------------------- 44
第一節 問卷回收與統計------------------------------------------------- 44
第二節 基本資料統計---------------------------------------------------- 44
第三節 描述性統計------------------------------------------------------- 45
第四節 信度分析---------------------------------------------------------- 49
第五節 相關分析---------------------------------------------------------- 49
第六節 量化分析小節---------------------------------------------------- 50
第七節 質化訪談---------------------------------------------------------- 56
第八節 質化分析小節--------------------------------------------------- 76
第九節 量化與質化分析的結合-------------------------------------- 77

第伍章 結論與建議------------------------------------------------------ 78
第一節 研究發現與貢獻------------------------------------------------ 78
第二節 研究限制與未來研究方向----------------------------------- 83

參考文獻-------------------------------------------------------------------- 85
附錄-------------------------------------------------------------------------- 90

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