實務社群已被視為是知識分享的主要工具，也是建構知識管理切實可行的步驟。本研究旨在探討多企業實務社群發展歷程，以及歸納多企業實務社群所產生之效益。本研究為質性研究，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多企業實務社群，有助於社群發展。成員互動為關係建立之基礎，透過實體活動之聯結性高於虛擬活動，因此面對面的接觸與對話，對成員有其必要性，互動機會愈多，成員所建立的關係就愈深化。多企業實務社群之發展並非一路平順，成員、社群背景以及技術環境等因素皆會造成社群發展的障礙。
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。就社群層面而言，多企業實務社群於社群中形成共同學習的空間，建立共通語言，並且在社群中形成一股知識分享的力量與正向影響，成為一個專家之學習管道。就成員而言，多企業實務社群協助成員專業學習與發展，且藉由實務分享，成員得以開擴思維，學習多方經驗，除此之外，更促進成員建立社會關係，結交同領域工作的企業人士。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。於成員之組織層面上，多企業實務社群為成員組織帶來短期或長期之影響，成員組織從社群中向他企業移轉最佳實務，藉由實務學習，強化領域能力，社群也為成員組織提供諮詢與商機之機會，促進組織內知識管理平台及制度之實施，並協助技術服務業者為其產品定位發展策略。

Communities of practice are seen as a primary vehicle for knowledge sharing and the practical way to frame the task of managing knowledge. However, the practical use in inter-organizational context of researches still lacks. The purpose of this research is to explore the development of multi-company communities of practice for the network of chief knowledge officers (CKO) from different organizations. A qualitative research design was employed. Data collection methods included in-depth interviews, documents analysis and observations.
The results indicate that the motivations of members vary from one individual to another. On a personal level, three primary motivators are: learning and professional development, personal cognitive and interest, and building social relationships. On the work level, the primary motivators are problem solving and work improving. On the organizational level, the major motivators are to meet the expectations of the organization, providing better services for organization, as well as collecting market information.
Defining functional roles and delegating authority are two top priorities in the community of practice. It helps community get forward through the core members and take part in operating the community. The multi-company community of Practice provides a platform to share practice from different enterprises. The more interactive opportunities between members the deeper relationship will be established. Therefore, face-to-face contact and dialogue are necessary for members. This research also found barriers and the effect of the multi-company communities of practice.

目　錄
中文摘要	ii
英文摘要	iii
目　錄	iv
圖目錄	vii
表目錄	ix
第一章  緒論	1
第一節  研究背景與動機	1
第二節  研究目的與問題	7
第三節  研究範圍與限制	8
第四節  名詞解釋	10
第二章  文獻探討	13
第一節  實務社群	13
第二節　實務社群之發展	35
第三節　實務社群之效益	50
第四節  相關研究	58
第三章  研究設計與方法	73
第一節 研究方法	73
第二節  研究架構與流程	75
第四節 資料蒐集	84
第四章 研究發現與討論	99
第一節　多企業實務社群發展歷程	99
第二節　多企業實務社群之效益	143
第三節 綜合討論	158
第五章　研究結論與建議	171
第一節　研究結論	171
第二節　建議	174
參考文獻	179
附錄一　數據資料（20080926QA）	189
附錄二　成員訪談大綱	193
附錄三　主辦單位訪談大綱	195
附錄四　執行單位訪談大綱	197
附錄五　觀察紀錄表	199
附錄六　訪談資料授權書	201
附錄七　訪談逐字稿範例	203
附錄八　觀察紀錄表範例	211

圖目錄
圖2-1  實務社群之實務層面	19
圖2-2  實務社群發展階段	35
圖2-3   IBM實務社群發展階段	37
圖2-4  社群參與程度	40
圖3-1  研究架構圖	75
圖3-2  研究流程圖	77
圖3-3  推動產業知識管理計畫	79
圖3-4  研究個案-知識長交流會組織架構圖	80
圖4-1　知識長交流會吸引成員參加的因素	105
圖4-2  知識長交流會成員參與動機	106
圖4-3  成員收獲較多的活動型式	129
圖4-4　知識長交流會成員之互動方式	136
圖4-5　成員主動聯繫之情況	137
圖4-6　知識長交流會符合成員期待之項目	151
圖4-7　成員將自社群中所學應用於組織中之情形	152
圖4-8　知識長交流會對成員個人層面之影響	152
圖4-9　知識長交流會對成員工作層面之影響	153
圖4-10　知識長交流會對成員所屬組織層面之影響	154
 
表目錄
表2-1  實務社群之定義	16
表2-2  實務社群的要素	21
表2-3  實務社群與組織內其他結構之差異	23
表2-4  團隊與實務社群的比較	24
表2-5  實務社群和組織關係之類型	25
表2-6  實務社群類型矩陣	27
表2-7  參與實務社群之動機	33
表2-8  實務社群發展階段之特性	36
表2-9   IBM實務社群之發展階段、功能與特性	38
表2-10  實務社群的障礙	46
表2-11  實務社群之效益	55
表2-12  實務社群影響	61
表2-13  經理人對於實務社群利益之觀點	62
表2-14  實務社群、企業績效與社會資本之關聯	64
表2-15  實務社群相關研究	70
表3-1　觀察對象背景資料彙整表	81
表3-2　訪談參與者背景資料彙整表	83
表3-3  觀察時間與地點彙總表	85
表3-4  訪談對象與時間彙總表	86
表3-5  本研究證據來源及其優缺點	87
表3-6  訪談編碼彙總表	89
表3-7  觀察與編碼彙總表	90
表3-8  文件資料與編碼彙總表	90
表3-9  資料與研究目的對照表	92
表3-10  資料分析代碼彙總表	94
表3-11  訪談內容概念編碼示例表	97
表4-1  觀摩其他企業之做法整併至組織期望之動機排序表	107
表4-2  觀摩其他企業之做法整併至組織服務之動機排序表	107
表4-3  觀摩其他企業之做法整併至個人專業發展之動機排序表	108
表4-4　知識長交流會社群活動及幹部會議時間表	121
表4-5  知識長交流會發表類型活動之程序實例	124
表4-6  知識長交流會參觀類型活動之程序實例	126
表4-7　知識長交流會社群概況	156
表4-8  IBM實務社群與知識長交流會社群發展行為特徵之比較	162
表4-9  多企業實務社群成員動機與社群對成員之效益對應表	168

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