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研究生: 張希遠
Kongtuk, Natthan
論文名稱: Examining Obstacles and Policies of the Knowledge-Sharing Process: A Case Study on the Civil Aviation Authority of Thailand
Examining Obstacles and Policies of the Knowledge-Sharing Process: A Case Study on the Civil Aviation Authority of Thailand
指導教授: 張媁雯
Chang, Wei-Wen
口試委員: 張媁雯
Chang, Wei-Wen
李栢浡
Lee, Pai-Po
盧承杰
Lu, Cheng-Chieh
口試日期: 2024/06/19
學位類別: 碩士
Master
系所名稱: 國際人力資源發展研究所
Graduate Institute of International Human Resource Developmemt
論文出版年: 2024
畢業學年度: 112
語文別: 英文
論文頁數: 112
英文關鍵詞: Knowledge-sharing, The Organizational Knowledge Creation Theory, The Civil Aviation Authority of Thailand
研究方法: 參與觀察法個案研究法半結構式訪談法
DOI URL: http://doi.org/10.6345/NTNU202400818
論文種類: 代替論文:專業實務報告(專業實務類)
相關次數: 點閱:59下載:0
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  • Nowadays knowledge-sharing has been adopted as an approach, or tool by organizations to facilitate their organizational knowledge creation through interactions among employees. Specially, the Civil Aviation Authority of Thailand (CAAT) implements their knowledge-sharing to encourage the exchange of knowledge among employees which in turns leads to organizational solid knowledge management system. This study, therefore, employs a single case study on knowledge-sharing process with multiple qualitative data collection methods to comprehensively gather insightful information to respond to the purposes of the study which are determined to examine the implementation of knowledge-sharing process, as well as obstacles, policies, and strategies to improve their knowledge-sharing effectiveness. To thoroughly understand the knowledge-sharing implementation process, the organizational knowledge creation theory was adopted to analyze how knowledge-sharing process at the CAAT. The findings of this study reveal that the three phases, including socialization, externalization, and combination, of organizational knowledge creation theory, can be adopted to understand the overall knowledge-sharing process implementation at the CAAT, while showing that the contributions of the knowledge sharers are keys to the success of knowledge-sharing implementation. Although obstacles caused by individuals and organizational factors are found, the organizational obstacles have more negative impacts on the knowledge-sharing. Intrinsically and extrinsically motivated policies and strategies are proposed to the organization to enhance the effectiveness of its organizational knowledge-sharing.Implications derived from the findings are also provided for the CAAT.

    ABSTRACT I TABLE OF CONTENTS III LIST OF TABLES V LIST OF FIGURES VI CHAPTER I INTRODUCTION 1 Background of the Study 1 Statement of Problem 5 Research Purposes 6 Research Questions 6 Significance of the Study 7 Research Scope 7 Definition of Terms 8 CHAPTER II LITERATURE REVIEW 10 Knowledge-Sharing and Organizational Knowledge Creation Theory 10 The Implementation of Knowledge-Sharing Process in Public Organizations 14 Obstacles to Knowledge-Sharing 20 Policies and Strategies for Knowledge-Sharing 24 Summary 28 CHAPTER III RESEARCH METHODS 29 Research Approach 29 Research Conceptual Framework 31 Research Procedure 32 Case Selection and Research Participant Criteria 35 Data Collection 39 Data Analysis 44 Research Quality 50 CHAPTER IV FINDINGS AND DISCUSSIONS 53 Exploring an Overall Organizational Knowledge-Sharing through the Organizational Knowledge Creation Theory 53 Obstacles and Impacts on Knowledge-Sharing 68 Promoting Organizational Knowledge-Sharing Policies and Strategies 78 Discussions 87 CHAPTER V CONCLUSIONS AND SUGGESTIONS 91 Conclusions 91 Implications 93 Limitations 96 Suggestions for Future Studies 97 REFERENCES 99 APPENDIX A: APPROVAL LETTER FROM THE ORGANIZATION 108 APPENDIX B: INTERVIEW QUESTIONS FOR KNOWLEDGE SHARERS 109 APPENDIX C: INTERVIEW QUESTIONS FOR ATTENDEES 110 APPENDIX D: INTERVIEW QUESTIONS FOR THE MANAGEMENT 111 APPENDIX E: INVITATION LETTER FOR RESEARCH INTERVIEW 112

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