本研究旨在研究組織內部的知識分享，分析企業推動內部知識分享的目的及實際做法，並歸納組織推動內部知識分享的系統架構。本研究根據文獻探討結果發展半結構性的訪談大綱，內容主要包含內部知識分享狀況、推動知識分享的目的、組織結構、人力資源政策、資訊科技、組織文化與領導的相關問題，並利用面對面的訪談進行資料的蒐集。本研究採取多重個案研究的研究方法，針對五家個案進行研究，經過訪談資料及文件資料的分析後，本研究得到下列結論：
一、組織推動內部知識分享的目的
企業推動內部知識分享的直接目的是塑造知識分享文化，間接目的是利潤成長、知識創新、提昇組織價值與競爭優勢。
二、企業推動內部知識分享時，在組織結構方面的做法：
成立專責的知識分享單位與人員，負責公司知識分享的整體規劃與執行作業，並建立跨部門的分享機制。
三、企業推動內部知識分享時，在人力資源政策方面的做法
（一）以訓練的過程來灌輸員工知識分享概念，並解決組織推動知識
分享時所遭遇的員工技能問題。
（二）將知識分享列入員工的年度工作項目中，並使員工的知識分享
行為成為績效考核的行為指標之一。
（三）建立多元的正式與非正式分享機制，並提供開放分享空間。
（四）提供分享誘因，激勵員工分享，以提昇分享意願。
四、企業推動內部知識分享時，在資訊科技方面的做法
以知識儲存、知識搜尋和知識散播這三類工具來建置資訊系統，加上管理機制，讓知識分享的過程更方便、迅速。
五、企業推動知識分享時，在組織文化與領導方面的做法
（一）組織文化：以組織的核心價值觀來支持知識分享。
（二）領導：獲得領導者的支持，領導者給予資源，鼓勵員工分享，
並以身作則。

The purpose of this study was to investigate the objectives, implementation and systematic facilitating structure of the intra-organizational knowledge sharing of enterprises. A semi-structural interview outline was developed based on the result of literature review, covering questions about the state and objective of case companies’ internal knowledge sharing, organizational structure, human resource policy, information technology, organizational culture and leadership. A qualitative method of case study with face-to-face in-depth interviews was employed to collect the data. After data analysis, the findings and conclusions were made as follows:
1. The main direct objective of organizational internal knowledge sharing was to build the sharing culture. Meanwhile, the indirect goals were revenue growth, knowledge creation, and the enhancement of organization value and competitive advantages.
2. Setting up a unit responsible for designing and implementing internal knowledge sharing as well as building cross-functional sharing mechanism was the key point at the aspect of organizational structure in enterprises’ internal knowledge sharing.
3. Training, performance evaluation, multiple sharing mechanisms, and knowledge incentives were the most important four parts related to human resource policy in organizational internal knowledge sharing.Enterprises mainly used training to solve employees' skill problems and performance evaluation to encourage employees to share. In addition, diverse sharing mechanisms within an organization were helpful to knowledge sharing, and designed incentives could increase employees’ inclination to share.
4. In general, storage tools, search tools and dissemination tools were three kinds of information technologies frequently used to set up enterprises’ information system to make internal knowledge sharing more convenient and easier.
5. Based on the organizational core value, the idea of knowledge sharing could be easily embedded into a company’s operations and accepted by employees. Moreover, leaders’ supports would make internal knowledge sharing be successfully implemented.

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