experience imitates;experience duplicates;team creativity;innovation
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Abstract[[abstract]]中國自古以來各行各業即存在著「師徒」的傳承制度，師傅透過口說與指導方式，將其知識、經驗和技能分享給其他渴望學習的人，徒弟則從觀察與模仿中習得所需的技能和知識，這種需要長時間學習的經驗傳承制度，在環境急速變化的現代，已經無法滿足企業需求。近代隨著網路發達使資訊流通迅速，複製別人的成功經驗是一種成本低廉、快速且可行的傳承方式，團隊它擁有相較於企業組織規模適中、彈性佳的特性，因此許多企業在其內部都設有不同性質的團隊，專司各種任務的規劃與執行，也透過團隊的成功運作間接達成企業目標，故本研究透過不同性質的專業團隊研究，藉以瞭解團隊經驗複製過程和創新策略作法，以及各專業團隊其經驗複製與創新策略間的關係，以作為企業組織與其他專業團隊之參考。 本研究方法以深入訪談法為主，個案研究和參與觀察法為輔模式進行，以預擬之團隊「成員結構」、「工作內容」、「經驗複製」和「創新策略」四大構面計50個問題展開半結構式訪談，訪談對象有資產活化(電信業)、國際直銷(直銷業)和電腦資訊(證券業)三個不同性質之專業團隊領導人，獲得極為豐富與寶貴之資料，再運用電腦輔助分析軟體 QSR N6(NUD*IST)將原本龐雜資料和鬆散的整理方式，做得較具系統和有效率。 根據研究發現，歸納研究結論如下： 一、教育訓練是實施經驗複製與創新的基礎，是既快速又低成本的作法，尤其創新不能只靠單一專業知識，而是要廣泛涉獵不同知識，才能滿足創新需求，因此企業組織可提供知識交換平台供專業團隊作為成果發表與心得分享工具。 二、組織是架構經驗複製與創新的樑棟，組織結構不同會產生不同的經驗複製與創新程序和內容；而且組織因有人而實，無人而虛，給予人承諾、報償和獎懲，故得以凸顯經驗複製與創新的意義。 三、成員心胸是執行經驗複製與創新的關鍵，團隊需要培養成員對團隊的認同感，才能使團隊成員願意敞開心胸做無私的教導，和透過團隊共同學習維持團隊的續航力。 四、工作熱情是點燃經驗複製與創新的薪火，熱情來自於工作能力受到企業組織給予獎勵、加薪、升官等肯定，能找到自身工作能力與價值，才能從經驗複製與創新中全力累積獨特卓越的過人實力。
[[abstract]]Since ancient China the Mentoring System has been passed down among all walks of life. By instructing and demonstrating, the master imparts the knowledge, the experience, and the skill to those eager learners; by observing and imitating, those apprentices are to acquire requisite skill and knowledge. This experiential Mentoring System which takes a long time for one’s learning and acquisition is unable to meet the needs of enterprises in today’s rapidly changing society. Nowadays with mature internet development and rapid information exchange, duplicating other’s successful experience is a cheap, quick, and feasible way to pass down the profession. Compared with other enterprises, a team is characteristic of medium size and flexibility; therefore, many enterprises set up on the inside different teams, aiming at planning and executing all kinds of task as well as attaining indirectly enterprisal goal through successful cooperation among teams. By researching on different professional teams, this study attempts to recognize the process of the experience duplicates and the method of innovative strategies as well as to recognize the relation between the experience duplicates and the innovative strategies of each professional team so as to make for a reference for enterprises and other teams of professional. In other words, this study analyzes different professional teams in three fields, including asset activation( Telecommunication industry ), international direct selling ( Direct sale industry ), and computer information( Negotiable securities industry ). The mode of this study is conducted by utilizing in-depth interview as the main method assisted with case study method and participant observation. In terms of the teams to be examined, the four dimensions--- member construction, work content, experience duplicates, and innovative strategies--- are concerned; with 50 questions in total, semi-structured interviews will be launched. The interviewees of this study are leaders from different professional teams in the field of asset activation, international direct selling, and computer information. With rich and precious data being retrieved, the computer-based data analysis software, QSR N6(NUD*IST), is utilized to make qualitative data and instructed data arrangement systematic and efficient. According to this study, several conclusions are presented as followed: A. Educational training is the foundation of practicing the experience duplicates and innovation and is the quickest and the cheapest method. Enterprises can provide knowledge interchange platforms such as knowledge tank, work procedures, document management and so on. These knowledge management apparatuses are provided for professional teams as means of result performance and opinion exchange. B. Organization is the pillar of constructing the experience duplicates and innovation. Different organizational constructions can lead to different experience duplicates and to different procedures and contents of innovation. Moreover, an organization cannot do without the participation of people; the meaning of the experience duplicates and innovation is thereby embodied when promises, rewards, and punishments are practiced among its members. C. The amplitude of the members’ mind is the key to practicing the experience duplicates and innovation. A team should cultivate its members’ team identity so that they are willing to open up their minds to unselfish instructions and are willing to learn through team cooperation so as to maintain momentum of the team. D. A passion for work kindles the torch of the experience duplicates and innovation. This passion comes from the enterprise organization’s positive encouragement such as reward, pay rise, and promotion. Only when a person is able to find his work ability and work value can he ardently accumulates his own exceptional, excellent, and distinguished ability from the experience duplicates and innovation.