知識被視為是一種企業的資產，是需要投入相當的心力加以經營管理的（Davenport & Prusak, 1998）。許多組織已經逐漸體認到知識是其競爭優勢的最佳來源，為了要能讓員工彼此交換know-how，進而從中獲取利益，組織必須設計出一套有效的知識移轉系統（Huseman & Goodman, 1999）以供知識的流動。

本研究採用個案研究的方式，先去瞭解個案公司「富邦產險高雄分公司」的現況，進而去探討其公司內部員工工作時主要知識的類型，找出個案公司內部知識移轉的程序，並針對公司所推動的四個專案來進行分析，找出應如何去選擇專案的知識移轉模式為最佳。

將訪談結果加以彙整、分析後，本研究得到以下之結論：
一、 個案公司內部知識移轉程序
（1）公司內部員工間的知識移轉：歸納成「知識需求」、「知識取得」、「知識傳遞」、「知識接收」以及「知識應用」這五個步驟。
（2）透過518個人工作站的知識移轉平台來進行之知識移轉：分為「知識外化」、「知識接觸」、「知識搜尋」以及「知識蓄積」四個步驟。

二、 各專案最適之知識移轉系統的選擇
(1) 專案設計較為固定、簡單者：重點應放在「外顯知識」部分的移轉，移轉系統的設計應以「增加外顯知識的傳遞速度」為考量點，這部分可以透過「518個人工作站」加以協助。
（2）專案設計較為複雜者（金融跨售專案亦歸入此類）：重點應放在「內隱知識」部分的移轉，移轉系統以「如何提升知識內化的速度」為重心來設計。可利用以「非正式討論會的舉辦」為重，輔以「主題式專家教學」的方式來協助知識內化的速度，達到知識移轉速率提升的最終目的。

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