中文摘要
　　在這競爭激烈的大環境中，不論是企業或個人都必須求進步；然而求進步唯一的途徑就是不斷的學習，以致成為大家日常工作的習慣及文化；所謂的『工作學習化、學習工作化』就是此用意。並把這氣氛感染成部門文化、甚至大到企業文化以形成一學習型組織。讓所屬企業能在這不斷學習、持續改善的大主軸下不斷的滾動以達成組織內經理人管理思維改善、每人勇於負責任、勇於跳出部門的小框框、克服各部門間灰色地帶的藩籬，以協助企業能確實達成企業目標。企業管理與發展之成功，人是其中最主要之構成要素，「人的問題」確實是組織變革中成功與否的關鍵所在。
　　領導者為了讓企業能結出此一果實終將由經理人開始教育及管理觀念結構性改變而來往下紮根。管理者的思維必將決定企業的執行力及成敗、而此種趨勢在變化性極高的高科技產業中更為明顯且重要。這就是本研究最主要的探討目的所在 => 使高科技產業在推動知識管理的實務活動時，在過程中將此認知學習、企業文化及領導風格亦能作融入，以有效提昇這高度競爭態勢下產業之勝出關鍵能力—管理能力。
　　本研究擬藉由台灣日月光集團半導體產業公司內部作問卷調查，探討組織文化及領導風格特質之相關性，共發出346份問卷，有效回收263份。彙總資料先經過因素萃取及信度檢定，取後再以多元迥歸來驗證整體架構。
　　在本研究架構中各構面之相互關係探討得知：
　　1.「企業組織文化方面」—身為經理人就須如同海綿一般需多吸取不管是組織內或外部的管理觀念，為求能讓公司各組織多吸取外部的管理經驗，企業會刻意尋求具備新領域及不同特質的人才加入公司服務的行列。訓練部主管更經常以身作則不斷地學習吸收新知及相關高階主管強勢導引，因而帶頭形成熱愛學習的企業文化。
　　2.「領導特質方面」—做法是將企業之文化將與管理者之考核作結合、使其作為平日工作管理的準則進而要求部屬遵循，除了考慮表現成果及職能外，有10%的加分來鼓勵同仁對公司額外的貢獻，更將其領導人格特質項目納入晉升的評核項目。進而達成「摒棄打火文化的惡習」。
　　3.公司管理階層體認建構核心管理能力，必先做好企業組織的知識管理工作，更賴「企業文化與價值觀的激勵培養」、「組織作業管理活動標準作有效性的監督導引」、「實體知識與技術管理系統的擘畫建造」、及「組織知識的有效流通」等四大要素的相互搭配。
　　除此之外，在實務方面，本文研究結論亦提供實務界一個努力的方向：加強對雙環路學習這種有助創新發展強化經理人能打破心智模式、改善權責觀念進而影響企業文化的執行過程，才能進一步地使部屬員工亦能感同身受進而使自我改善的意願能更有效地加強，才能真正使組織因學習而獲致更大更真實的效益。

Abstract
　　In this very competitive society we are living right now, whether we are businessman and ordinary individuals should always have vision , goal and always have room for improvement. For this reason each individual should have the desire of non-stop learning in his life. There’s a quote says that “ work while you learning and learn while you working ” In the atmosphere of our traditional and cultural habit, we should attain for a well oriented and organized personnel management. Each individual should be more dedicated to their responsibilities and always struggle to do their best for themselves and others. Because the individual will be the critical issue of organization success.
　　The leaders, in order to attain its best result, must start with a good personnel educational training and　changes of structural management concept. The business function is workable or unusable will based on the ideas of the top management are sensitivity or not, and in this extremely high trend of scientific technology industry this obviously more important .This is the main important discussion of this research. So that in high scientific technology industry during promote its knowledge management activities could harmonize with cultural business and leadership. Henceforth it could effectively uplift the high competition in the business industry.
　　In order to determine the characteristic and relationship between the cultural organization and leadership, I provided 346 questionaires to Taiwan ASE Group internal department and 263 people responded. Through honest verification the following data was gathered:
　　1. Cultural Business Organization –The personnel management concept must be flexible either internal or external business affairs. In order for each organization or department within the company could absorb external management experiences and thinking model , enterprise will make an intensive search of a completely new realm and different personal abilities and knowledge to be added into the company service list . Personnel Training Division must continuously undergo training to increase knowledge, improve & develop skills and update new management information, with the extensive guidance of the top management,
　　2. Leadership Characteristic – the procedures is to merge the cultural business with managerial performance evaluation and consider them as daily working management standard regulation, then to require it to be observed by the subordinates. Aside from considering the result of performances and ability, , there’s 10% added points given to encourage colleague on the extra contribution given to the company, furthermore to include the leader’s characteristic on the promotion evaluation items. And advance gradually in obtaining.
　　3. Company’s management to perceive a class of people in establishing an important managerial ability, must do well the organization’s knowledge in managing. Depend on 「enterprise’s culture and important value concept in cultivating the stimulation」, 「organize the standard managerial process action so that can have an effectiveness in supervising and guiding」,「a practical experience knowledge and managerial technique system in constructing a scheme」 and 「organizing a knowledge that have an effective circulation」etc. Four major essential factors.
　　Besides that , In the part of practical experience, the research conclusion of this document is also to provide a practical experience in a striving direction: Enforce double close loop learning model this to assist in creating a development of managing a managerial personnel that can remove the old management pattern, improve the authority and responsibility concept in advancing gradually the influence of industrial culture in executing the process, by the way, to spread to their subordinates that gradually advance the feeling indebted as if it were received in person. To enforce personnel self improvement desire. Because of that organization will reach and obtain a large and real beneficial result.

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