在外顯知識越來越好複製的同時，內隱知識就成為了企業創新，以及創造價值與競爭力的重要基石。再者，企業強調創新的過程之中，跨領域的知識移轉正扮演了極為重要的角色。但有關於知識移轉的相關文獻上，大多探討同領域的知識移轉議題，或是以技術移轉等外顯知識移轉為主之面向做探討，而有關於跨領域之內隱知識移轉之研究，相關的文獻並不多。
因此，本研究挑選四個工業設計專案，來了解跨領域內隱知識移轉之過程，我們利用深度訪談輔以故事敘述法，運用半結構式問卷來進行本研究，並且參考各式次集資料，來就知識移轉之過程之激勵階段、知識媒合階段、知識獲取階段、知識創造階段、知識保留階段等進行個案研究分析，且結論如下：

一、傳統的技術移轉或是以外顯知識移轉為主的過程之中，強調雙方互動交流及關係但跨領域內隱知識來源，很多是無形的、抽象的，因此知識接收者本身在跨領域知識上「深度思考」的程度為何，才是影響整個過程之中的關鍵因素。

二、在跨領域內隱知識移轉過程之中，在激勵階段方面，公司策略、組織文化、高階主管的支持、以及組織內部資源，為推動跨領域內隱知識移轉最主要的因子。在知識媒合階段方面，不同的知識接收者，在判斷及篩選跨領域內隱知識時會有所差異，且須有配適的先前知識做觸媒，才能在此階段產生連結性，而跨領域內隱知識來源與專案互補條件連結程度越高，越有助於提升知識創造時的應用面。

三、在知識獲取階段上，知識接收者與跨領域知識來源之非正式接觸越多，越有助於提升獲取該跨領域內隱知識之程度，且移轉過程中會產生質變與量變。而在知識創造階段中，必須透過化繁為簡的過程，並且與專案互補條件以及市場面充分做結合，才能將知識成功商品化。最後，在知識保留過程中，先前知識的累積，有助於短期成本與時間的降低，以及提升長期推動跨領域內隱知識移轉過程的再次循環。

四、本研究最後提出了一跨領域內隱知識移轉之概念性架構，供後續研究參考。

When the explicit knowledge can be duplicated easily between businesses, the tacit knowledge became the critical key points of innovation, value-creating, and competitive advantage-building. Furthermore, cross-broader knowledge plays an important role in the process of innovation and creation. But most researchers focused the issue of knowledge transfer in the same knowledge domain, or emphasized on the explicit knowledge transfer, such as technology transfer. Few investigations showed great stress on cross-broader tacit knowledge transfer.

Therefore, this study selected four products design project to explore the process of cross-broader tacit knowledge transfer. We used in-depth interview and storytelling methods with semi-structured questions, and compared with the secondary data, such as bookwork, documents and files, etc. In addition, we focused on the five cross-broader tacit knowledge transfer stages- motivation, matching, acquisition, creation, and retention when we analyzed the cases of this study. The conclusions can be listed as below:

(1)The previous researches emphasized on the interaction activities and relationship when they talking about the process of technology or explicit knowledge transfer. But many origins of cross-broader tacit knowledge are invisible and abstractive. Consequently, the profound thinking became the most critical point in whole knowledge transfer process.

(2)In motivation stage: the strategies, organization culture, support from senior management are the most important factors. In knowledge matching stage: recipients are different from each other when they selected and interpreted the cross-broader tacit knowledge. And the recipients will figure out the connection when they have appropriate prior knowledge. Furthermore, the cross-broader tacit knowledge can be applied in knowledge creation stage when those have strong connection with project complementary conditions.

(3)In knowledge acquisition stage: the more informal contact with knowledge source, the more comprehension the knowledge recipients have. In addition, there will be both qualitative and quantitative changes in the process. In knowledge creation stage: the knowledge recipients have to simplify cross-broader tacit knowledge and combine it with the project complementary conditions to achieve commercialization. Finally, in knowledge retention stage, the prior knowledge can reduce the cost and time in a short term, and recycle the whole process in a long term.

(4)We concluded with a conceptual cross-broader tacit knowledge transfer model for future research.

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