知識管理在於有效取得、流通及最後善加運用知識，才能成為組織競爭優勢的關鍵因素。對管理者而言，如何去有效槓桿運用及取得來自於集團企業成員及當地機構間兩網路之知識實屬ㄧ重要課題。此外，由於獨特的知識通常是鑲嵌與散佈在組織個別成員、部門以及組織的例行常規上，因此如何促進這類知識之流通(Knowledge Flow)則是有效創造與運用組織知識與競爭優勢之更基本的重要課題。而本研究主要以社會資本觀點來探討子公司如何來獲得、流通全球網路與當地網路之知識，另外，海外子公司所扮演之角色亦根本地影響到子公司之整體營運任務，故本研究亦將子公司策略角色納入影響知識流通之探討。
本研究之問題包括：
1.在台外商之全球網路與當地網路之內涵為何？二者是否具有什麼關聯性？
2.在台外商之全球網路與當地網路對其知識流通分別扮演什麼角色？
3.在台外商之知識流通對其經營績效有何影響？
4.子公司之策略角色對組織之社會資本及知識流通間扮演著什麼樣的角色?
本研究之主要發現包括：
1. 廠商建構不同的全球網路社會資本可使廠商獲得不同的知識類型但無法促成顯著之知識專精度之提升；2. 廠商建構不同的當地網路社會資本可使廠商獲得不同的知識類型且有明顯助於知識專精度之提升；3. 不同之策略角色對不同之網路社會資本對知識流通有正向調節之效果，但卻無法明顯解釋能對知識專精(質)有所提升；4. 子公司知識流通能提升其組織績效，而主要影響組織績效為知識專精度。
本研究之實務建議包括：
1.在台外商欲獲得所有類型(量)之知識，最主要的方法就是與集團企業成員及當地機構建立起信任關係。
2. 在台外商欲提升本身知識之專精度(質)，最主要的方法就是與當地機構建立起連結套繫、建立起對當地機構彼此之信任及增加對台灣當地同業之影響力。

Knowledge management is attaining, allowing and adopting knowledge efficiently and will become a key factor of competitive advantage. As to managers, how to leverage knowledge from members of networks of corporate enterprises and local institutes is an important issue. Besides, because unique knowledge is often embedded and distributed in individuals, departments and routines of organizations, and how to facilitate flowing this kind of knowledge becomes a more basic and important issue of creating and adopting knowledge and competitive advantages. This study discusses how subsidiaries attain and flow knowledge from global networks and local networks by the view of social capital. Besides, the role of foreign subsidiaries also affect overall operative tasks, so this study take the issue of strategy roles of subsidiaries into discussion of knowledge flow.
The main questions of this framework include:
1. What are the content of the global network and the local network of MNEs in Taiwan? And what relations are between two networks?
2. What roles do global networks and local networks of MNEs in Taiwan play to affect its knowledge flow?
3. How do knowledge flows of MNEs in Taiwan affect its performance?
4. How do the strategy roles of MNEs in Taiwan affect between organizational social capital and knowledge flows?
Empirical results of this study show that:
1. MNEs in Taiwan accumulate different kind of social capital of global networks can attain different types of knowledge, but can’t facilitate its knowledge uniqueness improving significantly;
2. MNEs in Taiwan accumulate different kind of social capital of local networks can attain different types of knowledge, and can facilitate its knowledge uniqueness improving significantly;
3. Different strategy roles have moderating effect between social capital of different networks and its knowledge flow, but can’t facilitate its knowledge uniqueness improving significantly;
4. Knowledge flows can improve subsidiaries’ performance and the main factor is knowledge uniqueness.
Suggestions of this study include:
1. The best way to attain all types of knowledge is to build trust of members of corporate enterprises and local institutes.
2.The best ways to improve knowledge uniqueness are to build connection ties, trust, and influence abilities in Taiwan of local institutes.

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