研發團隊或者其成員之專業知識是該團隊創造其競爭優勢之主要來源。雖然許多有價值之知識是顯性、可以明確說明、甚或書面紀錄的，然而在研發領域中，更多的是難以形式化與溝通的「內隱知」，比如個人之邏輯思考或知識擷取過程。內隱知附身於個人身上，其流動須藉由團隊成員間的人際互動，方能成為團隊的鑲嵌知識；亦即，此知識之優劣，除涉及團隊成員個人在內隱知上之轉換能力（人力資本）外，亦涉及充當內隱知流動與儲存平台的團隊社會網絡（社會資本），以及兩者的交互作用。本論文目的即在利用知識網絡的分析方法，來探討附身於個人之內隱知，是如何在研發團隊中轉換、流動與影響研發績效。個人之創造能力，是啟動內隱知庫存成為可流動知識之鑰匙；而團隊組織之知識網絡結構，則是決定後續知識傳輸與擴張態勢之主要機制，兩者對研發團隊績效之影響，當是必然。
　　準此，本研究乃針對12家公民營企業之研發團隊共206位研發人員進行實證研究，結果發現除了Noanka & Takeuchi(1995)及Becerra-Fernandez & Sabherwal (2001) 所指出的「外化、內化、共同化及結合能力」四項知識創造能力外，還多了一項「電腦中介溝通能力」(CMC)。除了結合能力以外，其餘四項知識創造能力對研發績效均有正面影響。其中，個人知識創造能力中之「外化能力」、「內化能力」、「共同化能力」對研發績效均有影響，由於此三項能力均與內隱知的流動有關，顯見內隱知的流動對研發績效有正面的影響。再者，成員越居於知識網絡的核心，對研發績效的影響越大，同時成員的外化能力與網絡中心性有顯著關係，尤其是外化能力越強者，其網絡中心性越高。此外，成員的年資與外化能力、結合能力及知識網絡中心性有正向的顯著關係。以上的這些發現，意味著組織應該盡量鼓勵研發團隊成員增進及積極應用其外化能力，尤其是較資深的研發成員，透過教導與師承學習(mentoring)的方式傳授給專業資歷較淺的成員，將有助於團隊的研發績效。
　　但這並非指其他的知識創造與轉換能力無關緊要，本論文亦發現外化能力與其他四項能力(內化、共同化、結合與電腦中介溝通能力)均有顯著的相關，說明彼此間可能存有如Nonaka & Takeuchi(1995)所述的知識螺旋的相應相生的關係，因此企業也應多方鼓勵各種多元的知識創造過程與能力的培養及應用。
　　除此之外，年資具有鈣化效果：不僅年資平方對研發績效有直接的負面影響，且年資平方項對知識網絡中心的影響亦為負向關係，使年資平方項透過網絡中心性對研發績效的間接影響也為負向，說明年資太高對研發績效有不良的影響，值得研發產業注意。本論文另一項發現為CMC能力獨立成一項知識創造能力，一方面說明台灣研發產業使用電腦中介溝通的情形尚不普及，還未能分化為結合及共同化能力，仍有推展的空間；另一方面CMC對研發績效的影響及採用傳統面對面(face-to-face)的交流學習方式(如外化、共同化與內化)，有分庭抗禮之勢。本論文依據這些研究發現提出理論與實務意涵。

　　The flow of tacit knowledge is well-known one of critical issues in Knowledge management and R & D management as well. However, the empirical study is few. Based on the perspectives of knowledge creation (human capital) and knowledge network (social capital), this dissertation constructs a framework to depict and highlight the relationships among knowledge creation abilities, the centrality of knowledge network, and R&D performance, and then tests the hypotheses with a sample of 206 R&D personnel from 12 manufacturing firms in Taiwan.

　　The result reveals that there is a fifth ability called CMC (Computer-Mediated Communications) ability, beyond the traditional knowledge creation abilities, such as socialization, combination, externalization, and internalization. Except combination ability, all the knowledge creation abilities have positive relationships with R&D performance. Moreover, the more central the R&D team member locates in the knowledge network, the better R&D performance they perceive. Meanwhile, those who master in externalizing their tacit knowledge, would tend to be located, by their colleagues who come to them ask for helps in daily R&D activities, in the center of the knowledge network, and vice versa. Besides, the phenomenon of knowledge ossification tenure also exists. That means too longer tenure of the R&D team members would lead to decay their R&D performance. Several implications for research and management practices are also provided.

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