(個案簡介)
■ 夏侯欣鵬
【Introduction to the case】
The concepts of continuous learning, experience and knowledge sharing are the by-products of sustainable growth for an enterprise. Don-Jin Bank has expected that its department heads can share their years of experiences in the banking industry with their subordinates.
a. Brief Background of the Don-Jin Bank
Don-Jin is one of many private banks in Taiwan with suitable capital. Just as any other bank, the promotion criteria are ability, professionalism, and skill. The competition for position advancement is extremely intense. Hence, many loan officers focus on short-term goals; and internal competition. This however leads to serious conflicts between knowledge sharing within the organization. With a high competition loan market, the quality of loans has decrease, which has become a threat to the bank's credit risk. Thus, the know-how sharing for loan officers, to select and obtain good loans, has become an advantage for Don-Jin Bank.
b. The Uniqueness of Don-Jin Banks' professional know-how
A portion of Don Jin banks' professional knowledge has already matured and become part of day-to-day operations, regulations and policies. Even, the supervisors refuse to share their experiences, thus subordinates must learn know-how by themselves. However, in the retail and corporate loan market, the difference between the industrial environment can vary greatly; thus, despite the availability of public information, the complexity of loan decisions is very high. It is difficult for people to build skills in the loan market without apprenticeship.
c. The relationship between supervisors and subordinates
Assistant Manager Lee, a supervisor of corporate and retail loans, has been in the loan business a little more than three years; he also holds a graduate degree. Mr. Lee always asks questions if he does not know something; in addition, learning from example is one of his strengths. Mr. Lee has displayed superior performance during loan negotiations and he has demonstrated perfect control during meetings. According to his subordinates, Lee always attends conferences and training programs to obtain new skills; furthermore, he always passes on his knowledge to his subordinates. Lee believes, by sharing his knowledge with subordinates, all his staff may be motivated. Lee reasons that the credit assessment task not only demands staffs have professional know-how in industrial analysis, but also interest in their job. Without interest and motivation, a “do-it-them-self” employee will often just copy from the old cases.
Ms. Au, is one of Lee's subordinates. She has an in-depth understanding of and know-how with credit assessments as she has helped Lee to undergo many difficult projects. With her accurate credit assessment ability and her speedy project completion time; her branch manager had kept his eye on her performance. This worries Lee. Mr. Su, has been in the loan market for two years, he has known Lee for many years, and he is one of Lee's right-hand men who came to Don-Jin Bank with Lee. According to other staffs, Su and Lee often discuss cases, and that Lee often teaches Su his experiences during leisurely talks. In addition, whenever there are rumors or complaints against Lee among the other staff members, Su never joins any such discussions. Everyone in the department believes that Su is Lee's favorite, and Lee trusts Su completely.
（Hsin-Peng Shiah-Hou Assistant professor of Department of Business Administration, Fu Jen Catholic University, Joseph Yu Professor of Department of Business Administration, National Chengchi University）
企業能歷久常新，必須不斷學習，且知識與經驗能在員工間相互傳授。銀行產業擔任主管職者，多具備多年經驗，故東震銀行的高階主管，期望各部門主管能將知識傳授給行員。
(一)東震銀行概況與授信部門的地位
東震銀行為民營商業銀行，規模頗大，升遷著重能力、專業及技能。因競爭激烈，行員多重視短期利益，在對立抗衡中爭取績效，故而影響組織內的知識分享。在爭取貸放客戶之際，授信品質不佳，則銀行經營的安全性受到威脅，故如何審慎選擇放款企業的能力與知識成為銀行競爭武器之一。
(二)銀行專業知識的特性
銀行部分的專業知識已漸成熟，並已編纂規章與制度，即使主管不願傳授，部屬也可透過自行進修獲取專業知識。產業與企業分析技巧雖有參考資料查詢，但各產業之環境差異甚大，複雜度較高，所以仍須口頭傳授。
(三)東震銀行授信部門主管與部屬關係
企業貸放金融科李襄理，為一位男性主管，放款資歷三年三個月左右，研究所畢。李襄理常向他人請益，多能舉一反三；開會討論時，則條理分明，表現卓越。根據李襄理的部屬表示，李襄理多會向外界吸取新知，並參與研討會或相關訓練課程，且隨時將課堂學習的新知分享予部屬。
李襄理認為傳授知識予部屬，是希望部屬對工作產生興趣，並指出從事徵信部門的行員需具備產業與企業分析的專業知識，若僅靠自己摸索，為了交差了事，最後則是取出以往的檔案，重新抄一次，其正確性就待商榷；時間一久，降低對徵信工作的興趣。
透過分享過程，部屬歐小姐對於工作知識有深入瞭解，徵信工作能力大幅提升，往往許多難度較高的案件都交付歐小姐完成。由於歐小姐的徵信調查評估準確度高，並且能快速的處理交辦事務，近來已獲分行經理的重視，此似乎讓李襄理頗為堪慮。
至於另一位部屬蘇先生，根據其他同事表示，李襄理常會主動與蘇先生討論與傾囊相授其專業知識。蘇先生放款經驗兩年，是追隨李襄理由他行跳槽至本行。二人熟識多年，常常在下午茶時間一起抽菸聊天。
蘇先生相當敬重李襄理，即使同事聊天偶爾對李襄理有所抱怨，蘇先生甚少加入。至於主管交辦的任務，蘇先生多會遵照辦理，大家都認為李襄理相當信任蘇先生。
（作者夏侯欣鵬是輔仁大學企業管理學系助理教授、于卓民是政治大學商學院企業管理系教授）
【2005/04/24 經濟日報】
(個案解析)
■ 夏侯欣鵬
a. Is it important to have knowledge within a bank
b. Who will have Lee's preference to share his experiences, Au or Su
【Assessment】
a. Knowledge characteristics and Knowledge sharing
Knowledge characteristics can be differentiated into tacit knowledge or explicit knowledge; where explicit knowledge is easier to convert into norms, and that everyone can learn with proper training. Furthermore, tacit knowledge is within one's mind; it is hard to describe and transform into manuals. Most tacit knowledge must be learned in a practical “on job” method; thus mentorship or apprenticeship might be the best ways to learn. With many banks “explicit” knowledge is formatted into manuals; having “tacit” knowledge however can be one of the most important weapons for a bank's staff in the loan industry.
b. Social activities and knowledge sharing.
From a long-term perspective, the “trust” relationship between supervisor and subordinate has a great influence on a supervisor's will towards knowledge sharing. The more a supervisor trusts his/her subordinate, the easier it is for the supervisor to share his/her experiences with the subordinate. Knowledge sharing can yield a positive or negative consequence, from a supervisors' standpoint. Having key know-how can be one of the survival factors within an organization; once a supervisor no longer holds key knowledge, his or her position might be in jeopardy; this is a possible negative impact. On the other hand, one can also claim that a subordinate will become more respectful to the supervisor, because through knowledge sharing the subordinate can become aware of the supervisor's ability. Increased interactions between subordinates and supervisors will yield positive consequence, therefore, the higher the chance that a supervisor will share knowledge, and vice versa.
【問題】
1.知識分享在銀行產業內是否重要？
2.李襄理較願意將知識分享給歐小姐或蘇先生？
【評析】
(一)知識特性與知識分享
知識特性可以區分為內隱與外顯，外顯知識較容易公式化與制度化，只要人員受過適當的訓練，皆可以展現；內隱知識則是存在於個人腦海中，較不容易陳述與編纂成冊，往往是由實務工作經驗而得到的知識，不易透過文字或符號移轉，必須經過教導與傳授。
銀行的專業知識中，許多的知識已有詳細的書面資料，如：授信相關的法令規章；許多專業知識是經驗和智慧累積的知識，如：產業與財務分析的技巧，這些專業知識必須多仰賴行員彼此傳授，也是銀行重要競爭武器之一。
(二)人際互動與知識分享
若以長期觀點論之，主管對部屬的信任感影響該主管對部屬的知識分享意願，即當信任感越高，則主管越願意將知識分享部屬。但對主管而言，知識分享的行為對該主管會產生正面與負面的影響。因為具備關鍵知識，是主管在組織的重要生存之道，一旦主管將個人知識分享給部屬，有可能危及主管在部門中的地位，即產生負面影響。
但知識的分享可以使部屬更加知悉主管的才能，反而加深他人對該主管的印象與尊重，而產生正面影響。一旦為正面影響時，即對部門主管有利，則該主管更加信任部屬，知識分享意願會更高；反之，則主管對部屬信任感程度降低，進而減低知識分享意願。
【2005/04/24 經濟日報】
策略小辭典》信任（Trust）
■ 夏侯欣鵬
「信任」的定義相當廣泛，指一方根據過往的經驗與互動，而知悉對方行為的一致性，進而對對方意圖或行為有正面預期，故主觀認為不易受到傷害，即使對方有能力傷害，也不會有傷害的意圖。
但是人的價值觀會隨時間而改變，雙方關係受到時間的流逝而變化，所以對對方的信任不能完全由過往的經驗做判斷，尚須仰賴是否能持續感受到一方的關懷，另一方才能對未來形成安全感，以確信即使未來充滿了變化，對方仍是有回應與關懷的。
【2005/04/24 經濟日報】
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