本研究探討國軍單位中師徒制度對知識分享之影響，並以社會交換理論作為核心分析框架。在軍事組織高度階層化與任務導向的特殊脈絡下，如何透過師徒間的互動促進專業經驗與內隱知識的傳遞，已成為維繫部隊戰力與組織效能的核心課題。研究動機源於國軍人力精進與知識管理的關鍵轉型期，需深入理解階層權力結構如何形塑師徒間的社會交換歷程。
　　研究採用質性研究方法，以國軍某單位為研究對象，透過立意抽樣選取五位具指導經驗的資深主官（管）作為「師父」，以及五位資淺的參謀或基層執行者作為「徒弟」，共計十位受訪者進行半結構式深度訪談。透過逐字稿整理與文本分析，由雙向視角建構師徒制度在軍事場域的運作模式。
　　研究發現顯示，國軍現行主要依賴以學長學弟制為核心的非正式師徒關係，雖無制度化配對，但透過情境教導能有效協助新進人員縮短適應期。在社會交換歷程中，信任是開啟深度分享的前提，通常需透過任務合作與同甘共苦逐步累積。互惠機制則表現於師父將內隱知識視為投資式交換，期望換取徒弟的任務分擔與忠誠回饋。然而，軍中的階級威權可能導致知識流動呈現單向灌輸，且師父在面對涉及核心競爭力的關鍵資源時，往往會出現選擇性保留的行為。
　　綜合而言，有效的師徒互動能達成師父自我反思與徒弟專業成長的雙向效益，並強化組織的凝聚力。基於研究結果，本研究提出相關實務建議，包括應優化非正式師徒制的支援配套、建立數位化知識管理平台以強化組織記憶，並形塑信任導向的開放溝通文化，同時引入指導績效獎勵等社會交換激勵機制，以補償師父的教學成本並降低知識保留動機，確保國軍核心戰力得以永續傳承。

　　This study explores the impact of mentorship on knowledge sharing within military units, utilizing Social Exchange Theory as the core analytical framework. Within the unique context of highly hierarchical and mission-oriented military organizations, facilitating the transfer of professional experience and tacit knowledge through mentor-mentee interactions has become a pivotal issue for maintaining combat readiness and organizational effectiveness. The research is motivated by the critical transition period of manpower refinement and knowledge management within the Republic of China (ROC) Armed Forces, necessitating a profound understanding of how hierarchical power structures shape the social exchange process between mentors and mentees.
　　A qualitative research method was adopted, focusing on a specific unit of the ROC Armed Forces. Through purposive sampling, ten respondents were selected for semi-structured in-depth interviews, including five senior officers with mentoring experience (mentors) and five junior staff members or grassroots executors (mentees). By analyzing verbatim transcripts and textual data, this study constructs an operational model of mentorship in the military field from a dyadic perspective.
　　The findings indicate that the ROC Armed Forces currently rely primarily on informal mentoring relationships centered around the "senior-junior" (seniority) system. Although institutionalized pairing is absent, situational coaching effectively helps newcomers shorten their adjustment period. In the social exchange process, trust is the prerequisite for deep sharing, typically accumulated through mission collaboration and shared hardships. The reciprocity mechanism is manifested when mentors view tacit knowledge as an investment-based exchange, expecting task distribution and loyalty in return. However, military authoritarianism may cause knowledge flow to become a unidirectional indoctrination, and mentors often exhibit selective knowledge hiding when dealing with key resources involving core competencies.
　　In conclusion, effective mentoring interactions achieve bilateral benefits—self-reflection for mentors and professional growth for mentees—while strengthening organizational cohesion. Based on these results, this study proposes practical recommendations: optimizing support systems for informal mentoring, establishing digital knowledge management platforms to enhance organizational memory, and fostering a trust-oriented culture of open communication. Furthermore, introducing social exchange incentives, such as mentoring performance rewards, is suggested to offset teaching costs and reduce the motivation for knowledge retention, ensuring the sustainable inheritance of core military capabilities.

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