| It has become a key theme of integrating individual's knowledge into the organizational knowledge base and formulating group wisdom for the sake of enhancing organizational capability of solving problems since knowledge-based competitive advantage is highlighted nowadays. Notwithstanding the substantial insights from intelligent capital, knowledge management and strategic human resource management we now have into the attribute of this issue, we still lack a new paradigm to explain them due to overlaps and contradictions among them. This dissertation attempted to explore the essence of organizational intelligence as the converting mechanism linking individual knowledge (human capital) to organizational knowledge (organizational capital); meanwhile, it analyzed the interaction function in the construction of organizational intelligence, and refined trust base as the dynamic mechanism and delivery willing as the triggering mechanism. It was assumed that the knowledge transfer mechanism based on these three elements would have impacts on organizational innovation via different types of HR bundles. Finally, data were collected from 119 copies of questionnaires for organization and 458 copies of questionnaires for individuals. Relevant regression analysis and path analysis were made to test the hypotheses on relations of variables by statistical software SPSS and AMOS. Some conclusions were made as following: The essence of organizational intelligence is kind of synergetic information processing capability, linking the distributed knowledge work through internal mechanism within the system, which embraces replication cognition and integration cognition. Empirical results indicated that organizational had significant relation with organizational innovation and could predicted significantly as well. Replication cognition and integration cognition had higher correlation degree with production innovation than process innovation. Specify of knowledge could intermediate the relation between integration and organizational innovation. In summary, organizational replication and integration cognitions could leverage human capital to organizational capital, so as to contribute to the organizational innovation performance increasingly. Organizational intelligence is built through interaction of members and its dynamic origins from trust bases. On the bases of Williamson's governing mechanism, the trusts are divided into three types: trust M, trust A and trust X. In addition, delivering willing is regarded as quantitative index for trust base. In efficiency of knowledge transfer's view, the scopes of governance for three types of trust base were described and discussed in general by economic methods. Empirical results showed, trust base and delivery willing had significant correlation with organizational intelligence and there existed cause-effect logic among delivering willing, trust base and organizational intelligence. As to organizational innovation, only trust A had significant prediction while two others did not; delivery willing did not have significant prediction neither. If human resource practices could be carried out appropriately, it could have important impact on organizational innovation by means of the elements of knowledge delivery mechanism. It is also the function mechanism of how SHRM have on firm's performance, regarded as the enigma of "black box"long before. Therefore, this paper tendered 5P-based HR bundles, which were classified into three types, that is, inducement, investment and involvement. Through case study, the relations of these bundles with both knowledge delivery mechanism and organizational innovation were judged primarily, offering basis for research hypothesis. Empirical results demonstrated, inducement and investment HR bundles could predict trust A significantly, while involvement HR bundle could not; investment HR bundles could predicate organizational intelligence significantly while inducement HR bundle could not.
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