本研究探討於數位轉型教育訓練中，內在工作動機和外在工作動機對數位轉型訓練移轉的影響，並以知識分享意願為中介變項。以財團法人資訊工業策進會(以下簡稱資策會)為例，針對接受數位轉型訓練的在職員工發放線上調查問卷，共收回有效問卷231份，使用SPSS統計軟體為分析工具，結果顯示：內在工作動機和外在工作動機都對知識分享意願具有顯著正向影響；知識分享意願對數位轉型訓練移轉具有顯著正向影響；內在工作動機對數位轉型訓練移轉具有顯著正向影響，但外在工作動機對數位轉型訓練移轉不具有顯著正向影響；知識分享意願在內在工作動機與數位轉型訓練移轉間具有部分中介效果，但知識分享意願在外在工作動機與數位轉型訓練移轉間不具有中介效果。建議企業應以「滿足員工內在工作動機」為出發，設計具彈性的數位轉型訓練制度，允許員工根據自己的興趣和學習風格來選擇適合的數位轉型課程或模組，並善用員工的知識分享意願，建立數位轉型訓練知識分享平台，促進員工之間的合作和互相學習，擴大數位轉型訓練移轉成效。亦可針對不同年齡組群的員工設計數位轉型訓練激勵機制。

This study investigates the impact of intrinsic and extrinsic work motivations on the transfer of digital transformation training within the context of educational programs. Furthermore, it examines the mediating role of knowledge sharing intention.
Taking the Institute for Information Industry (III) as an example, an online survey questionnaire was distributed to employed staff members who received digital transformation training. A total of 231 valid questionnaires were collected. The analysis of data was conducted using SPSS statistical software. The findings indicate that both intrinsic and extrinsic work motivation exert a significant positive influence on knowledge sharing intention. Moreover, knowledge sharing intention has a significant positive impact on the transfer of digital transformation training. Specifically, intrinsic work motivation exhibits a significant positive effect on the transfer of digital transformation training, whereas extrinsic work motivation does not demonstrate a significant positive impact on the transfer of digital transformation training. Furthermore, knowledge sharing intention partially mediates the relationship between intrinsic work motivation and the transfer of digital transformation training, but it does not mediate the relationship between extrinsic work motivation and the transfer of digital transformation training.
Based on the findings, It is recommended that companies should prioritize "meeting employees' intrinsic work motivations" and design flexible digital transformation training systems. These systems should allow employees to choose suitable digital transformation courses or modules based on their interests and learning styles. Furthermore, it is suggested to leverage employees' willingness to share knowledge by establishing a digital transformation training knowledge-sharing platform. This platform can facilitate collaboration and mutual learning among employees, thus enhancing the transfer of digital transformation training. Additionally, it would be beneficial to design motivation mechanisms for digital transformation training tailored to different age groups of employees.

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