臺灣博碩士論文加值系統

知識管理(Knowledge Management；KM)是近二年產、學界的熱門議題，它是使企業競爭由傳統有形成本之爭轉變為由知識主導企業成敗的一種型式，被視為是符合現今全球環境快速變遷時代的競爭利器。
學者及業界廠商均曾提出他們對KM的看法或相關技術平台架構，但由於KM定義眾多，雖然它被熱烈的討論，並被賦予期許，不少企業甚至跟進採用技術廠商所發表問世的KM軟體，但國內一般企業對『知識管理』一詞多感迷惑與不解，不知該從何著手進行KM。因此，本研究以企業角度探討國內大型企業知識管理現況，以及其內部KM活動與企業經營績效的相關性，經由KM理論與國內企業的KM實況相互對照，勾勒一個以KM達到企業經營績效的雛形。
研究採用實証方法，以KM內涵為基礎，輔以KPMG評估企業KM的檢核構面設計研究問卷，並以『天下雜誌』評比2000大之前1000大企業為受測樣本，將樣本企業分為：高科技業、傳統產業、金融業，最後利用SAS統計軟體檢定資料。
研究結果發現：
1.國內有過半數的大型企業有進行知識管理。
2.企業KM多數由內部後勤作業開始著手，且多交由資訊部門負責。
3.傳統教育訓練是傳承企業知識的最主要活動，但企業對此活動全無KM的相關措施。
4.國內企業對外顯知識沒有明確的管理方法，尤其是缺乏系統化知識管理的技術工具。
5.高科技業是進行KM最有績效的公司，傳統產業尚無法看出企業KM與經營績效之相關性，金融業則最缺乏KM。
6.KM必須依企業核心知識特性，配合管理知識的方法，選用適當的輔助工具，同時針對企業在『人』、『流程』、『內容』、『技術』四方面的努力，才可能達到經營績效的目的。

Knowledge management(KM) has been a hot topic of the industry and academicians during the past two years. It is an attempt to transform business competition from a conventional fight over physical cost to the leading role of knowledge over business successes and failures. It is also regarded as the most competitive strategy in the rapidly changing age of the current global environment.
Many people have proposed related technical structures or overview of KM. Despite the fact that KM has many definitions and has been hotly discussed with much anticipation, many businesses even have adopted KM softwares supplied by technical software companies, yet still the term KM is generally speaking a perplexity to most domestic businesses, which are at a loss in regard to its implementation. Therefore, the current research investigates, from the domestic business perspectives, the current conditions of KM as implemented in major corporations, the association between internal KM activities and business performance, and through contrasting the KM theories with the real life conditions a prototype of applying KM to reach performance is presented.
This research used empirical methods, which were based upon the contents of KM and guided by the KPMG’s dimensions of KM assessment in the questionnaire design. The samples were taken from the top 1000 of the 2000 major corporations as rated by 天下雜誌, which were then divided into three sectors: high-tech, conventional industry, and finance. Statistical analyses were performed with the aid of Statistical Analysis System(SAS, version 6.12).
The main findings are:
1) More than 50% of the major corporations are currently involved with KM.
2) Business KM usually began with internal logistical operations, mostly conducted by IT division.
3) The major activity of passing on business knowledge is conventional education training, with utterly no KM related measures.
4) Domestic corporations have no definite management methods for explicit knowledge, especially in regard to systematic KM technical tools.
5) Corporations of the high-tech sector showed highest association between KM and performance, whereas no significant relationship was found for the conventional industry corporations. Finance sector shows no signs of KM activities.
6) The implementation of KM is contingent upon the nature of core business knowledge matching up with knowledge management methods. We must choose appropriate aid tools with respect to people, process, contents, and technology. Only by doing so we may achieve the purpose of management effectiveness.

第壹章 緒論
第一節 研究動機.......................1
第二節 研究目的.......................2
第三節 研究限制.......................2
第四節 研究流程.......................3
第貳章 文獻探討
第一節 知識管理介紹...................4
第二節 知識管理的內涵................12
第三節 知識管理與企業經營............19
第四節 知識管理策略..................23
第五節 KM應用與相關技術..............30
第六節 總結..........................40
第參章 研究方法
第一節 研究架構......................43
第二節 研究假設......................45
第三節 變數之操作性定義與名詞解釋....45
第四節 問卷設計與抽樣................49
第五節 資料分析方法..................49
第肆章 研究結果
第一節 研究樣本......................51
第二節 樣本信度與效度檢定............53
第三節 研究問題之分析................55
第伍章 結論與建議
第一節 結論..........................96
第二節 研究貢獻.....................101
第三節 未來研究建議.................101
參 考 文 獻
一、中文部份.........................102
二、英文部份.........................102
附 錄
附錄一、問卷內容.....................105
附錄二、各產業之KM活動與KM工具.......110
附錄三、KM活動與KM工具之相關性.......113

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