知識管理是組織改善管理效能,提昇獲利能力的利器,其中知識管理系統則是企業具體運用知識管理思維,以資訊科技幫助組織蒐集、彙整資訊,促進分享與產生知識的利器,但組織採用了這套系統之後,是否真正獲致利益則值得進一步探討。本研究即是設計一套評估方式,評估企業組織再導入知識管理系統之後,是否產生了如期原先預期的績效。 本研究蒐羅國內外文獻與參酌商情資訊,探討知識管理與知識管理系統,給予其適當的定義,並介紹知識管理系統廠商,分析其弁鉏珩捸A並對於其應有的系統弁鉥ㄔX建議。在績效評估方面,則分析國內外進行知識管理評估的方式,並歸納出應從資訊科技、使用行為與財務績效三方面進行評估。本研究擇定一有導入知識管理系統之個案企業,分析評估結果後得到下列重要結論: 1.不易使用財務指標評估知識管理系統績效 2.組織文化與制度是知識管理系統推行成本P否的關鍵 3.使用者使用知識管理系統弁鄏h以與工作項目有關的為主 4.「分享」行為並不是使用者利用知識管理系統的首要目標 5.系統中整合性服務不受青睞 6.即便財務表現與知識管理系統的連動關係並不顯著,使用者使用知識管理系統的行為不積極,但使用者仍主觀肯定應繼續使用知識管理系統 7.標竿人士使用知識管理系統表現突出
Knowledge management (KM) is a key concept which could direct organization to improve management efficiency and enhance the ability to make profits. Knowledge management system (KMS) is regarded as a practical system which fulfills the KM concept and helps organization to search, collect and organize information. But even enterprises use KMSes, they are still not sure KMSes will help them make profits. The aim of this study is to design an evaluation procedure for KMSes’ performance and apply it for a real case study. Firstly, we survey the related literatures, define KM and KMS, introduce various KMS providers, and identify the KMSes’ functionalities. Secondly, we analyze and design an evaluation procedure for KMSes’ performance in 3 dimensions: information technology, user behavior, and financial performance. Finally, a case study is carried out. The results show that: 1.It is not easy to evaluate KMSes’ performance through financial indexes. 2.Organization’s culture and system are key points for a successful KM’s action. 3.The welcome functions of KMSes are related to the routine tasks. 4.The main purpose for users to use KMSes is not the “sharing knowledge”. 5.“Cooperation services” function is not welcome. 6.Even the link between financial performance and KMS is not significant and users do not use the KMS frequently, most users still think the KMS should be one of information systems in their corporation. 7.Outstanding staff are the enthusiastic users of KMSes