面對知識經濟時代的來臨,企業與組織已逐漸體認持續競爭優勢已不再是有形的土地、勞力與資本,而是靠智慧與創新等知識資本;知識經濟時代最重要的核心資源是「知識」,將知識資源穿梭在無限的資訊流中,透過價值認知的學習過程,轉化為組織的創新價值,將是企業競爭力良窳的關鍵所在;因此,21 世紀企業最重要的課題將是「知識管理」。 組織導入知識管理,首先應檢視該企業「產品資訊程度」與「流程資訊程度」,本研究首先建構知識管理相關理論,透過個案分析,找出知識管理系統導入過程的問題,探討個案組織導入知識管理系統的關鍵成功因素,分別為(1)組織文化因素;(2)策略領導因素;(3)成效評估因素;(4)科技資源因素,並提出建議作為企業導入知識管理系統的參考。
The advent of the knowledge-based economy we face, enterprises and organizations no matter profit or non-profit realize that the continuous competitive advantages are no longer land, labor and capital, but have been replaced by knowledge capital such as intellectual and innovation. Knowledge has become the critical core capital in the age of a knowledge economy flowing from information technology. The sole source of competitive advantage today is an organization’s capability to learn through value cognition to create innovation value. Knowledge management has become the primary focus for enterprises in the 21st century. Enterprises organizations shall review the informative degrees of production and working process for the implementation of knowledge management. This study establishes knowledge management documentation through case study to understand the implementation of knowledge management system strategy and problem for the Institute of Nuclear Energy Research. After analyzing the case, it provides four key success factors (KSF) which are (1)the culture basis of KM ; (2)strategy and leadership of KM ; (3)need for a clear standard system to evaluate KM; (4) available resource of information technology for KM who will make decisions how to proceed about the implementation of knowledge management system.