知識管理已儼然成為世界性的公部門熱門改革運動,我國行政院亦將其列為各機關的重點工作,要求所屬機關全面推動相關工作。然而截至目前為止,不但相關的系統化研究仍屈指可數,許多重要的實證問題更欠缺可信的答案。為彌補既存研究之不足,本研究基於知識管理文獻以及歐洲經濟合作暨發展組織(OECD, 2003)於二○○三年所進行的世界性知識管理實務調查,針對我國中央與縣市政府機關的知識管理相關主管人員進行全面性的問卷調查。 研究結果顯示,知識管理在我國行政部門已超越口號或書面程序的層次。多數行政院所屬機關已將知識管理訂為三年內的優先管理改革。大多數的受訪者指出其所屬機關的人員彼此之間已建立知識分享與交流的習慣,且能採用不同的溝通管道,包括最新的網路資訊科技、人員網絡,以及傳統的會議與書面公文。在科技面向方面,幾乎所有的受訪者所屬機關都已建立專屬的內部網路來進行資訊溝通,而透過外部網際網路的運用更是普遍,甚至已有超過半數的機關建立公共資料庫來儲存與分享知識。從另一方面來看,目前政府機關的知識管理工作亦有不足之處。首先,大多數機關對於人員的績效評估標準並未涵蓋知識管理方面的表現,也僅有極少數機關會實質地鼓勵組織人員進行知識交流與分享。其次,在快速進行資訊科技升級的同時,各機關的領導階層卻未同時考慮人力升級的投資。最後,各機關的高層主管儘管有意願進行知識管理,但顯示的投入程度與承諾仍偏低。
Knowledge management (KM) has become a hot management reform in the public sector. Taiwan is no exception. However, while KM is mandated by the Executive Yuan, there is little empirical research on the adoption or effects of this public management innovation. This paper reports the findings of a national survey (based on the OECD 2003 KM survey instrument) on the KM practices of the central and local governmental agencies in Taiwan. The results show that, first, KM has been well received and accepted by the Taiwan public managers. Most respondents indicate that their organizations have implemented KM, or plan to implement it in three years. Secondly, most public managers are able to utilize different communication channels to share and collect know ledge useful to their works. Thirdly, in terms of technological infrastructure, almost all of the public organizations have established their own intranets, and over half of them have installed public databases for knowledge management. On the other hand, the survey results also point out several problems in need of improvement, including lack of incentives for undertaking KM, not enough investment in human resource development, and insufficient commitment from the top.