近幾年來，知識管理已成為一個與企業競爭力有著密切相關的議題，由於知識經濟時代的來臨，唯有透過不斷蓄積、分享知識以及創造知識，才能讓企業本身更有競爭力，也才能夠不斷的成長下去，雖然在組織中實行知識管理，不能在短期內快速的帶來效益，但以長期來看卻可以讓企業走的更穩健。 　　人壽保險產業在現今的台灣，已經是個成熟的產業，2003年保費收入高達1.1兆元，平均每人投保率更高達158%，買人壽保險可說是一項全民運動了。而人壽保險業在所有通路中最重要的通路為業務員，也是人壽保險產業接觸客戶的第一線，業務員的素質也是影響客戶服務品質以及銷售績效的最主要因素。 　　 　　本研究採用探索性研究的方式，對於人壽保險產業業務員進行訪談，瞭解其知識管理需求，並且對於人壽保險產業進行分析及知識管理相關文獻探討，提出一個知識管理系統的建議架構，以及之後建置知識管理系統時所需要考量的構面。 　 　　本研究提出之知識管理系統架構之功能有：我的個人秘書、我的保險新知、我的e-Learning、保險分析工具、疑難雜症解答區、互動討論分享區、我的CRM等。 　　而導入知識管理系統架構時建議所需考量的構面有：管理面、組織面、知識面和科技面等。 關鍵字：知識管理、人壽保險、知識管理系統架構

本研究目的是希望透過知識管理系統的建置，讓室內設計產業的內隱知識外顯化，透過設計知識模組化的運用，幫助公司設計創意的積累和活用，達成提高員工工作效率、節省組織相關成本、增加組織營運績效，進而促使室內設計公司得以產生最佳的營運模式，並獲致可觀的營業利益。 本研究採取個案分析法作為資料分析方法，並利用次級資料蒐集法與深度訪談法進行資料蒐集。本研究結論如下： 1.室內設計公司建置知識管理系統的架構，包括 (1) 設計專業知識庫、(2) 設計案例資料庫、(3) 工程專業知識庫、(4) 工程案例資料庫、(5) 企業管理知識庫等五個主要資料庫。 2.室內設計公司建置知識管理系統的目的，包括 (1) 累積設計創意和傳遞設計知識、(2) 善用設計知識達成創意加值、(3) 提高員工工作效率和累積員工專業職能、(4) 增加設計提案成功率、(5) 節省組織與相關人力成本、(6) 建置並強化人才培訓基礎、(7) 增加組織營運績效與組織營業利益、(8) 擴展公司組織規模並提昇公司競爭力。 3.室內設計公司建置知識管理系統的關鍵因素，包括 (1) 具備領導力的知識工作者、(2) 組織與個人對於「知識管理」的意願和動機、(3) 重視「知識管理」的組織制度、(4) 重視「知識管理」的組織環境、(5) 有利發展「知識管理」的組織結構、(6) 具有清楚及正確的組織知識策略、(7) 重視知識內容的品質管理、(8) 詳盡細緻的管理「知識管理」相關流程、(9) 足夠力量支援「知識管理」的資訊科技、(10) 維運「知識管理系統」所花費資源。 / This study hopes to take tacit knowledge from the interior design industry and organize it into explicit information through the implementation of knowledge management systems. The modularization of design knowledge will facilitate a company’s accumulation and utilization of design creativity, thereby effectively increasing employee efficiency, reducing operational costs, and increasing overall company efficiency. Further, this will help interior design companies to establish an optimal business model, thereby achieving significant business profits. This study analyzes data obtained through individual case studies, and gathered information through secondary data collection and in-depth interviews. This study draws the following conclusions: 1. The knowledge management systems implemented by interior design companies include five major databases for the following types of knowledge: (1) Design expertise; (2) Previous design cases; (3) Engineering expertise; (4) Previous engineering cases; (5) Enterprise management. 2. The reasons for which interior design companies implement knowledge management systems include: (1) Accumulation of design creativity and to pass on design knowledge; (2) Utilization of design knowledge to create added value to creativity; (3) Increase employee efficiency and enhance employee professionalism and expertise; (4) Increase success rate of design proposals; (5) Reduce costs related to the company and workforce; (6) Establish and bolster the basic skills for further staff training; (7) Boost operational efficiency and business profits; (8) Expand company operations and bolster competitiveness. 3. There are a number of key factors to the successful implementation of knowledge management systems in interior design companies. These include: (1) Knowledge workers with leadership capability; (2) An organization and individual employees that are willing and motivated to engage in “knowledge management”; (3) An organization structure that emphasizes “knowledge management”; (4) A working environment that emphasizes “knowledge management”; (5) An organization structure conducive to developing “knowledge management”; (6) A clear and consistent set of knowledge strategies for the company; (7) A quality control system that emphasizes knowledge content; (8) Detailed attention to the monitoring of “knowledge management” protocols; (9) Adequate support for the information technology necessary for “knowledge management”; (10) Sufficient resources to maintain the operation of “knowledge management systems”.

企管大師Michael Porter一再強調「差異化」是企業之所以能勝出的主要關鍵，Peter Drucker更宣稱：「知識」將是未來企業唯一，且能夠生產社會與經濟利益的最重要資財。 知識管理可以將知識儲存在組織之內，降低企業的成本，並增加獲利，進而提高企業的競爭力優勢。媒體也是企業的一種經營形態，因此，如何透過知識管理將平面媒體內、外的智慧資本彙整並儲存在組織中，以利組織成員分享與運用，繼而產生獨特的差異性與競爭優勢，已經是媒體越來越關心的重要課題。 但是，知識管理的架構會隨著產業特性與企業需求而有差異。因此，想要幫助平面媒體利用知識管理，來面對未來更激烈的競爭環境，就必須有不同於產業或知識特質的架構與建議。 民國77年的報禁解除，使得國內平面媒體面臨高度競爭的壓力；而科技的日新月益、閱聽人的閱讀習慣與需求的改變，也迫使媒體朝向提供更多元及多樣化的新聞內容服務。 因此，本研究希望透過綜合的分析與探討，找出平面媒體所面臨的問題與困境，試著利用資訊科技的幫助，提出適合平面媒體參考的知識管理整合性系統架構、步驟、作法與建議，以便提升其企業競爭力。 綜合有關知識管理的理論架構，再配合平面媒體產業的特性，本研究試著為傳統平面媒體，規劃出兩種未來可能獲利的經營模式―「新聞來源供應商」與「綜合新聞供應商」，同時為其擬出可行的知識管理架構，以及分4個階段―「認知覺醒與發展策略」、「經營模式與知識確認」、「設計、規劃與導入」，以及「評估與調整」階段，與3大層面―「策略」、「知識」與「科技」的建議。 / Michael Porter, Professor at Harvard Business School and one of the top 50 business intellectuals of our time, claims that “differentiation” is the key to stand out in a highly competitive environment. Peter Drucker, professor of management and the founder of California-based Leader to Leader Foundation, suggests that “knowledge” is the only asset the future businesses could depend on in generating social and economic benefits. Knowledge management is the one way to preserve the knowledge generated in the process of management for an enterprise. It decreases management cost and generates revenue at the same time. Therefore, knowledge management is also a way to enhance competitive edge. Mass media, like other management entities, could also apply principles of knowledge management to enhance their competitive edge. How to integrate the intellectual capital through mechanisms of knowledge management, how to share the knowledge stored in the mechanism in more efficient ways, and, how could the media differentiate themselves from their competitators to enhance competitive edge, have become critical issue not only for management, but also for survival. However, the mechanism or infrastructure of knowledge management is varied for different industries due to the nature of different management requirements. What can be applied in a software company may not be suitable at all for mass media. Two significant changes accelerate and reinforce the innovation of the Press: the law that limits the numbers of content providers and the law that limits the amount of contents were both banned. In the mean time, the overall reading habit change enabled by the innovation of digital technology also facilitates the renovation of Press. News providers are now facing challenges in providing diversified contents for readers of different habits and tastes. This research aims at proposing appropriate knowledge management infrastructures by synthesizing the dilemma as well as opportunities media confront in a digital era. Classical literature regarding knowledge management infrastructure and media studies, especially the properties of the Press, help me frame and identify two profitable knowledge management infrastructures: News Supplier and News Content Provider. More than providing the possible infrastructures, I also concluded four phases to implement the infrastructure and three perspectives as lenses to examine the infrastructures. The four phrases are (1) awareness and strategic development; (2) management model and knowledge assurance; (3) design, plan and implementation and (4) evaluation and adjustment. The three perspectives are (1) strategy, (2) knowledge and (3) technology.

知識是組織中最重要的資源，需要管理方能發揮更大的效益，以提昇組織的競爭優勢。所謂知識管理，就是使既有的知識產生作用，亦即有系統、有組織地應用知識，進而創新知識。在網際網路時代，電子圖書館的發展日漸蓬勃，提供知識流通與利用的良好環境。知識社會中的圖書館除了是知識寶庫之外，也應該積極地使知識發揮更多的作用。本研究即希望應用知識管理的觀念，建立一個具有三項特色的開放式電子圖書館學習與管理的環境：1.提供讀者一個互動式的學習環境；2.讀者可以協助參與管理的工作；3.讀者亦可分享與回饋知識給電子圖書館。 首先，探討電子圖書館知識管理基本架構的主要組成元件，包括：知識工作者、知識倉儲與知識活動，並將知識活動予以流程化，提出知識管理程序。其次，電子圖書館知識管理系統的建置，乃是藉由物件導向軟體工程的系統開發方法，將針對知識工作者的角色分類與知識代理人的模組定義，並探討知識管理程序的使用個案模式與知識倉儲關鍵物件之定義。最後，建立電子圖書館知識管理系統的分析模式，作為電子圖書館知識管理系統雛型建置的基礎。 / constructing a knowledge management environment in digital libraries

知識時代的來臨，伴隨著開放式資訊環境的發展，個人、團隊間之知識共享環境以及衍生出之知識貿產，已衍然成為企業組織生存與成敗的關鍵因素。因此，本研究根據Porter之價值鏈模式，將其“線性”模式作適當地調整，用以配合“網狀式”的知識分享模式，並且融人Nonaka之組織知識創新過程，建立了企業「知識價值鍊」模式，以表達知識分享與創造的動態關係。而為落實知識管理機制於企業日常作業中，本研究提出了新的資訊系統分析過程，係以文化的觀點分析組織知識結構─文化知識，納入知識管理系統分析與設計的考量中。因此，本研究針對企業內不同階層的知識工作者即文化團隊，提出標準模組化的物件：「知識代理人」，其中，代理人的三層架構代表了不同次文化團隊的需求。 知識管理系統的建置，乃藉由物件導向軟體工程的系統開發方法（如使用個案模式），結合新的資訊分析過程，作為本系統模式發展的基礎。故知識管理系統主要涵蓋兩種分析構面，用以建構整體的知識管理系統，一為代表組織知識管理結構的知識代理人，另一則是表示企業日常營運活動的物件模式。而在研究過程中以行銷公司為例，建置系統分析雛型來加以探討與印證。 / The advent of a knowledge age, the critical factors of a survival and successful business are knowledge sharing and derivative knowledge assets between individual and group in an open informational environment. Consequently, our research based on Porter's '" value chain model J and adapted his "linear" model for "network" knowledge sharing model. And then the adapted model integrated with Nonaka's 「organizational knowledge creating process」 to construct the 「knowledge value chain」 model of a business. So the model can express the dynamic relations of sharing and creating knowledge. For implanting the knowledge management mechanism in business operational activities, we proposed new analysis processes of an information system as a knowledge management system. The method analyzes organizational knowledge structure in a culture aspect as culture knowledge, and subsumes the aspect under information system analysis and design. According to the different level of the knowledge workers as cultural groupings, we proposed standard model objects as knowledge agents. Interalios, the three levels of agents represent different demands in different context groups. During constructing knowledge management system, we used object-oriented software engineering in system developing method, for example the use case model. Therefore, the knowledge management system contain two analysis dimensions. One is the knowledge agent which represents organizational knowledge management structure. The other is the object model which displays business daily operations. In our research process, we illustrated the knowledge management system prototype with the marketing corporation.

The advent of a knowledge age,the critical factors of a survival andsuccessful business are knowledge sharing and derivative knowledgeassets between individual and group in an open information environment.Consequently, our research based on Porter's "value chain model" and adaptedhis "linear" model for "network" knowledge sharing model. And then theadapted model integrated with Nonaka's "organizational knowledge creatingprocess" to construct the "knowledge value chain model" of a business.So the model can express the dynamic relations of sharing and creatingknowledge.For implanting the knowledge management mechanism in business operationalactivities, we proposed new analysis processes of an information system. Themethod analyzes organizational knowledge structure in a culture aspect asculture knowledge, and subsumes the aspect under information system analysisand design. According to the different level of the knowledge workers as culture groupings, we proposed standard model objects as knowledge agents. Interalios, the three level of agents represent different demands in different context group. During constructing knowledge management system,we used object-oriented software engineering in system developing method,for example the use case model.Therefore, the knowledge management system contain two analysis dimensions.One is the knowledge agent which reprents organizational knowledge managementstructure. The other is the object model which display business daily operations.In our research, we illustrated the knowledge management system with the marketing corporation.