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

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.