知識經濟的時代，企業最重要的資產是「人」與「知識」，如何運用與積蓄這兩項資產，對企業的持續競爭力有關鍵性的影響。本文以知識管理的文獻探討為基礎，從中萃取出攸關的議題，以問卷調查的方式來收集相關資料，並透過統計檢定方法來分析資料，以發掘事實。這些攸關的議題共有八項，分別為：一、鼓勵員工勇於表達自己意見與想法的文化（組織的文化），與員工勇於表達自己意見與想法的行為（組織的行為），彼此是否為正向相關。二、高階主管主動傳授知識與技能的行為（主管的行為），與員工彼此分享知識與技能的行為（部屬的行為），彼此是否為正向相關。三、金錢、名聲、交情與互惠，這四項影響「知識分享意願與行為」的因子，其影響力的強弱順序為何。如果我們能釐清這四項因子影響力的強弱順序，則可據此設計出更為有效的激勵制度，將知識分享所產生的綜效極大化。四、是否超過半數的受訪者，無法容忍一個問題的解決方案，是處於模稜兩可、曖昧不明的狀況。五、當理性的分析結果與當事人的直覺相互衝突時，是否超過一半的受訪者，選擇相信理性的分析結果。議題四與五，主要是由認知風格的差異，來探討人才的多樣性。六、是否超過一半的受訪者，認為管理階梯的社會評價較高，以及肯定技術階梯職位具有激 勵效果。七、是否超過一半的受訪者，無法確定公司是否具有概念傘。八、個案公司的知識管理現況為何。 根據上述八項議題所發掘而得的事實，以及個案訪談所得之資料，本文提出了一個能夠有效活絡知識創造與能耐積蓄的平台，該平台包含五大建構單元，分別為：一、建立優質文化。二、落實雙軌生涯制度。三、建立知識管理專員制度。四、建立系統化的流程來引導知識創造與能耐積蓄活動。五、落實知識管理的配套措施。我們相信，企業藉著由五大單元所建構而成的平台，必可建立企業獨有的環境與氛圍，以利企業核心能力的滋長。最後，本文期盼該平台能為企業界提供實踐的重點與方向，成為一個最佳實施例的範本，並對有志於知識管理的人士，提供智識上的啟發，如此則已達成本文之目的。 關鍵詞：知識管理、企業概念傘、雙軌生涯制度，知識創造，能耐積蓄 / In this knowledge economic era, “people” and “knowledge” are very essential to keep the enterprises’ sustainable competence. Hence, based on the survey of books and papers about knowledge management, this thesis distills diverse perspectives and best practices into eight issues for further study, they are as follows: (1) Is there any positive correlation between “organizational culture” and “organizational behavior”? For an organizational culture that encourages people to express their opinions and ideas without any concerns, can we really have the distinguishable perception that people really behave so in this circumstance? (2) Is there any positive correlation between “managers’ behavior” and “subordinates’ behavior”? If managers are willing to mentor subordinates, willing to share their knowledge and skills, can it become a driving force to make subordinates behave the same? (3) As we know, money, reputation, friendship and reciprocal, all these four factors affect the extent of knowledge-sharing willingness and behavior, but can we figure out the strength order of these four factors? If we can, then we may devise a better, more effective incentive system to maximize the synergy of knowledge-sharing. (4) If the solutions to a problem are ambiguous and equivocal, is it true that more than half the people can not accept this situation? (5) If the rational analysis conflicts with your instinct, which one do you trust? The issue 4 and 5 are actually discussing the varieties of cognitive style. (6) For dual career ladder, is it true that more than half the people give higher evaluation to managerial ladder than technical one? Is it true that more than half the people regard the technical ladder as an incentive? (7) Is it true that more than half the people who are not clear about the concept umbrella of the company? (8) Based on nine indicators about knowledge management, conduct surveys of the four cases, and try to find out the strength and weakness of each case. By the data analysis and case studies, this thesis has found out several facts, and then proposes a platform for knowledge creation and capability building. The platform is composed of five units, they are as follows: (1) Instill good and appropriate cultures. (2) Put dual career ladder into practice. (3) Establish knowledge steward system. (4) Establish systematic procedure as the guide for the knowledge creation and capability building activities. (5) Find out the necessary auxiliary measures for knowledge management, put them into practice. With the platform constructed by the five units, we believe that each enterprise is able to construct a unique environment and atmosphere of its own, which in itself is beneficial to nurture and consolidate the core competence. Finally, we hope this thesis has shed light on the enterprises, and provided some intellectual stimuli for those people who are interested in knowledge management. Keyword: knowledge management, dual career ladder, concept umbrella, knowledge creation, capability building