In the knowledge economy age, the capability of a business to gain advantage depends not only on tangible assets but also on intangible assets, such as the knowledge owned by the organization. Given the importance of knowledge, knowledge management has become a very important task for business to remain competitive. Many literatures in knowledge management have emphasized the key role of knowledge creation activities and their impact on organizational performance. In particular, they have focused on the effect of creativity. In the study, we extend previous framework to add organizational learning to enhance the existing model. An empirical study was conducted to examine the extended model. Major findings include the following: (1) Socialization, combination and internalization have positive impacts on both organizational creativity and organizational learning, but externalization does not. (2) Both organizational creativity and organizational learning have positive impacts on organizational performance. (3) The explicitness of knowledge has a moderating effect on the effect of socialization and organizational learning and on the effect of externalization and organizational learning. (4) The degree of organizational knowledge has a moderating effect on the effect of internalization and organizational creativity.

Research in knowledge management has gained much attention in recent years. In the past, the process view that focuses on the creation, organization, sharing, and application of explicit and tacit knowledge has dominated knowledge management research. In this study, we propose an alternative view that examines the dynamic relationships of knowledge from an ecological perspective. The DICE model developed from relevant ecological concepts is proposed. The model consists of four major dimensions in measuring the status of organizational knowledge management: knowledge distribution, interaction, competition and evolution. These four elements interact with each other and evolve over time to form a knowledge ecology in an organization. The DICE model is supported by a qualitative case study in this research. Evidence collected through interviews in a large semi-conductor packaging company indicate the existence of these dimensions. A quantitative survey was then conducted to examine the relationships between these knowledge ecology constructs and organizational performance. The results show that different knowledge ecology do affect knowledge management performance. Therefore, the DICE model can be used to measure the knowledge ecology of an organization and managers can use the model to assess their knowledge ecology and make improvement in order to enhance organizational performance.

Managing organizational knowledge is a critical issue for business. Due to the dynamic changes of environment and market demand, organizational knowledge often evolve over time and it is important to understand different patterns of organizational knowledge and their relationships with organizational competitiveness. In this research, we propose an evolutionary model of organizational knowledge. This model consists of four major stages: Variation generation, Internal Selection, Replication, and Retention. The evolution of organizational knowledge generally follows this model to evolve over time. A case study was conducted to assess the model. Evidence collected through interviews in a large semi-conductor company indicates the existence of these stages and activities. Besides, we found two evolutionary patterns driven from different knowledge sources. Their distinct features are compared in the thesis.

The acquisition and creation of technological knowledge could be treated as a means to strengthen the innovative capabilities of SMEs. Knowledge management, therefore, plays an important role in company¡¦s performance and innovation. But knowledge transfer and sharing are the most difficult issues when implementing knowledge management. Many companies often encounter setbacks due to neglecting human nature and knowledge trading mechanism within organizations while implementing knowledge sharing. This paper is aimed to propose an integrated knowledge sharing and transfer model by applying network embeddedness, game theory, co-opetition and agent contest to solve the employee¡¦s dilemma and free-rider behavioral problems. This paper exploits the knowledge network to transfer knowledge across organizations, and discusses game theory in depth for knowledge sharing within organization. Based on knowledge sharing mechanism, we categorize high-tech firms into four types of knowledge sharing such as job guarantee, individual performance, team performance, and team learning. Empirical results showed that the type of team learning firm with agent contest and reward systems designed for both team and individual could build a co-opetitive knowledge-sharing environment. Based on knowledge transfer mechanism, the results show that IT, organizational culture, reward system and governmental policies have positive effects on enhancing knowledge network linkages. Steady and robust network linkages can benefit knowledge transfer and learning. The major sources of obtaining external knowledge are frorm academic research and international knowledge network for Taiwanese SMES. This paper suggest that overemphasize on domestic network and ignore the academic research and international networks may impede SMEs to acquire heterogeneous knowledge and innovation. The reward system and governmental policies have positive effects on corporate innovation. High levels of knowledge sharing and knowledge transfer capabilities are the major factors of improving innovation and organizational performance.

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Abstract Today, in the industrial circumstance, to increase product¡¦s values are one of the primary sources of increasing competing edge. The product¡¦s value always base on continuous innovation of products and working methods. The findings of product¡¦s research and development (r&d) are the expertise of the business, so-called ¡uknow-how¡v. Whether these knowledge can be effectively spread, shared and reused, has significantly influenced on business. Therefore, effectively managing know-how becomes important issue of business. This paper proposed a framework and methodology for knowledge modeling. By use it to construct the knoweledge access architecture. The results provide a useful basis for reducing the time of r&d and increasing the product¡¦s value.

ABSTRACT Electronic Commerce (EC) has completely changed business environment and model. Furthermore, traditional business needs new transformation strategy to match customer demand. Many companies try to implement Knowledge Management (KM) or Customer Relationship Management (CRM) system to promote customer satisfaction and earn more money. The purposes of this research are as follows: 1. Strategic analysis of customer knowledge management for steel industry 2. Taking steel industry as an example to understand the customer knowledge This research focuses on three dimensions of CRM¡BKM (knowledge management, customer knowledge resource, and customer knowledge measurement) to design the questionnaire for the steel companies. Taiwanese company has limited knowledge about CRM and KM, especially for traditional business such as steel company. This research aims to collect the idea, strategy and model of CRM and KM in the global market. Moreover, this will help traditional business use new transformation strategy to catch on network consumer and create higher added value. This will help steel industry to draw a blue roadmap in the future. Keywords: KM, CRM, customer knowledge, customer knowledge resource, customer knowledge measurement

For the revolution of ¡§the Third Wave¡¨, theorists have made arguments of the new tasks of organizations. Davenport and Prusak(1998: 19) have argued that the knowledge of the work force, the efficiency of organization¡¦s utilization of knowledge, and the speed of acquisition and utilization of new knowledge have become the only lifeblood of competitive advantage of organizations. Organizations make employees achieve some degree of ¡§knowing¡¨ by the usage of ¡§justified beliefs¡¨. So that they would be capable of the performance ,which is necessary for the organization to create value in the market and survive. Thus helping employees to obtain the knowledge necessary for performance more efficiently has become one of the major issues of management. Trying to conclude arguments of working knowledge, organizational learning, and knowledge management in literatures, we build up a framework to analyze the structure of knowledge management system in organizations. First, We draw different types of important working knowledge to organizations out of the operation styles of knowledge in organizations. Also, we sum up different characteristics of learning behaviors in different levels in organizations and the relationships between the learning behaviors and the knowledge base of organizations. Therefore, we could find out the relationship between the working knowledge needed by organizations, the learning behaviors, and the knowledge management system in organizations. Based on the literature review and qualitative data analysis and, we have the findings as follow: 1. Organizations that need tacit working knowledge to help employees to finish tasks would make learning assumptions of Constructionism; therefore they would focus on the construction of shared meaning. Information system that makes the communication easier would be needed most. Those who need explicit knowledge would make learning assumptions of Congnitivism and need integrated data base which give updated and correct information. 2. Organizations that develop knowledge strategy in existing knowledge domains intend to learn from the internal resources. Therefore they would need a system that helps to find the experts who know the answers and provide solutions. Organization that explore in new knowledge domains more likely to learn from the outside resource. Usually they send a group as learning agent for the organization. This agent would learn then integrate the new knowledge and the needs and operations of the organization. For this reason, the kind of knowledge system needed is to convey the new integrated knowledge from the agent to the rest of the organization. 3. The societal sub-system like language in common play more important role in knowledge management system than information system along.

The proverb ¡§Knowledge is power¡¨ points out the importance of knowledge. Most organizations understand the importance of knowledge and treat knowledge as a vital resource. Research in knowledge management has gained much attention in recent years. This study investigates how knowledge distribution affects knowledge interaction types, and how knowledge interaction affects the performance of knowledge management in an organization. A measure of interaction quality is also defined to include process and outcome quality. A survey research was conducted to examine our research framework. The results show that: 1. knowledge intensity affect the type of knowledge interaction and outcome quality. 2. Different types of knowledge interaction results in different interaction quality. 3. Outcome quality of knowledge interaction types affects KM performance. 4. KM performance affects organizational performance.

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