In the dynamic era, knowledge management is an important means that enterprises show one's talent and maintain the advantage of the competition. If enterprises can manage knowledge well, it can grasp and win the first chance of strength. And in order to maximize the knowledge management effectively, enterprises need to utilize the performance index to weigh the effect, and then improve it. In enterprises, the goal of organizational learning is creating knowledge and using knowledge to solve problems. So organizational learning closely linked with knowledge management. This study attempts to investigate the impact on KM performance based on the organizational learning perspective. As enterprises want to improve the performance index of knowledge management, they only need to find out key factors to the performance index, and then improve it. Furthermore, different KM strategies can help to find out influences on KM performance. When the KM performances of enterprises are not satisfactory, enterprises need to inspect the KM strategy to adopt suitably and adjust the KM strategy accordingly. This study also investigates how organizational learning enabler impacts organizational learning. This study used questionnaire investigation to prove the research model is fit or not, and used ANOVA and regression analysis to test all hypotheses. The result of the study shows that organizational learning has influence on knowledge management performance. Organization position and task complexity will enable organizational learning, and through different KM strategies, the impacts of KM performance based on organizational learning are different.

Thesis (Ph. D.)--University of Missouri-Columbia, 2001. / Typescript. Vita. Includes bibliographical references (leaves 199-204). Also available on the Internet.

Thesis (Ph. D.)--University of Missouri-Columbia, 2001. / Typescript. Vita. Includes bibliographical references (leaves 199-204). Also available on the Internet.

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.

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.

Knowledge management, a broad collection of organizational practices related to generating, capturing, disseminating know-how and promoting knowledge sharing within an organization, and with the outside world, has become a critical determinant of competitiveness for the private sector in many countries. Knowledge management programs have been increasingly implemented in various enterprises all over the world. Many research dimensions in knowledge management, including phenomena of enablers and barriers, action of practices and strategies, level of individual and culture, knowledge of identification and valorization, technology of hard systems and soft systems, outcome of costs and benefits, etc, have been explored. Although a wide variety of factors have been identified as influencing knowledge management performance, little is known about the relative influence of each of these factors on corporate performance. In this paper, we adopt concepts of balance score card and develop an integrative model to understand better how these factors combine to affect knowledge management performance and corporate performance as well. Our model is examined from a survey of top 5,000 enterprises in Taiwan. Our survey questionnaire is developed by the amalgamation of available literature on knowledge management, particularly related to (1) comments on concepts and structure of three knowledge capabilities, i.e., knowledge identifying & capturing, knowledge sharing, and knowledge creating; (2) critical success factors of knowledge management, and (3) performance evaluation of knowledge management. Our study also gather the corresponding financial data of surveyed enterprises from Taiwan market observation post system. Our research results offer insight into the determinants of knowledge management and corporate performance. We have identified a number of specific factors that influence this matter. Furthermore, we have been able to examine the relative influence of the various factors identified as important determinants of knowledge management performance in literature. Furthermore, it provides decision makers with specific advice on ways to improve corporate performance via knowledge management. Thus, it appears that the integrated knowledge management and corporate performance model has significant potential for supporting both research and practice in this area.

In this study, we classify and examine the relationships among strategy, Type, and performance of knowledge management. A good measure to classify the strategy and the type of knowledge management was discussed. We proofed that a good performance will be achieved only when a strategy of knowledge management has been matched with a given type of knowledge management based on the data of general manufacture industry, high-tech manufacture industry, and service industry in Taiwan.

Abstract Arthur Anderson Consulting spent thirty millions US dollars on corporate management research and development, which in turn developed ¡§The Best Corporate Workflow Knowledge Management System¡¨ for thousands of clients and consultants. This is the best example for successfully invented knowledge management. Not only foreign corporations are applying this resources management system to improve their competitiveness. Taipei government also applied knowledge management related measures facilitated by Microsoft Corporation in 2001. Taiwan Private Corporation obviously has already followed the trend on knowledge management. ITIS listed resources management system as one of the six significant techniques in 1996. The term ¡§Knowledge Management¡¨, has become a buzz word in corporate culture for a long time. Some observers said this is the trend for knowledge management in the future. Others think this is just an interim. Either one would be true; knowledge management seems to be one necessary means to replace other organizations restructuring direction. Currently, most of academic researchers in resources management primarily focus on application and subjective issues. There is a lack of study to prove whether knowledge management can improve organizational performance. The study brings organization performance and knowledge management into discussion order to figure out the effects from knowledge management and organization performance. With thorough investigation, there are several points that are worthy to note: 1. Different business strategy, industry category and life cycle devote differences in existing knowledge management culture and organization performance. (1) Those corporations which apply innovative strategies like knowledge management culture and organization performance usually have better satisfactory than those which apply other business strategies. 2. Knowledge management culture has tremendous effects on knowledge management performance and organization performance. 3. Knowledge management performance has partial mediatory effects on knowledge management culture and organization performance 4. Knowledge management strategy has partial moderator effects on knowledge management culture and intellectual capital management performance (1) If corporate intellectual capital is mostly explicit knowledge, corporate intellectual management performance will be better off when apply systematic strategy (2) If corporate intellectual capital is mostly tacit knowledge, corporate intellectual management performance will be better controlled by individualize strategy.

Since 1996 ¡§the Knowledge-Based Economy¡¨ was published by Organization for Economic Co-operation and Development (OECD), knowledge is going to change the growth of global economy and becomes the important Factor of Production. With the development of the Internet and information technology, researchers have the opportunities to implement Knowledge Management. Knowledge Management Enablers are not brand new research issues. Many researchers have mentioned KM Enablers affect KM, but how KM Enablers affect KM processes hasn¡¦t been deeply discussed. In addition, KM has been developed so many years; we still can¡¦t evaluate performance of KM. There are many researchers develop performance indexes of Knowledge Management, but those indexes are not refined. This study attempts to develop an integrated model for KM Enablers, KM processes and organizational performance because KM Enablers affect organizational performance through knowledge processes. For the purpose of supplying a method for enterprises to realize the performance of KM through KMPI (Knowledge Management Performance Index) and feedbacks from performance, we attempt to understand the efforts of the strategies that have been executed, and decide the direction of the strategies is correct or not. This study uses questionnaire investigation. The samples are the employees who adopt and use knowledge management systems in the north and south of Taiwan. In the analysis, this study use multi regression and Partial Least Squares (PLS) to test all hypotheses. In tools, this study used SPSS12.0 for Windows and Visual PLS 1.04b1. Based on statistical analysis, we obtain the conclusions of this study as follows: we find that collaboration, trust, learning, innovation and expertise in organizational culture have positive impacts on Knowledge Circulation Processes (KCP). The formalization of organizational structure also has a positive impact on KCP. Additionally, KCP has a positive impact on task performance and contextual performance.