In the 21th century, the core competitive advantage of companies results from human beings who create virtual capital such as knowledge and skills. Thefefore, the real winners will be those people who can use the resources to learn anytime and anywhere. As investment in human, time, and financial resources for e-Learning continues to rise, so should the companies concern the effectiveness of implement of e-Learning will be the key of success of e-Learning. All questions in the survey questionnaire were designed by summarizing the definitions or opinions of some literatures in relation to learning motivation, learning strategy and knowledge-oriented culture, adopting the exploration of empirical survey approach. It¡¦s not only to figure out the relationship and influence between learning motivation and learning effectiveness of e-learning, but also to examine if learning motivation or knowledge-oriented culture has the moderator effects to the learning satisfaction or enterprise performance on e-learning. Also, trying to find out the differences of all variables among the e-learners¡¦ characteristics, and to determine the differences of all variables in comparison to different type of companies. After empirical datas collection and statistic analysis, the results come out as the following statements: 1. There is a positive relationship and effect among learning satisfaction and enterprise performance of effectiveness of e-Learning. 2. Learning strategy has the partial moderator effects to learning motivation and enterprise performance. 3. Knowledge-oriented culture has the partial moderator effects to learning motivation and enterprise performance. 4. There are differences in different type of companies to the variables of learning strategy, knowledge-oriented culture, learning satisfaction and enterprise performance.

In the era of knowledge-based economy, every enterprise invariably expects to maintain and develop its core competence and emphasize that the enterprise should become a knowledge organization based on knowledgement. Meanwhile, through the enterprise culture and the working out of inspiration system, the employees will be willing to share their experiences and knowledge with others. From this respect the personal knowledge will become team knowledge which will speed up the response of learning of innovation and solution of problems to cope with the rapid change of environment and to preserve the advantage of competitiveness. By means of knowledge management (KM) an enterprise can create and pile up efficiently the intelligence accumulation, which maintain the enterprise¡¦s value forever. Success belongs to the enterprise that is constantly innovating, promptly learning and creating the value with new knowledge. This is why an enterprise should regard KM as an important asset and direct it properly. No matter the collection, accumulation, use and innovation of knowledge, human is always the key factor to influence the effect. The first priority of KM is to face the problems of ¡§human¡¨ and ¡§culture change¡¨ To establish the culture of KM is that every member of the organization has to qualify oneself for concept and ability of KM. At the meantime the common behavior of performing KM should be shaped up as a habit to maintain constantly the learning, sharing, innovating and accumulating of knowledge. This study is aimed at the exploration of how to establish the culture of KM in CSC and hope to implement the following goals: 1. To find out and control the key factors of urging KM successfully through research papers, 2. To establish KM performance index which can be traced and evaluated and corresponded with enterprise demand, 3. To collect efficient means which can perform the organization reformation, 4. To confirm the establishment of the fundamental structure of KM, 5. To support other domestic enterprises with the achievements of KM culture made by our research. From the research papers this study explores the successful key factors and the performance indexes of KM. Via the practical application of the fundamental structure of KM in CSC, we reach the construction of KM culture through gathering the methods of organization reformation, the control of accomplishing of key factors and the carry out of estimation of KM performance.

In the 21th century, knowledge has become the most important capital for success of a business. Therefore, effective management of organizational knowledge may be one of the ultimate determinants of the businesses competitive advantage. According to Davenport and Prusak (1998), a knowledge-friendly culture is the key point to transfer knowledge successfully. In the past, human resource was the core resource in an organization, and now, because "human" is the user of knowledge, it becomes much more important in the knowledge economy era. Thus, how to build a knowledge-oriented human resource system and form an appropriate culture, which is suitable for knowledge management, has become one of the most important issues for a company. This thesis adopts the empirical survey approach. All questions in the survey questionnaire were summarized from the literature about human resource management policies and characteristics of culture in knowledge projects to find out what human resource functions can do to benefit the knowledge management. In addition, this study also tries to conclude the characteristics and types of knowledge-oriented culture from the statistic analysis of empirical data. Then, through the advanced analysis, I try to understand the relationships between human resource policies and characteristics of knowledge-oriented culture. Besides, business is an open system, it will not only affected by external environment, but also affected by internal environment. As a result, industrial environment and characteristics of organizations were considered in this study to find out the effects of organizational characteristics on human resource management and knowledge-oriented culture. After statistic analyzes, the results are summarized as following: 1. The characteristics and types of knowledge-oriented culture: (1) Characteristics: professionalism and openness, emphasis on innovation, initiative of learning, experience sharing, boundryless cooperation, relationship and harmony, trust and autonomy, and information providing. (2) Types: supportive and learning culture type, autonomous and independent culture type, traditional and conservative culture type, and professionalism- oriented culture type. . 2. The policies of human resource management in knowledge programs: Potential-oriented employment, employee-centered development, self-directed team operation, horizontal organization structure, team-based evaluation, innovation-emphasized, concerning career development, reward innovation and sharing knowledge. 3. Differences of human resource management policies and characteristics of knowledge-oriented culture were due to differences of organizational characteristics. 4. There is a positive relationship and effect between human resource management policies and knowledge-oriented culture characteristics. 5. The characteristics of organization have the moderating effects on the relationship between human resource management policies and knowledge-oriented culture characteristics. 6. The relationship between the characteristics of organization, human resource management policies, and knowledge-oriented culture types: (1)Different competitive strategy of company has different culture type. (2)The change of industrial environment and the degree of centralization of a company will make a significant difference on culture type. (3)Different policies of human resources management lead to different culture types. Considering the results mentioned above, some suggestions are made for both firms and further researches in this field

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.

This master thesis is about knowledge management in museum sphere. The purpose of theoretical part of this thesis is to give readers an introduction about basic terminology concerning to knowledge management. This part acquaints with definition of information, types of information, then the mentioned assumptions and the history of knowledge management. The theoretical part devoted to the process of transfer of knowledge, influence factors, barriers and obstacles arising during the inmplementaion of the knowledge management in the organization. The practical part of the thesis is an analysis of the current status of the museum and galeries in the world and the possibility and necessity of using knowledge management in the context of cultural institutions.