近幾年來，許多學者不斷地強調知識管理在組織競爭優勢提昇上的重要性，但卻未進一步釐清或建議組織應如何建立知識管理環境將會最具成效。而Gartner的五大知識管理應用類別的出現，說明了不同的知識管理類型的發展進程，然而卻未針對如何運用及其影響因素加以探討，因而引發本研究的動機。
本研究希望經由學習的觀點，並透過對表現績優廠商學習系統、學習行為之探究、比較及彙整，探索出組織在處理知識管理的過程中，受到哪些關鍵因素的影響。研究結果中發現，組織往往會受其產業環境不確定性、組織定位、以及任務型態的影響而有不同的學習動機以及學習行為，而不同的動機和行為則會引發差異性頗高的知識管理作法以及不同類型的知識管理系統之建置，亦即，組織面臨到不同的環境壓力時會採取不同的知識管理實務來回應之。
本研究乃著眼於不同組織間的差異性作法，以及引發差異的原因。然而，許多過去的文獻在探討知識管理相關議題時，假設所有組織都是具有相同需求、相同作法的單位，因此他們提出一個單一性的資訊系統應用方法，並且認為組織中的所有單位皆遵循同樣的作法即可，這種情況尤其發生於研究知識管理系統(KMS)的文獻上，本研究推翻了這樣的假設，認為知識管理乃是一項多元化的運用，且受到許多促動因子(enabler)的影響，包括環境不確性、組織定位以及任務性質。此外，本研究更進一步提出這些因素如何對組織知識管理產生影響，以及組織在面臨不同的狀況及條件時，應如何選用適當的知識管理實務。

Up to now, the extant research has emphasized the employment of KM to gain competitive advantage for organization, but few studies address the relevance of KM environment to support the strategic objective. Gartner has proposed a classification scheme for KM implementation, which indicates that life cycle of KM practice, but the study still falls short of guiding organizations to implement the suggested KM category. The motivation and purpose of this study are induced.

This study attempts to investigate the impact on KM implementation based on the organizational learning perspective. The investigation is conducted through a case study approach, where some companies with best KM practice are included. The findings based on case study results indicate that environment uncertainty, organizational orientation, and task type can influence organizational learning behavior and subsequent the deployment of KM systems. In summary, organizations may implement different KM systems depending on the environment confronted by the organization.

This study is focused upon the difference in KM systems deployed by various organizations. Past research has assumed that all organizations have similar needs in KM and therefore proposed an uniform IT framework to suit organizational needs. This argument has been refuted by this research. We suggested that KM is a multi-facet phenomenon, in which many enablers contribute to the working of KM. An organization ought to establish its KM environment based on its organization imperatives and learning needs.

第一章　緒論 7
1.1 研究背景 7
1.2　研究動機 7
1.3　研究目的 10
1.4　研究流程 10
第二章　文獻探討 12
2.1 知識管理 12
2.1.1 知識的本質 12
2.1.2 知識特質的探討 14
2.1.3 知識管理的本質 15
2.1.4 知識管理的目的 17
2.1.5 知識管理的程序 18
2.1.6 知識管理應用類型 19
2.2組織學習 22
2.2.1組織學習的意義 22
2.2.2組織學習意圖 25
2.2.3組織學習機制 25
2.3知識管理與組織學習之關聯 30
2.4 影響組織學習的因素 32
2.4.1 環境不確定性 33
2.4.2 工作特性 37
2.4.3 組織定位 44
第三章　研究架構與方法 45
3.1研究架構 45
3.2研究變數的定義與操作 46
3.3研究方法 47
3.3.1 探索性之個案研究 47
3.3.2 個案研究之設計 48
第四章 個案簡介與分析 53
4.1半導體產業之簡介 53
4.1.1 產業說明 53
4.1.2 晶圓代工業現況 55
4.1.3 晶圓代工製造程序 57
4.1.4 晶圓代工產業特色 58
4.2 台積電簡介 59
4.3 個案一：研發部門的知識管理 59
4.3.1 部門背景介紹 59
4.3.2 個案描述 60
4.4 個案二：電子商務部門的知識管理 72
4.4.1 部門背景介紹 72
4.4.2 個案描述 74
4.5 個案三：人力資源部門的知識管理 84
4.5.1 部門背景介紹 84
4.5.2 個案描述 85
4.6 個案四：中鋼的知識管理 93
4.6.1 鋼鐵產業說明 93
4.6.2 產業結構 94
4.6.3 中鋼背景介紹 95
4.6.4 個案描述 96
4.7 個案彙總 107
第五章　研究命題 115
第六章 結論與建議 128
6.1 研究結論 128
6.2 研究限制 132
6.3 後續研究 132
附錄一：參考文獻 134

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