摘 要
知識管理的熱潮從二十世紀末延燒至二十一世紀初，知識管理不僅是一時的管理狂熱，而是組織建立長久競爭力所必備的管理要件。在近十年的研究累積之下，知識管理的理論架構已經逐漸成形，微觀性的研究針對知識管理中的特定要素進行分析，綜觀性研究的目標在於從各種不同的分析角度來建構知識管理架構。本研究目的在於藉由文獻的整理分析以及個案研究，探討這些促動因素的互動關係以及運作方式，促動個人、團隊與組織三個層面知識運作的促動因素關係，並建構出組織內部知識行為促動因素之整合架構，幫助企業在建構知識促動體系時，一個完整的審視架構。
本研究的結論為：1. 知識管理的推行必須藉由促動因素的控制來達成，組織的促動體制中，促動因素是相依存在，進而形成組織的社會生態；2. 組織的知識管理促動體制是由知識策略的引導建立而來，促動因素的設計上必須與知識策略目標一致，達成相輔相成的效果；3. 完整的知識管理促動體制中，包含知識策略、組織文化、組織架構、硬體環境與規範建立以及人力資源政策等五個要素；4. 組織藉由知識管理促動體制來影響個人的知識行為以及團隊的知識運作；5. 個人與團隊的運作對於組織促動體制的影響中，主要在於知識策略以及組織文化上；6. 加強個人的知識行為既是知識管理的目的，也是整個知識管理運作中的促動因素之一；7. 個人的知識行為會影響組織知識管理促動體制的設計，以及團隊的知識運作；8. 團隊是組織建構核心競爭力的主要運作單位，團隊的運作也是促動知識管理運作的要素之一。

Abstract
The fever of knowledge management (KM) has lasted since the end of 20th century. KM won’t be just a fever of management for a short while. It will be the key managerial element to establish the competitiveness of organizations. The research of KM in the last decade is forming the frame of KM. The micro-research focuses on analyzing a specific factor of KM and the macro-research focuses on building up the frame of KM from different points of view.
The purpose of this study is to analyze the relationship between these enabling factors of KM and the way that they interact with each other, and to understand the way of these enabling factors operating in the level of individuals, teams and the whole organization. This study integrated these enabling factors and built up the framework of these enabling factors. This framework can help organizations to exam the existing KM within their own organizations when they are trying to establish the enabling system of KM.
The conclusions of this study are as follows: 1. Organizations must carry out KM with the control of enabling factors. In the enabling system of the organization, these enabling factors are interdependent and come into the social ecology of the organization. 2. The enabling system of KM is led by the knowledge strategy and must be reconciled with the goal of the knowledge strategy in order to create better effect. 3. A complete KM enabling system includes knowledge strategy, organizational culture, organizational structure, hardware environment and norms, and human resource policies. 4. Organizations use KM enabling system to influence the knowledge behaviors of individuals and the knowledge process of teams. 5. Most of the influence of individuals and teams on KM enabling system is knowledge strategy and organizational culture. 6. The aim of KM is to strengthen individual knowledge behavior. And the change of individual knowledge behavior is one of the enabling factors in the whole KM operation. 7. The individual knowledge behavior will influence not only the design of the KM enabling system but also the team knowledge process. 8. Team is the main operational unit to establish the key competitiveness of organizations. Furthermore, the team operation is also one of the KM enabling factors.

目　　錄
頁次
第一章 緒論……………………………………………………………………… 1
第一節 研究動機…………………………………………………………… 1
第二節 研究目的…………………………………………………………… 2
第三節 研究步驟與流程…………………………………………………… 2
第四節 研究限制…………………………………………………………… 3
第二章 文獻探討………………………………………………………………… 5
第一節 組織中個人、團隊與整體組織的知識運作……………………… 5
第二節 知識管理的促動因素………………………………………………18
第三章 個案分析…………………………………………………………………35
第一節 消費品產業—寶僑家品與聯合利華………………………………35
第二節 資訊服務業—台灣惠普科技與台灣IBM…………………………48
第三節 專業服務業（會計業）—勤業與安侯建業………………………62
第四章 組織內部促動因素之架構………………………………………………71
第一節 組織面促動因素之建立……………………………………………73
第二節 個人面行為改變……………………………………………………91
第三節 團隊面有效運作……………………………………………………96
第五章 結論與建議…………………………………………………………… 101
第一節 結論……………………………………………………………… 101
第二節 建議……………………………………………………………… 106
參考文獻………………………………………………………………………… 107

圖 目 錄
頁次
圖1-1研究流程圖………………………………………………………………… 3
圖2-1內隱知識與外顯知識之轉換……………………………………………… 7
圖2-2團隊之知識管理架構………………………………………………………14
圖2-3依賴不同型態知識之組織分類圖…………………………………………16
圖2-4 AA與APQC所開發之知識管理模型……………………………………18
圖2-5知識策略與組織策略關係圖………………………………………………19
圖2-6組織之知識管理策略分類…………………………………………………20
圖2-7 Leonard-Barton 所提出之知識管理模式 ………………………………34
圖4-1本研究架構…………………………………………………………………72
圖4-2知識管理策略架構圖………………………………………………………74
表 目 錄
頁次
表2-1兩大知識策略之運作差異…………………………………………………22

參考文獻
Abell, Angela (2000) “Skills for knowledge environments.” The Information Management Journal, 34: 33-41.
Alavi, M. (1997) “KPMG Peat Marwick U.S.: One Giant Brain.” Harvard Business School (Case), 9: 397-108, Rev. July 11.
Argyris, C. (1991) “Teaching smart people how to learn.” Harvard Business Review, 69(3): 99-109.
Arthur Andersen and The American Productivity and Quality Center (1996) The Knowledge Management Assessment Tool: External Benchmarking Version, winter.
Badaracco, Jr. The Knowledge Link: How Firms Compete Through Strategic Alliances. Boston: Harvard Business School Press, 1991.梁炳球譯，企業聯盟新戰略，台北，聯經出版社，1991。
Bernhardt S. A. & McCulley, G. A. (2000) “Knowledge management and pharmaceutical development teams: Using writing to guide science” IEEE Transaction on Professional Communication, 43(1): 22-43.
Blackler, Frank (1995) “Knowledge, knowledge work and organizations: An overview and interpretation.” Organization Studies, 16(6): 1021-1046.
Campion, M. A., Papper, E. M., & Medsker, G. J. (1996) “Relations between work team characteristics and effectiveness: A replication and extension” Personnel Psychology, 49(2): 429-453.
Chait, L. P. (1999) “Creating a successful knowledge management system” Journal of Business Strategy, 20(2): 23-26.
Collins, H. M. (1993) “The structure of knowledge” Social Research, 60(1): 95-116.
Davenport, T. H., & Prusak, L. Working Knowledge: How Organizations Manage What They Know. Boston: Harvard Business School Press, 1998. 胡瑋珊譯，知識管理，台北，中國生產力中心，1999。
Davenport, T. H., De Long, D. W., & Beers, M. C. (1998) “Successful Knowledge Management Projects.” Sloan Management Review, 39: 43-57.
De Long, D. W. & Fahey, L. (2000) “Diagnose cultural barriers to knowledge management” Academy of Management Executive, 14(4): 113-127.
Drew, S. (1999) “Building knowledge management into strategy: Making sense of a new perspective” Long Range Planning, 32(1): 130-136.
Eppler, Martin J. (2000) “Managing team knowledge: Core processes, tools and enabling factors.” European Management Journal, 18: 334-341.
Fahey, L. & Prusak, L. (1998) “The eleven deadliest sins of knowledge management.” California Management Review, 40(3): 265-276.
Frappaolo, C. (1998) “Defining knowledge management: Four basic functions,” Computerworld (http://www.computerworld.com/home/featu).
Garvin, D. A. (1993) “Building a learning organization” Harvard Business Review, 71(4): 78-91.
Glasser, P. (1999)“The Knowledge Factor—knowledge Management,” CIO Magazine (http://www.cio.com/archive/010199_know_content.htm), Dec. 15, 1998 – Jan. 1, 1999.
Gupta, A. K. & Govindarajan, V. (2000) “Knowledge management’s social dimension: Lessons from Nucor Steel.” Sloan Management Review, 40(Fall): 71-80.
Hansen, M. T. & Oetinger, B. von (2001) “Introducing T-shaped managers knowledge management’s next generation” Harvard Business Review, 79(3): 107-116.
Hansen, M. T., Nohria, N., & Tierney, T. (1999) “What’s your strategy for managing knowledge?” Harvard Business Review, 77(2): 106-116.
Hargadon, A. B. (1998) “Firms as knowledge brokers: Lessons in pursuing continuous innovation” California Management Review, 40(3): 209-227.
Hauschild, S., Licht, T., & Stein W. (2001) “Creating a knowledge culture” The Mckinsey Quarterly, 2001(1): 74-81.
Hendriks, P. (1999) “Why share knowledge? The influence of ICT on motivation for knowledge sharing” Knowledge and Process Management, 6(2): 91-100.
Katzenbach, J. R. & Smith, D. K. (1991) “The discipline of teams.” Harvard Business Review, 71(March/April): 111-121.
King, W. R. (2001) “Strategies for creating a learning organization” Information Systems Management, 18(1): 12-20.
Krogh, G. von (1998) “Care in knowledge creation.” California Management Review, 40(3): 133-153.
Leonard-Barton, D. Wellsprings of Knowledge. Boston: Harvard Business School Press, 1995. 王美音譯，知識創新之泉－智價企業的經營，台北：遠流出版，1998。
Lynn, G. S. (1998) “New product team learning: Developing and profitint from your knowledge capital” California Management Review, 40(4): 74-93.
Lynn, G. S., Reilly, R., & Akgun, A. E. (2000) “Knowledge management in new product teams: Practices and outcomes” IEEE Transaction on Engineering Management, 47(2): 221-231.
Lynn, G. S., Skov, R. B., & Abel, K. D. (1999) “Practices that support team learning and their Impact on speed to market and new product success” The Journal of Product Innovation Management, 16(Sep): 439-454.
Nonaka, I. & Konno, N. (1998) “The concept of ‘Ba’: building a foundation for knowledge creation.” California Management Review, 40(3): 40-54.
Nonaka, I. & Takeuchi, H. The Knowledge-Creating Company, Oxford University Press, Inc., 1995. 楊子江、江美音譯，創新求勝：智價企業論，台北：遠流出版社，1997。
Quinn, J. B., Anderson, P., & Finkelstein, S. (1996) “Managing professional intellect: Making the most of the best.” Harvard Business Review, 74(March/ April): 71-80.
Ruggles, R. (1998) “The state of the notion: Knowledge management in practice” California Management Review, 40(3): 80-89.
Ruppel, C. P. & Harrington, S. J. (2001) “Sharing knowledge through intranets: A study of organizational culture and intranet implementation” IEEE Transactions on Professional Communication, 44(1): 37-52.
Staples, D. S., Greenaway, K., & McKeen, J. D. (2000) “Research opportunities relevant for managing knowledge-based enterprises” in Queen’s Management Research Center for Knowledge-Based Enterprises. http://www.business.queensu.ca/kbe.
Wiig, K. Knowledge Management Foundations. Arlington:Schema Press, 1993.
Zack, M. H. (1999) “Developing a knowledge strategy” California Management Review, 41(3): 125-145.
Zack, M. H. (1999) “Managing codified knowledge” Sloan Management Review, 40(4): 45-58.
徐可文、黃貝玲（2000），惠普科技(Hewlett-Packard)--以知識管理提升企業管理績效，電子化企業：經理人報告，14：64-67。
張君強（1999），專業服務業知識管理之研究─以會計師事務所為例，政治大學企業管理研究所之碩士論文。
陳昱維（1999），消費品產業中知識管理之研究-以寶僑與聯合利華為例，國立政治大學企業管理研究所之碩士論文。
彭若青（2000），複製成功經驗IBM要贏得更多，管理雜誌，315：102-105。
楊俊雄（1993），組織變革策略--團隊建立技術之研究，人事管理，30(12)：19-26。
楊俊雄（1994），組織變革策略--團隊建立技術之研究(續)，人事管理，31(1)：13-17。
劉宗其、譚大純（1999），臺灣惠普公司之知識創造與擴散，會計研究月刊，169：34-42。
劉毓民（2000），Arthur Andersen--以KnowledgeSpace知識管理系統報行成功的全球化專業服務，電子化企業：經理人報告，14：58-64。
劉權瑩（1999），資訊服務業知識管理之研究--以台灣HP 與台灣IBM為例，國立政治大學企業管理研究所之碩士論文。
鄭惠之（1999），五大會計師事務所的知識管理，會計研究月刊，169：27-33。