A Preliminary Pilot Study on A Generic Model of Enterprise Knowledge Management Framework

• Main Authors: Chiu, Cheng-Hen, 邱正瀚
• Other Authors: Wang, Ming-Tzong Ph.D.
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/01815162698730489557

碩士 === 國立臺灣大學 === 工業工程學研究所 === 90 === With the development of one information-intensive knowledge economy era in 21st century, the focus of global economy has shifted from labor and technology-intensive industries to knowledge-intensive industries. Thus, knowledge should be the main thrust for enhancing productivity and economic prosperity. In order to increase organizational performance, reduce operating costs, and promote organizational competency, businesses have an urgent need to systematically manage their knowledge-related resources. Therefore, knowledge management (KM) has become the most critical organizational strategy for enterprises. This research is a pilot study to develop a generic model for KM frameworks, analyzing and discussing its components, pertinent supplementary techniques, and KM implementation status for domestic and international businesses. Because of the prevalence of KM activities within organizations, businesses should clarify the possible problems encountered during KM implementation efficaciously solve dilemmas and fully facilitate KM activities. This research describes the following difficulties from a literature review: the shortage of information capacity within organizations, the demand for coordination within departments, and the lack of motivation factors within enterprises. All these problems can be resolved if businesses have the determination to establish organizational culture focusing on team participation and involvement, increase the creating and innovation of organizational knowledge, and improve the usage of IT software and hardware. Furthermore, this research also suggests the following critical success factors for implementing KM systems: positive and aggressive organizational culture, clear KM strategy, multi-dimensional IT techniques, well-established organizational structure, top managers’ participation and support, step-by-step processing methodologies, definite communication, proper motivation methods, multi-faceted knowledge transfer channels and effective performance measurement mechanism. This research integrates present KM-related theoretical literature and practical implementation methodologies to develop with a generic model for KM frameworks. This study classifies the following six dimensions: knowledge planning, knowledge transfer, knowledge accumulation, knowledge diffusion, knowledge valuation, and knowledge innovation. During knowledge planning, top managers’ support will increase the possibilities of KM implementation. In addition, business can take advantage of information flow and KM activities to help employees to clearly understand what KM is. During knowledge transfer, businesses can utilize employee experiences and pre-job training to infuse a common organizational language; During the period of knowledge accumulation, businesses can appropriately use motivation strategies to lead employees to contribute their tacit knowledge enthusiastic, and feedback the outcome to the organization through workflow process redesign; During knowledge diffusion, enterprises can establish a knowledge map to help the research by knowledge provider, or use a performance measurement mechanism to share employee’s knowledge; During the phase of knowledge valuation, businesses can investigate opinions of knowledge users through the use of web-based questionnaires; During knowledge innovation, businesses should hire innovative and multi-skilled workers to enhance the level of knowledge innovation.