| Summary: | 碩士 === 義守大學 === 管理科學研究所 === 91 === Knowledge Management (KM) is one of the most popular issues in academia of economics and business recently. According to Tarn’s (2001b) studies, Knowledge Management Mechanism (KMM) and Culture (KMC) are the fundamentals on the implementation of KM. That means firms would be able to improve the efficiency of KM activity in the organization if KMM and KMC represent good conditions. This thesis attempts to follow the Environment-Strategy-Conduct Paradigm to explore the antecedents of KMM and KMC. Finally, this study works to clarify the impacts of KMM and KMC on Knowledge Performance (KP). After sampling Top 1000’s manufacturing firms ranked by the Common Wealth Magazine (2003) and sending out 600 questionnaires by mailing, this study represents a detailed analysis of its result with collected 23.83% of questionnaires, which were processed by SAS software. After statistic analyzes, the results are summarized as following:
1. The mechanism of management in knowledge programs: education and training, performance valuating, knowledge transferring, knowledge utilization
2. The characteristics of knowledge-oriented culture: aggressive learning, professionalism and openness, freedom and initiation, experience sharing, full information, harmony and companion, emphasis on innovation
3. The knowledge utilization mechanism could improve KP in the organization.
4. Aggressive learning orientation could improve KP in the organization.
5. As for the performance of KM locates at the three clusters of Knowledge Strategy (KS), it generally illustrates the prophetic types better than the starch type and the after-awakening would be the worst.
Key word: Knowledge Management Mechanism, Knowledge Management Culture, Knowledge Strategy, Knowledge Performance
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