The relationships between Knowledge Management and Core Competence-A case study of KPMG Taiwan Assurance Practice

• Main Authors: Shirley Huang, 黃琇郁
• Other Authors: Chyan Yang
• Format: Others
• Language: en_US
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/72197883144947666706

碩士 === 國立交通大學 === 資訊管理所 === 91 === More and more business and academic communities have paid enormous attention and interest to the concept of core competence as a key to successful strategy development. A core competence is a source for developing and exploiting competitive advantages [1], in that it is competitively unique. A core competence delivers fundamental customer benefits and provides cost-effective solutions for organizations, thus makes contributions to value and/or cost. Hence, developing core competences has become imperative to organizations. In the meanwhile, academics and corporate managers discover that there is a substantial relationship between knowledge management and core competence; they have been working on how core competencies are generated from knowledge management asset. The purpose of this paper, therefore, is to give a practical account of the relationship between knowledge management and core competence based on the case study of KPMG Taiwan Assurance Practice.