| Summary: | 碩士 === 國立臺灣大學 === 資訊管理學研究所 === 92 === With knowledge-based economy coming, how to create the value of information and knowledge has been the critical part in the organization. Even there are so many theories and successful cases in the field of knowledge management (KM), Earl & Scott(1999) observed that many organizations still have no idea to implement KM because of those potential problems in the processes of applying, implementing and maintaining knowledge management. The “potential” problems, influencing negatively on the schedule, cost, effectiveness, and benefit in KM activities, lead the KM to the failure.
Risk management, the continuous processes of identifying, gathering and mitigating risks, is an expected methodology to allocate resources effectively. Before the crises happen, dealing and evaluating them with structural models and take action to prevent them from happening.
The thesis, combining the theory of knowledge management with risk management, defines the capabilities and the performance risk in KM activities. The performance risk is modeled as an intervening variable that mediates the effect of the capabilities on the organization’s effectiveness. Analyzing the correlations between capabilities and performancerisk is the way to find out the relationships between factors and provide decision makers a solution to take actions managing KM activities.
The results show that the infrastructure capabilities and process capabilities indeed decrease the performance risk and contribute to the organization’s effectiveness.
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