The Study on the Relationship of Implementing Knowledge Management and Organization Performance in the Public Sector

• Main Authors: Yang Lan Yao, 楊蘭堯
• Other Authors: Ming-Hsien Yang
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/04557521449771241169

碩士 === 輔仁大學 === 資訊管理學系 === 95 === Knowledge assets are the most important strategic resource in business competition in the 21st century and knowledge management applications have become important strategic factors for businesses in enhancing profitability and building competitive advantages. Despite their status as non-profit organizations, governments also benefit from knowledge management, and by fostering environments that create, share and exploit knowledge, they can reduce the time devoted to learning for in-service staff and to familiarizing newcomers with their professional duties, thus delivering greater administrative efficiencies and employee satisfaction. Meanwhile, by drawing on the inter-departmental and cross-agency communications built through knowledge management systems, governments can also improve the quality of decision-making and upgrade national competitiveness. The impetus for knowledge management must be based on knowledge management strategies adapted to the enterprise. If the organization implements a good strategy in this respect, the enhanced knowledge management performance will improve organizational performance as well. This study takes an empirical approach to probing strategies for initiating knowledge management and considers five dimensions in this respect, It includes: organizational culture, leadership planning, information technology, incentives and assessment, and change management. Genuine benefits accrue to organizations that take into account these five main strategies when promoting knowledge management. This study has interviewed four organizations with respect to their strategies for implementation of knowledge management and finds that: (1) Changes in organizational culture that come about in the process of introducing knowledge management have a significant impact on knowledge management performance; (2) Good strategic planning of and leadership of the personal involvement for knowledge management make for smoother implementation; (3) Higher levels of IT support have an obvious impact on the effectiveness of knowledge management ; (4) Flexibility in the use of knowledge management assessments and effective incentives can strengthen the promotion of knowledge management within an organization; (5) Effective planning of organizational change can reduce staff resistance and ensure a more smooth introduction of knowledge management; (6) The higher the knowledge management performance, the higher the organizational performance will have. Finally, this study focuses on the strategies and directions adopted by public institutions to implement knowledge management, and presents a number of observations on the impact knowledge management subsequently has on an organization’s performance. It is hoped these outcomes and observations may provide a body of reference for government bodies that implement knowledge management procedures.