因應全球知識經濟之潮流，我國政府自2000年起，開始邁向知識化政府的目標，展開許多政策擬訂、實行計畫與方案，從行政院院會通過「知識經濟發展方案」，並責成相關單位舉辦「全國知識經濟發展會議」，到目前知識管理、學習型組織等議題在公部門已有廣泛的認知與應用，不論在推展上或實際實行的成效上，對於公部門內部流程的效能，對外便民服務的品質，都有顯著的效益。
2010年1月12日立法院三讀完成行政院組織改造法案，新的組織架構並將於2012年1月1日正式運作，在準備與籌劃期間，資訊改造扮演組織改造重要先驅的角色，而組織知識管理的程度在資訊改造之資訊移轉與整合的效率上，也將成為關鍵因素之一。
本研究旨在透過個案研究方法，藉由服務單位現行知識管理的過程與經驗，探討個案機關在知識屬性、知識分享、知識移轉模式、特別在公部門特有組織文化等面向之知識管理環境。最後依據知識管理相關理論基礎，藉由知識盤點手法與知識移轉策略，應用於個案機關知識管理之經驗，從個案機關知識缺口構面，關鍵知識構面、知識階段構面、以及知識落差構面，提出個案機關知識管理之知識移轉模式之建議，以祈有效提升個案機關整體知識管理能量及水平，邁向知識化政府效能與服務的目標。

To follow the trend of global knowledge economy development, the government of the Republic of China has enacted various policies and plans to achieve the goal of a knowledge government since 2000. Given the implementation of the ‘Project of Knowledge Economy’ by the Executive Yuan and the holding of many national meetings on knowledge economy, the public sector has managed to recognize the concepts of Knowledge Management and Learning Organization and implement them widely. As a result, the efficiency of the internal processes of the public sector and the quality of convenient service that it offers to the public are greatly enhanced.
On January 12, 2010, the Legislative Yuan enacted the government reform bill and the new organizational structure of the Executive Yuan will start to operate on January 1, 2012. During the period of preparing and planning the government reform, the IT transformation is to play a leading role. And knowledge management will become one of the key factors for the efficiency of information transferring and integration.
By case study, this thesis takes a closer look on the experience and process of knowledge management of the Taipei District Court, and does research on its knowledge attributes, knowledge sharing, and knowledge transfer under its specific organizational culture. Then, with the help of knowledge inventory practices and knowledge transfer strategies based on the theory of knowledge management, suggestions are made for the knowledge gap, the knowledge key factor, the knowledge stage, and the knowledge offset of the case organization to improve its efficiency and services.

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