許多企業推動知識分享與管理活動，主要的目的便是希望能提昇組織知識基礎的品質與數量、促進成員間專業知識、技能、經驗與看法的交流與互動。讓每一位成員都能透過社會化、外化、組合化與內化的過程，經由文件、檔案、討論與團隊合作的過程來吸收、擴散知識。在推動之初，管理者必須正視組織環境（或者可以說是組織的心智模式）與成員心智模式轉變的需求。從文化的角度來看，管理者開放的領導風格必須實際反映到組織追求創新求勝的轉型彈性，才能有效地激勵、引導成員提供與分享個人知識，提昇組織的知識基礎，強化整體競爭優勢。

從研究中發現，回卷企業已導入知識管理活動的比例超過四成，其中，以製造業最多，以規模別來看，則是超過700人的企業已導入比例最高。整體知識發展策略以深化既有知識為主。知識基礎自評良好、資源投入程度也很高。外部知識的來源以顧問公司及顧客為主；傾向透過外部專家、顧客與教育訓練的方式來改善組織吸收知識的成效；擴散知識的方式則以書面文件與訓練課程為主；最常以文件與檔案的方式來儲存組織知識；部門內集思廣義的互動方式是組織創新知識的主要機制。

不同企業文化會影響組織知識策略的研擬，以研究的結果來看，在低開放性領導風格的組織中，創新彈性愈高者愈傾向以組織既有知識做為主要知識的來源；在高開放性領導風格的組織中，創新彈性愈高者對知識管理相關資源投入的程度也愈高。對知識管理活動來說，在高開放性領導風格的組織中，創新彈性愈高者愈傾向以顧問公司為外部知識的主要來源、愈傾向經由電子郵件來擴散知識，在組織中以部門間腦力激盪的方式來創新知識的比例也較高；在高創新彈性的組織中，管理者愈傾向開放性領導風格，則採以外聘專家、顧問來改善組織吸收知識的比例也愈高；彈性愈高、開放性領導風格愈顯著的組織採用資料庫管理系統的比例也愈高。

從相關分析的結果來看，創新彈性、開放性領導風格、知識分享與組織知識基礎間都存在正面且顯著的關係，創新彈性與開放性領導風格能有效影響成員知識分享的意願與行為、成員知識分享的意願與行為則能改善組織的知識基礎。但是，由結構方程模式分析的結果來看，開放性領導風格卻必須透過創新彈性才能對成員知識分享的意圖與行為產生顯著的影響效果。由此可見，在複雜的組織情境中，管理者必須透過組織結構、管理制度與獎勵酬償方案的設計才能有效地改善成員提供、分享個人知識的意願與行為。

最後，本研究也以企業文化、知識分享、知識管理活動與知識基礎間關係的研究結果為基礎，再從企業特性、職能設計與知識特性等問題提出未來研究可延伸與改善的方向提出建議。

Many knowledge management initiatives in organizations seek to improve the quality and quantity of organizational knowledge infrastructure and how employees draw on each others’ expertise, experience, advice, and opinions, through socialization, externalization, combination, and integration processes. Employees can diffuse and absorb knowledge recorded in document form, through dyadic conversations, or in-group settings. Management should recognize the essential lever for most change initiatives is the mental model of the individual organizational member. Drive initiatives that combine externalized representations of organizational mental models and organizational dialogues enhance change capabilities. Entrepreneurial leadership should reflect on organizational innovative flexibility, and that would significantly encourage individual to share their knowledge, improve organizational knowledge infrastructure, and create stakeholder value in the future.

From the result, the proportion that respondent drive KM activities exceeds 40%, with the manufacturing industry at most, the scale exceeds 700 people highest in proportion. Exploitation has already had that has developed the main tactics for knowledge. The organizational knowledge foundation is good, invested resources are high. The external knowledge source takes consultant firm and customer as the core; most improves and organizes the effect which absorb knowledge through other expert, the ways of the customer and education and training; the way to spread knowledge takes written file and training program as the core; the most frequently used file store the knowledge; the broadly-defined interdynamic way is a main mechanism of the organizational innovation knowledge to collect thinking in the department.

Different corporate cultures will influence the knowledge tactics of enterprises, research shows, low entrepreneurial leadership and high innovation flexibility, takes exploitation tactics as the core; high entrepreneurial leadership and high innovation flexibility, the higher degree what the relevant resources invested. The more apparent high entrepreneurial leadership and innovation flexibility is, the consultant firm, for the main source, spreading knowledge with the e-mail of external knowledge, way innovative knowledge agitated with the inter-department mental work; the more apparent high innovation flexibility and entrepreneurial leadership is, improve the ability to absorb knowledge with expert and advisor engaging it; the more apparent high entrepreneurial leadership and high innovation flexibility is, the higher the proportion of using the database management system is.

Correlation analysis shows that entrepreneurial leadership, knowledge is shared and organize there are front and apparent relation between the knowledge infrastructure, innovative flexibility, entrepreneurial leadership can influence member’s knowledge will and behavior that share effectively, member will and behavior that knowledge share can improve the knowledge foundation organized. Correlation analysis shows that entrepreneurial leadership, innovative flexibility front and apparent relation exist between knowledge sharing and organizational knowledge infrastructure, innovative flexibility and entrepreneurial leadership could significantly affect members’ motivation and behaviors to share knowledge and knowledge sharing could improve the organizational knowledge infrastructure. But, seen by the result of structural equation modeling analysis, entrepreneurial leadership must pass innovative flexibility produce a significant effect toward members’ motivation and behaviors to share knowledge. Therefore, within an organizational contextual, management, while encourage members in organization to share individual knowledge , must design suitable organization structure, management system and rewarding systems to meet scheme to improve the member’s motivation and behaviors to share their knowledge.

Finally, we are based on the results of this research, namely cultures, knowledge sharing, relation among knowledge management activities and knowledge infrastructure, and put forward the three feasible research direction, including corporate characteristics, job characteristic, and knowledge characteristic etc., in future.

Abell A. and Oxbrow N. (2001) Competing with knowledge: The information profession in the knowledge management age. London: Library association publishing.
Adler P.S. and Kwon S.W. (2002) Social capital: prospects for a new concept. Academy of management review 27(1), 17-40.
Ahn J.H. and Chang S.G. (2004) Assessing the contribution of knowledge to business performance: the KP3 methodology. Decision support systems 36, pp.403-416.
Alavi M. and Gallupe R.B. (2003) Using information technology in learning: Case studies in business and management education programs. Academy of management learning and education 2(2), 139-153.
Alavi M. and Leidner D.E. (1999) Knowledge management systems: Issues, challenges, and benefits. Communications of the Association for information systems 1(7), pp.1-37.
Alavi M. and Leidner D.E. (2001) Review: Knowledge management and knowledge management systems - Conceptual foundations and research issues. MIS Quarterly 25(1), pp.117-136.
Amabile M.T. (1988) A model of creativity and innovation in organization. In B.M. Staw and L.L. Cummings (ed.), Research in organizational behavior 10, 123-167.
Amabile M.T., Conti R., Coon H., Lazenby J. and Herron M. (1996) Assessing the work environment for creativity. Academy of management journal 39(2), 54-84.
Ansoff H.I. (1965) Corporate strategy: an analysis approach to business policy for growth and expension. New York: McGraw-Hill.
Argyris C. and Schon D. (1978) Organizational learning: A theory of action approach: Reading, MA: Addision Wesley.
Arthur Anderson Consulting (1999) Zukai knowledge management. Tokyo: Arthur Anderson Consulting.
Asllani A. and Luthans F. (2003) What knowledge managers really do: An empirical and comparative analysis. Journal of knowledge management 7(3), 53-66.
Aydogan N. (2002) "Notes on the Merger Strategy of High versus Low-tech Industries: Complementarities and Moral Hazard." Economics Bulletin 12(7), 1-12.
Aydogan N. (2002) "Notes on the Merger Strategy of High versus Low-tech Industries: Complementarities and Moral Hazard." Economics Bulletin 12(7), 1-12.
Aydogan N. (2002) Notes on the merger strategy of high versus low-tech industries: Complementarities and moral hazard. Economics bulletin 12(7), 1-12.
Bagozzi R.P. and Yi Y. (1988) On the evaluation of structural equation models. Academy of marketing science 16, pp.74-94.
Bentler P.M. and Bonett D.G. (1980) Significance tests and goodness of fit in the analysis of covariance structures. Psychological bulletin 88, pp.588-606.
Bierly P. and Chakrabarti A. (1996) Generic knowledge strategy in the US pharmaceutical industry. Strategic management journal 17, Winter, 123-135.
Blumberg M. and Pringle C.D. (1982) The missing opportunity in organizational research: some implications for a theory of work performance. Academy of management review 7, pp.560-569.
Bock G.W., Zmud R.W., and Lee J.N. (2005) Behavioral intention formation in knowledge sharing: examining the roles of extrinsic motivators, social-psychological forces, and organizational climate. MIS quarterly 29(1), 87-111.
Bonora E.A. and Revang O. (1991) A strategic framework for analyzing professional service firm - Developing strategies for sustained performance. Strategic management society interorganizational conference, Canada: Toronto.
Bonora E.A. and Revang O. (1991) A Strategic framework for analyzing professional service firm: Developing strategies for sustained performance. Strategic Management Society Inter-Organizational Conference, Toronto, Canada.
Bontis N. (1999) Managing organizational knowledge by diagnosing intellectual capital: Framing and advancing the state of the field. International journal of technology management 18(5), 433-462.
Brooking A. (1999) Corporate memory: Strategies for knowledge management. U.K.: International Thomson Business Press.
Brown J.S. and Duguid P. (1998) Organizing knowledge. California management review 40(3), 90-111.
Byrne B.M., Shavelson R.J. and Muthen B. (1989) Testing for the equivalence of factor covariance and mean structures: The issue of partial measurement invariance. Psychological bulletin 105, pp.456-466.
Carmines K.G. and MacIver J.P. (1981) Analyzing models with unobserved variables: Analysis of covariance structure. In G.W. Bonhrnstedt and E.F. Borgatta (ed.) Social measurement current issues, Beverly Hills and Landon: SAGE.
Carolis D.M. (2003) Competencies and imitability in the Pharmaceutical indusrty: An analysis of their relationship with firm performance. Journal of management 29(1), 27-50.
Chauvel D. and Despres C. (2002) A review of survey research in knowledge management: 1997-2001. Journal of knowledge management 6(3), 207-223.
Choi B. and Lee H. (2003) An empirical investigation of KM styles and their effect on corporate performance. Information and management 40, pp.405-417.
Chua A. (2004) Knowledge management system architecture: A bridge between KM consultants and technologists. International journal of information management 24, 87-98.
Clark B.H. and Montgomery D.B. (1998) Deterrence, reputations, and competitive congnition. Management Science 44(1), pp.62-83.
Cohen D. (1998) Toward a knowledge context: report on the first annual U.C. Berkeley forum on knowledge and the firm. California Management Review 40(3), 22-40.
Cohen D. (1998) Toward a knowledge context: Report on the first annual UC Berkeley forum on knowledge and the firm. California management review 40(3), 22-39.
Colquitt J.A., Noe R.A. and Jackson C.L. (2002) Justice in teams: Antecedents and consequences of procedural justice climate. Personnel Psychology 55, 83-109.
Conger J.A. (1999) Charismatic and transformational leadership in organization: An insider's perspective on these developing streams of research. Leadership quarterly 10(2), 145-179.
Cooper R.B. and Quinn R.E. (1993) Implications of the competing values framework for management information systems. Human resource management 32(1), 175-201.
Daft R.L. and Lengel R.H. (1984) Information Richiness: A new approach to managerial behavior and organizational design. Research in Organizational Behavior 6, 191-233.
Davenport T.H. and Klahr P. (1998) Managing customer support knowledge. California management review 40(3), 193-208.
Davenport T.H. DeLong D.W. and Beers M.C. (1998) Successful knowledge management projects. Sloan management review, Winter, 43-55.
Davenport, T. H., & Prusak, L. (1998) Working Knowledge. Boston, MA: Harvard Business School Press.
Deal T.E. and Kennedy A.A. (1982) Corporate culture: the rite and rituals of corporate life. Mass.: Addison-Wesley, Reading.
Deeds D.L., DeCarolis D.D. and Coombs J. (1999) Dynamic capabilities and new product development in high technology ventures: An empirical analysis of new biotechnology firms. Journal of business venturing 15, 211-229.
DeLong D.W. and Fahey L. (2000) Diagnosing culture barriers to knowledge management. The academy of management executive 14(4), 113-127.
DeSanctis G., Glass J.T. and Ensing I.M. (2002) Organizational designs for R&D. Academy of management Executive 16(3), 55-66.
Dessler G. (2000) Human resource management. London: Prentice-hall.
Diakoulakis I.E., Georgopoulos N.B., Koulouriotis D.E. and Emiris D.M. (2004) Towards a holistic knowledge management model. Journal of knowledge management 8(1), 32-46.
DiBella A.J. and Nevis E.C. (1998) How organization learn: An integrated strategy for building learning capability. SanFrancisco: Jossey-Bass.
Donaldson A., Lank E. and Maher J. (2005) Making the invisible visible: How a voluntary organization is learning from its work with groups and communities. Journal of change management 5(2), 191-206.
Donoghue L.P. and Harris J.G. (1999) The knowledge management strategies which create value. Andersen consulting outlook.
Dulke D., Zaheer S. and Anderson M. (2000) Sources of manager's knowledge of organizational capabilities. Organizational behavior and human decision processes 82(1), 134-149.
Duncan N.B. (1995) Capturing flexibility of information technology infrastructure: A study of resource characteristics and their measure. Journal of management information systems 12(2), 37-57.
Edvinsson L. and Sullivan P. (1996) Developing a model for managing intellectual capital. European management journal 14(4), 356-364.
Fahey L. and Prusak L. (1998) The eleven deadliest sins of knowledge management. California management review 40(3), Spring, 265-276.
Fichter D. (1999) Seven habits for effective intranet project managers. Online 23(4), 74-75.
Fornell C. and Larcker D.F. (1981) Evaluating structural equation models with unobervables and measurement error. Journal of marketing research 18, pp.38-50.
Gardner M.P. (1985) Creating a corporate culture for the eighties. Business hirizons 28, 59-63.
Gautam A.M. (1998) Collaboration networks, structural holes, and innovation: A longitudinal study. Paper presented at the annual meetings of the Academy of Management.
Gilbert M. and Gordey-Hayes M. (1996) Understanding the process of knowledge transfer to achieve successful technological innovation. Technovation 16(6), 365-385.
Goh S.C. (1998) Toward a learning organization: The strategic building blocks. Sam Advanced management journal 63(2), 15-22.
Gold A.H., Malhotra A. and Segars A.H. (2001) Knowledge management: An organizational capabilities perspective. Journal of management information systems 18(1), 185-214.
Grant R.M. (1996) Prospering in dynamically competitive environments: Organizational capability as knowledge integration. Organizational science 7(4), 375-387.
Grant R.M. and Baden-Fuller C. (1995) A knowledge-based theory of inter-firm collaboration. A cademy of management journal. Academy of management best paper proceedings 17-21.
Greenberg (1999) Managing behavior in organizations. New Jersey: Upper Saddle River, Prentice-hall.
Greengard S. (1998) How to make KM a reality. Work force 25(10), pp.91-94.
Gunnlaugsdottir J. (2003) Seek and you will find, share and you will benefit: Organising knowledge using groupware systems. International journal of information management 23, pp.363-380.
Gupta A.K. and Govindarajan V. (2000) Knowledge management's social dimension: Lessons from Nucor Steel. Sloan management review, Fall, 71-80.
Hackman J.R. and Oldham G.R. (1976) Motivation through the design of work: test of a theory. Organizational behavior and human performance 16, pp.250-279.
Hair J.F. and Anderson R.E., Tatham R.L. and Black W.C. (1998) Multivariate data analysis (5th ed.). New Jersey: Prentice-Hall.
Hansen M.T. (2002) Knowledge networks: Explaining effective knowledge sharing in multiunit companies. Organizational science 13(3), 232-248.
Harris D.G. (1982) How national cultures shape management styles. Management review, July, pp.58-61.
Harris L.C. and Ogbonna E. (2001) Leadership style and market orientation: An empirical study. European journal of marketing 35(5/6), 744-764.
Harris L.C. and Ogbonna E. (2002) Exploring service sabotage: The antecedents, types and consequences of frontiline, deviant, antiservice behaviors. Journal of service research 4(3), 163-183.
Hedlund M. (1994) A model of knowledge management and the n-form corporation. Strategic management journal 15, 73-93.
Heisig P. (2001) Business process oriented knowledge management. In K. Mertins, Heisig P. and Vorbeck J. (ed.) Knowledge management best practices in Europe. New York: Library of congress cataloging.
Herzberg F.H., Mausner B. and Snyderman B.B. (1959) The motivation to work. New York: Wiley.
Hidding G. and Shireen M.C. (1998) Anatomy of a learning organization: turning knowledge into capital at Andersen Consulting. Knowledge and process management 5(1), 3-13.
Higgins J.M. (1995) Innovation: The core competence. Planning review 23(6), 32-36.
Higgins J.M. and Mcallaster C. (2002) Want innovation? Then use cultural artifacts that support it. Organizational dynamics 31(1), 74-84.
Hofstede G. (1980) Culture's Consequences: International differences in work-related values. Calif.: Sage.
Hu L.T. and Bentler P.M. (1995) Evaluating model fit. In R.H. Hoyle (ed.), Structural equation modeling: Concepts, issues and applications, pp.76-99, Thousand Oaks, CA: SAGE.
Hult G.T.M., Hurley R.F. and Knight G.A. (2004) Innovativeness: Its antecedents and impact on business performance. Industrial marketing management 33, 429-238.
IDC (1999) KM Survey. 摘錄自林東清 (2004) 知識管理. 台北：智勝文化出版, 第33頁.
IDC Report (2002) US and worldwide knowledge management services market forecast and ayalysis: 2001-2006, Report No. 26729.
Inkpen A.C. and Dinur A. (1998) Knowledge management processes and international joint ventures. Organizational science 9(4), 454-468.
Janz B.D. (1999) Self-directed teams in IS: Correlations for improved systems development and work outcomes. Information and management 16(3), pp.42-54.
Jassawalla A.R. and Sashittal H.C. (2002) Cultures that support product - innovation process. Academy of management executive 16(3), 42-54.
Joreskog K.G. and Sorbom D. (1993) LISREL and structural equation modeling with the SIMPLIS command language. Homewood, IL: Scientific software.
Joreskog K.G. and Sorbom D. (1996) LISREL 8: Users' reference guide. Chicago: Scientific software international.
Karp T. (2005) Unpacking the mysteries of change: Mental modelling. Journal of change management 5(1), 87-96.
Kim W.C. and Mauborgne R. (2004) Value innovation: The strategic logic of high growth. Harvard business review 8(4), 172-180.
Kim W.C. and Mauborgne R.A. (1998) "Procedural Justice, Strategic Decision Making, and the Knowledge Economy." Strategic Management Journal 19, 323-328.
Kimball F. (1998) Shedding light on knowledge work learning. The journal for quality and participation 21(4), 8-16.
King A.A. and Tucci C.L. (2002) Incumbent entry into new market niches: The role of experience and managerial choice in the creation of dynamic capabilities. Management science 48(2), 171-186.
KM Center Report (2006) 美國政府知識管理投入飆升，2010年達13億. 北方信聯研究所KMS, 11月28日.
Knapp E.M. (1998) Knowledge management. Business and economic review 44(4), 3-8.
Knott A.M. (2002) Exploration nand exploitation as complements. In Choo C.W. and Bontis N. (ed.), The strategic management of intellectual capital and organizational knowledge. New York: Oxford university press.
Knott A.M. (2003) Persistent heterogeneity and sustainable innovation. Strategic management journal 24, 687-705.
Kogut B. and Zander U. (1996) What do firms do? Coordination, identity and learning. Organizational science 7, 502-518.
Kotter J.P. (1995) Learning change: Why transformation efforts fail. Harvard business review 73(2), 59-67.
KPMG Consulting (2003) Insights from KPMG’s European knowledge management survey 2002/2003.
Kroeber A.L. and Kluckhohn C. (1952) Culture: A critical review of concepts and definitions. Cambridge: Mass.
Krogh G. (1998) Care in knowledge creation. California management review 40(3), 133-153.
Krogh G., Nonaka I., and Aben M. (2001) Making the most of your company's knowledge: A strategic framework. Long rang planning 34, 421-439.
Kubo I. and Saka A. (2002) An inquiry into the motivations of knowledge workers in the Japanese financial industry. Journal of knowledge management 6(3), pp.262-271.
Leavitt H.J. (1964) Applying organizational change in industry: structural, technological and humanistic approaches. in J.G. March (1965) Handbook of organization, Chicago: Rand Mcnally, pp.1144-1167.
Leisen B., Lilly B. and Winsor R.D. (2002) The effects of organizational culture and market orientation on the effectiveness of strategic marketing alliances. The journal of services marketing 16(2/3), pp. 201-222.
Leonard D. and Spensiper (1998) The role of tacit knowledge in group innovation. California management review 40(3), 112-131.
Leonard-Barton D. (1995) Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation. Boston: Harvard Business School Press.
Lida F. (1998) Nihonteki Keiei no Ronten (The points of Japanese management system), PHP Shinsho, Tokyo.
Liebeskind (1996) Knowledge, strategy, and the theory of the firm. Strategic management journal 17, 93-107.
Lin H.F. and Lee G.G. (2004) Perceptions of senior managers toward knowledge-sharing behaviour. Management decision 42(1), pp.108-125.
Malone D (2002) Knowledge management - A model for organizational learning. International journal of accounting information systems 3(2), 111-123.
March J.G. (1991) Exploration and exploitation in organizational learning. Organizational science 2(1), 71-87.
Marquardt J.M. (2002) Five elements of learning. Executive excellent 19(9), 15-16.
Martin J.E. and Oliver S. (2000) Managing team knowledge: Core processes, tools and enabling factors. European management journal 18, 334-341.
Martins E.C. and Terblanche F. (2003) Building organizational culture that stimulates creativity and innovation. European journal of innovation management 6(1), pp.64-74.
Matsuno K., Mentzer J.T. and Ozsomer A. (2002) The effects of entrepreneurial and market orientation on business performance. Journal of marketing 66(3), 18-32.
Maxwell S.E. and Delaney H.D. (1990) Designing experiments and analyzing data. Belmont, CA: Wadsworth.
McAdam R. and Reid R. (2001) SME and large organisation perceptions of knowledge management: Comparisons and contrasts. Journal of knowledge management 5(3), 231-241.
McDermott R. and O'Dell C. (2001) Overcoming cultural barriers to sharing knowledge. Journal of knowledge management 1(5), pp.76-85.
McDonald R.P. and Ho M.R. (2002) Principles and practice in reporting structural equation analysis. Psychological methods 7, pp.64-82.
McGregor D.M. (1960) The human side of enterprise. New York: McGraw-Hill.
Miles G., Miles R.E., Perrone V. and Edvinsson L. (1998) Some conceptual and research barriers to the utilization of knowledge. California management review 40(3), 281-288.
Miner A.S. and Mezias S.J. (1996) Ugly-ducking no more-pasts and futures of organizational learning research. Organizational Science 7(1), 88-99.
Moorman C. and Miner A.S. (1997) The impact of organizational memory on new product performance and creativity. Journal of marketing research 34(1), 91-107.
Morten H.T., Nitin N. and Thomas T. (1999) What’s the Strategy for Managing Knowledge. Harvard Business Review, March-April, 106-116.
Murray P. and Myers A. (2005) The facts about knowledge. Singapore: C4IT Services of DSTA.
Nadler D.A. (1981) Managing organizational change: an integrative perspective. The journal of applied behavior 17, pp.191-211.
Nahapiet J. and Ghoshal S. (1998) Social capital, intellectual capital, and the organizational advantage. Academy of management review 23, 242-266.
Nancy M.D. (2000) Common knowledge: How companies thrive by sharing what they know. Boston: Harvard business school press.
Ndlela L.T. and du Toit A.S.A. (2001) Establishing a knowledge management programme for competitive advantage in an enterprise. International journal of information management 21, 151-165.
Neidorf R. (2002) Knowledge management: Changing cultures, changing attitude. Online 26(5), 60-62.
Nevis E.C., Dibellag A.J. and Gould J.M. (1995) Understanding organizations as learning systems. Sloan management review Winter, 73-84.
Nicolas R. (2004) Knowledge management impacts on decision making process. Journal of knowledge management 8(1), pp.20-63.
Nonaka I. (1994) A dynamic theory of organizational knowledge creation. Organization science 5(10), pp.14-37.
Nonaka I. and Konno N. (1998) The c`oncept of Ba: Building a foundation for knowledge creation. Organizational science 5(1), 14-17.
Nonaka I. and Takeuchi H. (1995) The knowledge creating company. New York: Oxford University Press.
Nonaka I., Toyama R. and Konno N. (2000) SECI, Ba and leadership: A unified model of dynamic knowledge creation. Long range planning 33, 534-661.
Oakland J. (2000) TQM. Great Britain: Butterworth-Heinemann.
O'Connor G.C. (1998) Market learning and radical innovation: A cross case comparison of eight radical innovation projects. Journal of innovation management 15, 151-166.
O'Dell C. and Grayson C. Jr. (1998) If only we knew what we know: Identification and transfer of internal best practices. California management review 40(3), pp.154-174.
Ouchi W.G. (1993) Theory Z: How American business can meet the Japanese challenge. New York: Avon.
Pearce J.L. (2004) What do we know and how do we really know it? The academy of management review 29(2), 175-179.
Peters L. and Fusfeld H. (1982) University-industry research relationships. National science foundation, USA.
Peters T. and Waterman R. (1982) In Search of Excellence. New York: Harper and Row.
Pettigrew A.W. (1979) "On Studying Organizational Culture." Administrative Science Quarterly 23(2), 570-581.
Pfeffer J. (1998) Seven practices of successful organization. California management review 42(1), pp.83-100.
PLAUT International management consulting (2000) A guide to successful knowledge management (ed.). Middlesex: PLAUT International offices.
Polanyi M. (1975) Personal knowledge. In Meaning, Polanyi M. and Prosch H. (ed.), Chicago: University of Chicago Press.
Popper K. (1979) Objective knowledge. New York: Toronto Melbounrne Auckland.
Probst G., Raub S. and Romhardt K. (2000) Managing knowledge-building block for success. England: John Wiley & Sons.
Quinn J.B., Anderson P. and Finkelstein S. (1996) Managing professional intellect. Making the most of the best. Harvard business review, Mar./Apr., 71-80.
Quinn R.E. and Rohrbaugh J. (1981) A competing values approach to organizational effectiveness. Public productivity review 5(2), 122-140.
Quintas P., Lefrere P. and Jones G. (1997) Knowledge management: A strategic agenda. Long Range Planning 30(3), June, 385-391.
Randolph W.A. (2000) Re-thinking empowerment: Why is it so hard to achieve? Organizational dynamics 29(2), 94-107.
Raub S. and von Wittich D. (2004) Implementing knowledge management: Three strategies for effective CKOs. European management journal 22(6), pp.714-724.
Robbins S.P. (1992) Essentials of organizational behavior 6th. New Jersey: Prentice-Hill.
Robbins S.P. (2000) Managing today. New Jersey: Prentice-Hall.
Roger R. (1995) The diffusion of innovation. New York: Free Press.
Rowe A.J. and Boulgarides J.D. (1992) Managerial Decision Making. New York: Maxwell Macmillan.
Ruppel C.P. and Harrington S.J. (2001) Sharing knowledge through intranets: a study of organizational culture and intranet implementation. IEEE transactions on professional communication 44(1), pp.37-52.
Sanchez R. (2001) Managing knowledge into competence: The five learning cycles of the competent organization. in R. Sanchez (ed.), Knowledge management and organizational competence, New York: Oxford university press.
Sarvary M. (1999) Knowledge management and competition in the consulting industry. California management review 41(2), 95-107.
Scarbrough H., Swan J. and Preston J. (1998) Knowledge management and the learning organization: The IPD report. Institute of personnel development London.
Schein E.H. (1984) Coming to a new awareness of organizational culture. Sloan management review 25(2), 3-16.
Scott J.E. (1998) Organizational knowledge and the Internet. Decision support systems 23(1), 3-17.
Sekaran U. (1981) Are US organizational concepts and measures transferable to another culture? An empirical investigation. Academy of management journal 24(2), 409-417.
Skyrme D.J. (2000) Knowledge networking: Creating the collaborative enterprise. Britain: Butterworth Heinemann.
Smith A.D. and Rupp W.T. (2002) Communication and loyalty among knowledge workers: A resource of the firm theory view. Journal of knowledge management 6(3), pp.250-261.
Spender J.C. (1996) Making knowledge the basis of dynamic theory for the firm. Strategic management journal 17, pp.595-623.
Stahle P. and Hong J. (2002) Dynamic intellectual capital in global rapidly changing industries. Journal of knowledge management 6(2), 177-189.
Stock G.N. and McDermott C.M. (2000) Implementing advanced manufacturing technology: the role of organizational culture. Production and inventory management journal 41(3), pp.66-71.
Sullivan P.H. (2000) Value-driven intellectual capital: How to convert intangible corporate assets into market value. New York: John Wiley & Sons.
Swan J. and Scarbrough H. (2001) Knowledge, purpose and process: Linking knowledge management and innovation. Proceedings of the 34th Hawaii International conference on system sciences, 1-10.
Swift R.S. (2000) Accelerating customer relationships: Using CRM and relationship technologies. New Jersey: Upper saddle river, Prentice-hall.
Tampoe M. (1993) Motivating knowledge workers - the challenge for the 1990s. Long Range Planning 26(3), 49-55.
Tanaka J.S. and Huba G.J. (1984) Confirmatory hierarchical factor analysis of psychological distress measures. Journal of personality and social psychology 46, pp.621-635.
Teece D. (1998) Capturing value from knowledge assets: The new economy, markets for knowledge and intangible assets. California management review 40(3), pp.55-79.
Thompson L. (2003) Improving the creativity of organizational work groups. Academy of management executive 17(1), pp.96-111.
Tiwana A. (2001) The knowledge management toolkit: Practical techniques for building knowledge management system. New Jersey: Prentice-Hall.
Triandis H.C. (1989) Self and social behavior in difering cultural contexts. Psychological review 96, pp.269-289.
Tsai W.C. and Tai W.T. (2003) Perceived importance as a mediator of the relationship between training assignment and training motivation. Personnel review 32(2), 151-163.
Turner A.N. and Lawrence P.R. (1965) Industrial jobs and the worker. Boston: Harvard university of graduate school of business administration.
van der Spek R. and Carter G. (2002) A survey on good practices in knowledge management in European companies, published in Mertins K., Heisig P., and Vorbeck J. (2002) Knowledge management. Concepts and best practices (2nd), Berlin: Springer-Verlag.
Wallach E.J. (1983) Individuals and organizations: the cultural match. Training and Development journal 37, pp.26-38.
Wang C.C. (2004) The influence of ethical and self-interest concerns on knowledge sharing intentions among managers: An empirical study. International journal of management 21(3), 370-381.
Weick K. (1985) "The Significance of Corporate Culture." In Fors P., Moore L., Louis M. Lundberg C., and Marting J. "Organizational Culture." Beverly Hills, CA: Sage, 381-389.
Wenger E. (2004) Knowledge management as a doughnut: Shaping your knowledge strategy through communities of practice. Ivey business journal, Jan./Feb., 1-7.
Wick C.W. and Leon L.S. (1995) From ideas to action: Creating a learning organization. Human resource management 34(2), 299-311.
Wiig K.M. (1997) What future knowledge management users may expect. Journal of knowledge management 3(2), pp.155-165.
Wiig K.M. (1998) Knowledge management: Where did it come from and where will it go? Expert systems with applications 13(1), 1-14.
Wilkins A.L. (1983) The cultural audit: A tool for understanding organizations. Organizational Dynamics 12(2), 24-38.
Williams M. (2001) In whom we trust: Group membership as an affective context for trust development. Academy of management review 26(3), 377-396.
Winch G. (2000) Knowledge management and competitive manufacturing. Engineering management journal, June, 130-134.
Wolfe R.A. (1994) Organizational innovation: Review, critique and suggested research directions. Journal of management studies 31(3), 405-430.
Wong K.Y. and Aspinwall E. (2004) Characterizing knowledge management in the small business environment. Journal of knowledge management 8(3), 44-61.
Yukl G.A. (1998) Leadership in organizations (4th). New Jersey: Prentice-hall.
Zack M.H. (1999) Managing codified knowledge. Sloan management review 40(4), pp.45-58.
Zack M.H. (2002) An architechture for managing explicated knowledge. Sloan management review 40(4), pp.45-58.
Zahra A.S. and George G. (2002) Absorptive capacity: A review reconceptualization, and extension. Academy of management review 27(2), 185-203.
行政院經建會 (2006) 世界銀行全球知識經濟 2006 排名 - 台灣第 21 名. 聯合報 2006/3/2.
林東清 (2004) 知識管理. 台北：智勝文化.
河野豐弘 (彭德中譯) (1990) 改造企業文化: 如何使企業展現活力. 台北: 遠流.
邱皓政 (2004) 結構方程模式：LISREL的理論、技術與應用. 台北: 雙葉書廊.
張紹勳 (2001) 研究方法 <修訂版>. 台北: 滄海.
蔡清彥 (2005) 台灣的成長競爭力, 意義被高估了! 商業週刊, 第890期.
應國慶 (民93) 探討中階主管與基層護理人員對知識管理之瞭解與做法–以南部某醫院護理科為例. 中山大學醫務管理研究所, 碩士論文.