Knowledge has become an important core of organizations that is difficult for competitors to imitate. However, companies in Taiwan lack the required knowledge in implementing. This research aims to investigate the appropriate strategies in introducing knowledge management through related theories and practical experience, and to understand the antecedent of knowledge management implementation, such as culture, leadership style, strategy, as well as the process design and system of implementation through case-studies. Providing blueprint for organizations seeking to implement knowledge management.
This research is based on the foundation of Earl(2001)’s three knowledge management school and seven attributes, including technocratic, behavioral and economic. The results of current research show that case study favor technocratic and behavior. Among them, businesses in Taiwan prefer system attribute. Difficulties in implementation revolve around “Human Problems”, such as resistance to change from employees as well as negative attitudes of managerial levels towards change. Significant successes in implementations are increased employee efficiency, shortened product-development cycle, increased in profit, and resolution of employee-related problems. In addition, as pointed out by interviewee enterprises, corporate vision has no direct relation to knowledge management implementation. However, knowledge management is an integral aspect of enterprise sustainability. Enterprises attempt to code, transfer, share and maintain knowledge within the organization in order to retain competitive advantage.