A study of Constructing Knowledge Management for Taiwan’s Small and Medium‐sized Enterprises by Successful Factors

Abstract

In the Knowledge‐based Economic Era, all of the enterprises are facing global competitive pressure. The activities of knowledge accessing, codifying, and application will ogviously become the main inner function on enterprise operation. Knowledge will be the primary competitive advantage; therefore, he who wants to hold the competitive advantage should do the knowledge management (KM) very well. In this study, we cconstruct the research dimensions and variances by the successful factors of KM, which had been practiced very well by big enterprises inside and outside our country, and which was recommended by the related scholars. In order to approach the differences between big enterprises and small and medium‐sized enterprises (SMEs) towards implementing KM, this study takes the way of questionnaire investigation to do empirical analysis and to construct the model of KM by path analysis. The study found out when implementing KM, SMEs should highlight “leadership”, “library‐architecture”, and “corporate culture” these three aspects, while “information technology” and “performance evaluation” these two aspects show no remarkable influence. It shows that he who wants to construct KM might not too overweight on information technology to build the KM system. Therefore, we suggest when implementing KM enterprises should reinforce the corporate culture by sharing, organized KM process, learning environment for all employees, and highly authorization by top managers in order to reach the expectant success of KM. The result of this study offers practical thinking directions to reach the expectant success for the policy makers in SMEs, who are accessing to or evaluating to implement KM.

Citation

Tien, S., Wang, M., Chung, Y., Tsai, C. and Lee, S. (2006), "A study of Constructing Knowledge Management for Taiwan’s Small and Medium‐sized Enterprises by Successful Factors", Asian Journal on Quality, Vol. 7 No. 1, pp. 60-89. https://doi.org/10.1108/15982688200600005