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create, identify, collect, organize, share, adapt, and use.

----APQC
http://www.apqc.org/

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What's This Knowledge Management Stuff?

The business world has a very broad interpretation of the phrase "Knowledge management (KM)." If you would like to dip into the literature, take a plunge into these Web resources.

• Terminology of KM (http://www.ktic.com/TOPIC6/13_TERM0.HTM).
• KM Metazine (http://www.ktic.com/topic6/km.htm).

The following three Web sites collectively present introductory material, literature resources, company listings, and product listings.

• Visually, this site may cause you to hit the delete button, but be patient, it contains a very good introduction plus predictions on where KM may go in the future (http://www.Brint.com/km).
• Karl Erik Sveiby is one of the important writers in this field and his Web page (http://www.sveiby.com.au) contains links as well as information about TANGO, a business simulation to help measure knowledge assets. His article "What is Knowledge management?" (http://www.sveiby.com.au/KnowledgeManagement.html) gives good background information, especially into active companies and products for KM.
• This is a home page for a newsletter on the topic, but allows you to view some articles, case studies, interviews, and has information on upcoming meetings, conferences, and events (http://www.knowledgeinc.com).

There are several ways to keep current of developments in the world of Knowledge management. KM World presents a list of daily newswire stories (http://www.kmworld.com/index.htm). The Laboratory has access to GartnerWeb where you can set up a profile on Knowledge management. Access GartnerWeb through the Research Library's electronic database page (http://lib-www.lanl.gov/edata/edata.htm). An alert can also be set up via SciSearch® at LANL (http://scisearch.lanl.gov/lanl/).

知識管理的目的

1. 增加組織整體知識的存量與價值；
2. 應用知識以提昇技術、產品、與服務創新的績效以及組織整體對外的競爭力；
3. 促進組織內部的知識流通，提昇成員獲取知識的效率；
4. 指導組織知識創新的方向；
5. 協助組織發展核心技術能力；
6. 有效發揮組織內個體成員的知識能力與開發潛能；
7. 提昇組織個體與整體的知識學習能力；
8. 形成有利於知識創新的企業文化與價值觀。

－－劉常勇

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知識管理執行長的工作內容

1. 發展一個有利於組織知識發展的良好環境，包括各項配套的軟硬體設施 ;
2. 扮演企業知識的守門員，適時引進組織所需要的各項知識，或促進組織與外部的知識交流;
3. 促進組織內知識的分享與交流，協助個人與單位之知識創新活動 ;
4. 指導組織知識創新的方向，自企業整體有系統的整合與發展知識，強化組織的核心技術能力 ;
5. 應用知識以提昇技術創新、產品與服務創新的績效以及組織整體對外的競爭力，擴大知識對於企業的貢獻 ;
6. 形成有利於知識創新的企業文化與價值觀，促進組織內部的知識流通與知識合作，提昇成員獲取知識的效率，提昇組織個體與整體的知識學習能力，增加組織整體知識的存量與價值。

----Earl & Scott (1999)

如何推動組織的知識管理

1. 使組織知識呈現明顯的經濟效益產出或與企業利益、競爭優勢密切相關；
2. 發展有益於知識管理之良好的科技與組織基礎建設，包括有益知識流通的電腦網路與資訊軟體，能推動知識管理的部門或組織制度，如CKO制度；
3. 發展適中適用，兼具標準系統與彈性結構的組織知識庫。一個適當、具有可行性的組織知識結構，將有助於組織內各項與知識發展有關專案的推行；
4. 形成有利於知識流通、創新的知識型組織文化；
5. 對於組織之知識管理，給予明確的目的、明確的定義、與明確的用詞。知識管理不同於資訊管理，必須對於妳所要推的專案目的、知識的定義，要能夠在組織內進行明確的溝通與建立成員共識
6. 組織對於成員參與支持知識管理有關的活動，應建立有效的激勵機制。如何讓大家願意支持知識管理、參與分享知識，激勵機制將是有必要的。激勵的方式包括物質與精神，但都必須要直接有效，尤其是針對所謂的知識份子。
7. 組織內擁有許多有助於知識流通的管道，在知識流動過程中也能帶來知識增值的效果。
8. 高層主管的支持，包括在口頭、行動、與資源上的公開支持。高層主管不盡然需要對知識管理活動有直接的參與，但在態度上的支持與認同將是必要的。

----Davenport, De Long, Beers (1999)

何謂智慧資本？

　　「智慧資本」（Intellectual Capital）並不是指一堆博士關在研究室裡埋頭苦幹，發表許多學術論文，也不是指專利權與著作權之類的「智慧財產權」（Intellectual Property），這都只是智慧資本的一部份。所謂的「智慧資本」，是指每個人與團隊能為公司帶來競爭優勢的一切知識與能力的總和。這和一般企業所熟知的土地、工廠、機器、現金等有形資產，在根本上是完全不同的。

　　一言以蔽之，凡是能夠用來創造財富的知識、資訊、技術、智慧財產、經驗、組織學習能力、團隊溝通機制、顧客關係、品牌地位等，都是智慧資本的材料組合。

－－Intellectual Capital, Thomas Stewart, 1997.

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A connected environment for knowledge exchange

　　The goal for knowledge management technology is to create a connected environment for knowledge exchange. This connected environment is the technical embodiment of the corporate memory.

　　The connections that it enables must be between people as much as between people and information systems. In particular, knowledge management software must support the exchange and transformation of tacit and explicit
knowledge.

　　This transformation is achieved through four key processes:

• knowledge sharing
• knowledge capture
• classification
• understanding.

　　Figure C2.1 shows how these processes are integrated into the cycle for knowledge transformation and exchange.

　　The move from tacit to explicit knowledge is also a transformation of individual knowledge into organisational knowledge. The reverse flow is equally important - enabling individuals to draw on the corporate memory for decision-making and problem solving. In Figure C2.1, this two-way process is represented by the overarching processes of collaboration and discovery.

Figure C2.1 A connected environment for knowledge exchange

－－Knowledge Management: Application Markets and Technologies
http://www.ovum.com

Knowledge exchange within a knowledge management architecture

　　We have outlined the main processes of knowledge exchange as sharing, capture, classification and understanding. How are they supported by current and emerging technologies?

　　Established products, such as groupware and information retrieval, can provide some of the features required and have been used to underpin knowledge management initiatives. Many point solutions and niche technologies are also emerging which deal with specific issues.

　　The Ovum model of a knowledge management architecture shows how these processes can be supported within a connected environment for knowledge exchange. The key components of the architecture each support one of the key
processes:

• collaboration services provide an environment for knowledge sharing
• discovery services help users retrieve and analyse (understand) the information in the corporate memory
• the knowledge repository provides the information-management functions for captured knowledge
• the knowledge map provides a corporate schema for knowledge classification.

Figure D3.1 The Ovum model for a knowledge management architecture

－－Knowledge Management: Application Markets and Technologies
http://www.ovum.com