許多企業已經實行知識管理(Knowledge Management, KM)，由於知識本身具有許多面向，牽涉到不同階段的知識管理活動，企業可藉由知識管理成熟度模式引導以長期並順利地執行KM。本研究以解決問題的觀點出發，採用知識領航模式(Knowledge Navigator Model, KNM)為基礎，企業可運用此模式，透過管理方式、管理重點與管理範圍等三個觀點，評估企業在KM流程、相關資訊技術與文化變革的知識管理成熟度，找出自身位於(1)知識混沌期(Knowledge Chaotic Stage)、(2)知識自覺/發現期(Knowledge Conscientious Stage)、(3)知識管理期(KM Stage)、(4)知識管理精進期(KM Advanced Stage)，(5)知識創新整合期(KM Integration Stage)的何種階段。隨後選擇在知識領航模式中，兩家位於KM成熟度3之企業、兩家位於KM成熟度4之企業與一家位於成熟度5之企業進行深度訪談，搭配個案研究法以瞭解當企業處於不同成熟度時，其內部員工（不同部門與不同階層）採用知識搜尋法(瀏覽文件、雙向溝通與群體討論)之行為；三種知識搜尋法與方向性(Directional Search Approach)及啟發式(Heuristic Search Approach)搜尋法之搭配；三種知識搜尋法本身之互補性；以及三種搜尋法在作業面、戰術面與策略面之相關性。
透過上述架構與流程，本研究歸納出十七個命題與三個結論。認為當企業KM發展越趨成熟，豐富的知識庫顯示出知識管理的初步成效時，企業只是站上了好的起跑點，而非抵達終點。企業需持續提升知識文件品質與數量，使知識分享與學習的文化不因KM專案的結束而消失；此外隨著KM發展，企業需注重知識搜尋法間之互補性與適用環境，使員工能依據目的、環境現況與預期績效來選擇知識搜尋法；當問題解決後，需將透過雙向溝通與群體討論傳遞的內隱知識保留下來，使今日的創新轉化為明日的核心知識，創造企業難以模仿的競爭優勢。

Knowledge management (KM) has already been practiced in many corporations. To enhance the effectiveness of the varying-level KM activities in organizations, firms may adopt knowledge navigator model (KNM) to evaluate current position and adjust the implementation steps toward KM goals. KNM defines five KM maturity levels: Level I: knowledge chaotic stage; Level II: Knowledge conscientious stage; Level III: KM stage; Level IV: KM advanced stage, and Level V: KM integration stage. Based on KNM, we conducted the case study to investigate 2 Level-III companies, 2 Level-IV companies and 1 Level-V company by doing in-depth interview with KM professional managers to explore the employees’ knowledge sourcing behavior. We examined the employees’ usage of directional concept, heuristic knowledge sourcing methods, published documents, dyadic conversation and group discussion in different positions and functional departments. The complementary properties between these knowledge sourcing methods which are associated with daily operation, tactic and business strategy were also addressed.
Seventeen propositions were proposed. We found that enterprises continued to accumulate the high quality knowledge documents and cultivate the knowledge sharing culture during the KM development. Besides, firms at higher maturity stage emphasize more on the complementary properties of the knowledge sourcing methods for matching the working environment with knowledge sourcing methods than the lower maturity level firms do. Furthermore, the Level-V company pays much attention to retain the tacit knowledge transferred via dyadic conversation and group discussion than that of other two levels’.

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