本研究屬於探索性研究，由於知識管理應用在新產品開發上的理念，在國內仍屬於初期的階段，因此以個案研究與內容分析方式來進行，並根據「立意抽樣」挑選不同產業類別的十三家公司為研究對象，包括半導體封裝產業的日月光半導體、華泰電子以及台灣飛利浦建元電子、航太產業的漢翔航空以及長榮航太科技、汽車零組件的大億交通、堤維西以及儒億科技、ＩＣ設計的雅威、化學製藥及生物科技的生達化學製藥、燈管照明業的中國電器、光電產業的奇美電子以及軟體開發的巧軟資訊等等。根據訪談結果，探討企業導入知識管理的主要考量因素、瞭解推行知識管理所遭遇到的障礙、以及從知識管理價值鏈的角度，探究在導入新產品開發過程中，應用知識管理價值鏈的情形。

研究結果發現：（1）大部份的受訪者認為推行/使用知識管理最主要的目的在於經驗的傳承，而推行/使用過程可達到經驗傳承、降低重覆犯錯機率的目的，最不能達到保存並發展企業核心能力的目的；（2）知識管理在新產品開發中可解決的問題為增加評估標準以及錯誤率降低；（3）知識管理在新產品開發中最容易遭遇的障礙是缺乏意願，其次是缺乏良好溝通機制，再其次為經驗不足；（4）知識管理價值鏈有助於將知識管理導入於新產品開發程序，再細分來看，四個主要的知識管理價鏈活動均有助於將知識管理導入於新產品開發程序上；（5）多數受訪者認為知識管理導入於新產品開發活動中是有利的。

本研究對於將來預計導入知識管理於新產品開發程序的企業，提出以下建言：（1）知識管理的導入，有必要以知識管理價值鏈的模型去建構；（2）高階主管必須全力支持，知識管理才能推得順利、成功；（3）良好的知識管理制度設計，有助於組織人員清楚了解實際操作知識管理；（4）透過完整的教育訓練計畫，可以培養內部講師以及增進人員使用知識管理的意願；（5）建立完善的資訊系統與知識分享環境，降低人員學習的障礙；（6）透過適當的獎勵與懲罰來激勵組織人員投入知識管理。

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