現今多數公司皆認同知識對於組織的重要性而開始推行知識管理(Knowledge Management, KM)的相關活動，以求在競爭激烈的環境中維持長期優勢。KPMG對企業知識管理的調查結果顯示出KM於近十年才開始蓬勃發展，在推行的過程中亦牽涉許多重要的議題。這些議題隨著近年學界與業界在KM的實體應用增加而被廣泛的研究與討論，然而在推行KM的各個階段會遇到的問題卻不盡相同，而依照公司KM推行成效來探討各階段障礙的研究也鮮少被提出。
為了依照知識管理發展的階段進一步區分知識流影響因子，本研究使用Hsieh學者所提出之知識領航模式(Knowledge Navigator Model, KNM)來回溯這些階段的知識流的障礙。依照KNM可將組織推展KM的成效分為五個不同的階段：知識混沌期、知識察覺期、知識管理期、知識精進期與知識整合期。本研究透過對不同成熟度公司的經理人進行深度訪談來探究其所認知最具影響力之障礙因子，並探討各因素之影響程度，找出在KNM模式中影響各階段發展的重要因子，以及在知識管理發展的歷程中各障礙因子的影響趨勢。
本研究旨在探索不同知識成熟度下之關鍵知識流障礙，因此將KM影響因子作類別區分以找出導致公司KM無法順利推展之因素，並期望能同時在學術與實務上提出貢獻。學術方面，本研究將突破KNM評估模式中計算積分的限制，提供修正問項權重之參考。另外在實務方面，希望能提供企業作為組織推行KM的參考，協助企業依其企業特性與其知識管理推展之定位來進一步了解所需克服的首要問題，做出適時與適當的回應。

Knowledge Management (KM) implementation is highly related to developing and sustaining firm’s competitive advantages. KM can help firms create niches in the business environment; therefore, the effective KM is crucial to firm’s success. Klynveld Peat Marwick Goerdeler (KPMG)’s survey revealed that KM activities had been popular in the decade; thus, many issues were appeared along with it.
The issues regarding KM have attracted the interests of academic and practical parties; especially, those factors influencing knowledge flow have been studied broadly. Nevertheless, barriers are naturally different in different stages of developing KM. However, related research rarely discussed about barriers in each stage of knowledge management maturity (KMM). In order to clarify factors regarding to KM development progresses, this research adopted Knowledge Navigator Model (KNM) proposed by Hsieh to figure out critical barriers of knowledge flow in different stages. Managers of the listed companies which had implemented KM in Taiwan at different stages were invited to interview. The barriers of knowledge flow should be resolved in the previous stage are explored, and the significance of the barriers are revealed.
This study attempts to figure out the critical barriers of knowledge flow when advancing to the next KM maturity stage, and expects that research findings can provide both theoretical and practical implications. Theoretically, the research may break the score limitation of KNM model, and provide the references to correct weight on KNM. In practice, this study attempts to propose a practical perspective on KM monitor model to help firms handling or managing problems in different knowledge management maturity stages with their organizational characteristic as well as timely reflect the challenges and problems.

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