近年來，由於全球化的影響使得企業經營的外部環境不斷地改變，而支援組織運作的科技更是一日千里。面對前所未有的管理挑戰，企業經營者為了因應環境變化並尋求效率與競爭優勢的提升，無不持續從事各種新的管理改革，例如ISO、全面品質管理（TQM）、企業資源規劃（ERP）、供應鏈管理（SCM )、顧客關係管理(CRM)及知識管理(KM)等管理活的導入，期望藉此強化企業體質提升競爭優勢。
本研究即由組織內部觀點來探討組織氣候與組織成員之知識分享態度、知識分享行為以及對資訊科技之認同度相互間的關係，並進一步瞭解這些因素對管理活動推行時所產生缺口之影響。本研究以187位在職人士為對象，以問卷調查方式進行實證研究，結果發現組織之團隊互動、領導認同以及對資訊科技之認同有助於提昇知識分享態度；而同儕關係的考量以及對資訊科技的認同度皆有助於提高知識分享行為；而組織氣候、知識分享及資訊科技認同等因素皆對管理缺口有顯著影響。鑑於此結果，企業經營者若要有效的進行管理改革、導入新的管理活動，則必先從組織內部因素著手，提高員工對組織及資訊科技之認同，激發知識分享之態度與行為，進而縮減管理活動推行流程中所產生的缺口。

In recent years, the macroeconomic factors which affect business operation are more variable due to the globalization. The state of the art of information technology makes progress at a tremendous pace that supports the running of organizations. This is really a hard time and big challenge for managing a company. To deal with the changeable business environment conditions and to improve the efficiency for taking competitive advantages, managers keep taking various management innovations. They expect to improve business operation by introducing new management concepts and activities, such as ISO, TQM, ERP, SCM, CRM and KM.
This study, from the internal view of organization, intends to find out the correlations between organizational climate, organizational members’ attitude toward knowledge sharing, knowledge sharing behaviors and the information technology identification. Furthermore, this research also tries to figure out how these factors affect the management gaps while management activity implementation. This study develops a questionnaire and has 187 employees in different organizations as effective samples. The results indicate that, in organization, the interaction of team, leadership identification and information technology identification are favorable for improving the attitude toward knowledge sharing. Anticipated reciprocal relationship of co-works and information technology identification are both favorable for encouraging knowledge sharing behaviors. Three factors: organizational climate, knowledge sharing and information technology identification have significant impacts on management gap. According to the research results, if managers would like to effectively execute management innovations and introduce new management activities, they should take their first step inside the organization: enhancing employees’ organization identification and information technology identification, facilitating positive knowledge sharing attitude and behaviors, and reducing the management gap brought by executing management activity processes.

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