摘要
　　知識管理是近年來十分熱門的研究主題，學者們對於知識管理的討論以及企業界所推動的知識管理，大多強調建立資訊科技系統以促進知識流通與分享。但是對於知識管理相當重要的策略觀點和人力資源管理議題，雖有學者提及，而且逐漸受到重視，不過相關的文獻並不多（Soliman & Spooner, 2000；Carter & Scarbrough, 2001）。
　　本研究希望了解高科技公司推動知識管理流程概況，以及組織策略、人力資源部門在知識管理方面所扮演的角色為何等資訊，以國內實行知識管理的高科技公司為對象，針對知識管理部門與人力資源部門主管進行訪談，並輔以書籍、文件、檔案等次級資料收集的方式，來進行個案研究分析。
　　依據所得資料，綜合現有理論與實證的文獻相互分析比較，本研究結論如下：
一、 高科技公司推行知識管理的時間仍相當短，許多相關措施尚未非常完備，後續長期效益也還無法觀察得知，不過，知識管理的確有助於將組織知識做更有系統的整合，進一步將組織知識加以創新。
二、 公司實施知識管理應該釐清組織內各階層員工在執行組織策略目標，所須具備的核心能力，以及知識與組織策略之間的關聯，以適當分配組織和技術的資源和能力，提高企業價值與競爭力。
三、 企業知識管理除了在資訊硬體設備的架構之外，必須更加強學習分享文化的塑造。人力資源管理的一些措施，可以影響員工的行為，進而誘發出成員的知識，對於企業實行知識管理具有相當的關聯與影響力。
四、 本研究四家高科技公司屬於「探勘者」與「分析者」策略，其相配合的人力資源管理特質大致上均符合先前學者Miles & Snow（1984）所提出的組織適應模型，僅有在績效評估部份因企業特殊考量而有些許不同。
五、 本研究經由個案分析推導出三個命題如下：
命題1：公司的經營策略與知識管理之間有密切關係，公司應將策略與知識管理彼此配適。
命題2：人力資源管理活動在知識管理推動上的主要功能為促進資訊流通與建立創新分享的文化。
命題3：企業的經營策略和人力資源管理是息息相關的，不同的經營策略其人力資源措施會有所不同。

Abstract
Knowledge management is a popular research topic recently. Most scholars and practitioners emphasize on constructing information technology system to spread and share knowledge in organizations. Some scholars（Soliman & Spooner, 2000；Carter & Scarbrough, 2001）however suppose that business strategy and human resource management both may play an important role in designing and implementing knowledge management.
The purpose of this study is to explore the connections between business strategy, human resource management and knowledge management in Taiwanese high-tech corporations. In-depth interview was the main tool and employed to explore the relationships between these research variables in Taiwanese high-tech corporations. Furthermore, secondary information, like company reports, documentation and files, etc. were also be used.
The results can be listed as below :
(1) High-tech firms tend to implement knowledge management practices to systematically integrate organizational knowledge and further create valuable knowledge.
(2) The information from surveyed companies show that the connections between their employees’ core competency, business strategy and knowledge management are one of the crucial factors to secure the success of the KM.
(3) Business strategy closely relates to knowledge management, and firms should make both fit together.
(4) Human resource management activities can influence employees’ behavior and motivate them to share and spread knowledge. The linkage between HRM and KM therefore should be arranged to create appropriate organization culture in further promoting KM.
(5) The relationships between business strategy and human resource management practices were found in this study. The result generally corresponds to the research of Miles & Snow（1984）.
The findings of this study show that the match between business strategy, human resource management and knowledge management is one of the key factors in efficiently implementing KM.

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