現今在知識經濟時代中，企業以「知識管理」當成其持續成長之助力，並有效益地不斷新造為經營主要手段，而且以「知識」取代過去傳統有形的產品與資產，並以「知識管理」為企業經營核心，因是之故，吾人實有針對「知識管理」加以實證研究。
凡「專案」必有一明確目標，而若要在各種限制條件下達成目標，勢必對流程設計、時程規劃、品質確保、成本控管等任務中之每一細節管理得宜，尤其航空工業的製造過程中「專案計畫」案件比比皆是，因是之故，研究「專案計畫管理」與「知識管理」與「績效」關係，更是對此等企業日後工作必有所益助。
本研究因此為研究動機，回顧過去文獻，整理出影響因素之模式，提出研究假設，配合實證分析以驗證假設，並提出研究目的，探討台灣航空工業之企業廠商的「專案計畫管理」及「知識管理」與「績效」在學術面及實務面的相關性，並探討「專案計畫管理」與「知識管理」的整合模式，而經由本實證研究之結果，提供台灣航空工業廠商各專案計畫者之決策參考，以及提供相關研發單位及學術界人士作為評選參與各專案計畫廠商之參考。
本研究以在台灣從事承製航空工業產品之企業廠商單位，曾參與政府或相關研發單位的各種專案計畫經理人及知識管理部門主管為對象，近乎普查方式進行問卷之實證研究，發送問卷210份，收回問卷為203份，其中無效問卷10份，即有效回收率達91.9%。
研究分析結果顯示：
1. 台灣航空工業係屬於密集人力需求行業。
2. 由差異分析得知：在「知識管理」中以「專業知識影響」及「知識分享關係」等因素之表現最為明顯；在「專案計畫管理」中以「專案控制關係」能力及「關鏈技術關係」等因素之表現最明顯；在「績效」方面，以「績效之低成本高效率導向」及「績效之創新導向」表現最明顯。
3. 「專案計畫特性」與「知識管理」具有顯著的影響。
4. 「知識管理」與「專案管理」的交互作用關係對「專案績效」的影響有顯著的關係。
5. 「知識管理」與「專案管理」的交互作用關係對「專案績效」的影響有顯著的關係。
最後本研究對研究限制提出說明，並對未來後續研究提出若干建議。

In the era of knowledge economy, the environment of the industry and the market changes fast. Enterprises must expand the key competitiveness and competition advantage, utilize key resources to organize the function and tactical directions and improve the operational performance to reach the goals of ever-lasting growth and development of business. Moreover, after the initial development, the products, service, and production procedures would also become more diversified and complex. Industrial competition has also forced a change of the focus from product to knowledge resource. Furthermore, enterprise has recognized “Knowledge Management” as the core of management.
“The Project Plans Management” is a combination of science and art. It is a unique procedure for saving time and the cost, and for improving quality of product or services. In other words, the “Project Plans” must have a clear goal, which can be accomplished under very special circumstances. “Project Plans” can be found readily in the aviation manufacturing industry. Consequently, delineation of the relationship among “Project Plans Management”, “Knowledge Management”, and “Performance” is vitally important for future industry success.
Thus, thesis is intended to investigate the role of these relationships in business growth and development. Furthermore, I also reviewed literature and examined the impacting factors. Further, this research also applied the principle of “evidence-research” to validate the hypothesis. The aims and objectives of this research included:
1. Examine the impact of “Knowledge Management” on the “Business Performance” of the aviation manufacturing industry in Taiwan
2. Examine the impact of “Project Plan Management” on the “Business Performance” of the aviation manufacturing industry in Taiwan
3. From academic and industrial standpoints, examine the relationships among “Knowledge Management”, “Project Plan Management” and “Performance” of the manufacturers of aviation industry in Taiwan.
4. Explore an integrated model of the “Project Plans Management” and the “Knowledge Management”.

5. Through the result of this research, to provide data for decision-making process for the Project Management of the aviation industry in Taiwan.
6. Through the result of this research, to provide useful information for governmental, industrial and academic units in the decision making process.
Subjects of this study were key governmental and industrial administrative personnel in “the Project Plans Management” and “Knowledge Management” divisions. The questionnaire was sent to a total of 210 individuals and among them 203 completed and returned the questionnaire. Ten questionnaires were invalid, resulting a completion rate of 91.9%.
The result shows:
1. The aviation industry of Taiwan is labor-intensive.
2. Statistical analyses show that “Professional Knowledge Influence” and “Knowledge Share Relation” are the most significant impacting factors on the behavior of the “Knowledge Management” whereas “the Relation of Project Plans” and “the Relation of key-chain” are the most significant impacting factors on “the Project plans Management”. Finally, “the Low cost and High Efficiency of Performance Lead” and “Innovation Performance Lead” are the most significant impacting factors on the “Performance”
3. These factors have significant influence on “the Characteristics in Project Plans” and “Knowledge Management”.
4. These factors have significant influence “Knowledge Management” and “Project Performance”.
5. There are significant interactions among “Knowledge Management”, “Project Management” and “project performance”.
Obviously, this research has some limitations. Further studies are needed and suggested.

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