國立臺灣大學政治科學論叢

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Knowledge  management  (KM)  has  become  a  hot  management  reform  in  thepublic sector.    Taiwan is no exception.    However, while KM is mandated by theExecutive Yuan, there is little empirical research on the adoption or effects of thispublic  management  innovation.    This  paper  reports  the  findings  of  a  nationalsurvey (based on the OECD 2003 KM survey instrument) on the KM practices ofthe central and local governmental agencies in Taiwan.The  results  show  that,  first,  KM  has  been  well  received  and  accepted  by  theTaiwan public managers.    Most respondents indicate that their organizations haveimplemented  KM,  or  plan  to  implement  it  in  three  years.    Secondly,  most  publicmanagers are able to utilize different communication channels to share and collectknowledge useful to their works.    Thirdly, in terms of technological infrastructure,almost all of the public organizations have established their own intranets, and overhalf of them have installed public databases for knowledge management.    On theother  hand,   the   survey   results  also   point   out   several  problems   in   need   ofimprovement,  including  lack  of  incentives  for  undertaking  KM,  not  enoughinvestment in human resource development, and insufficient commitment from thetop.