摘要：The transition from an industrial era to the era of new economy broughtabout fundamental changes in socio-economic structures that make organizationsincreasingly attentive towards the issue of knowledge (Strojny 2000).Organizations realized that, as one of the ways leading to the expansion oforganizational capacity, knowledge management is a major determinant to theircompetitiveness (Little et al. 2002; Stankiewicz 2006).However, an organization’s success depends not on the amount of knowledgeit has amassed, but on how skilful it is in utilizing its resources. G. Probst, S. Raub,and K. Romhardt observed that, because of skepticism towards or disregard ofknowledge management, most firms “become aware of their strategic knowledgeresources only when they have sold part of the assets, outsourced some of theircompetencies to other firms, or when they have lost some of their knowledge withdeparting key staff, etc.” Probst et al. describe knowledge management as a sumof “all initiatives and tools supporting processes which are necessary to locate,acquire, develop, share, and disseminate, measure, and define the appropriateknowledge resources in the firm” (Probst et al. 2004).
