在全球經濟轉向知識密集的當代，知識管理（Knowledge Management）已成為企業維持核心競爭力的關鍵。然而，過去探討創新準備度的研究，多聚焦於公共部門或醫療護理體系，或側重於實體產品本身的製造準備；相較之下，少有研究深入探討全球跨國高科技企業在高度知識密集的研發中心脈絡下，面對局部跨單位協作流程進行資訊系統整合與自動化優化時的準備狀況。此外，現有文獻多仰賴大樣本的量化路徑分析，較難以捕捉組織成員在面對創新的新工具或流程導入時，其心理安全感、賦權溝通與師徒制如何驅動內隱性與外顯性知識間質性轉換與流動的動態過程。因此，本研究旨在填補以上缺口，探討組織如何透過創新準備及促成要素，驅動知識管理活動之運作，進而創造組織效益。
本研究根據研究目標與文獻探討的結果，所提出之研究架構結合了「創新準備度」（創新策略方針、創新承諾、創新領導力、創新氛圍）、「知識管理促成要素」（資訊科技、組織制度）、「知識管理活動」（知識創造、知識儲存、知識分享、知識應用）及「知識管理成效」（員工能力之提升、知識擷取效率之加速、團隊合作精神之促進、決策品質之提升）。本研究採取「單一個案研究法」，選定全球資訊科技領導廠商 H 公司做為研究對象，透過對該公司關鍵職能主管與內部成員的深度訪談，並輔以公司年報、內部文件等次級資料，進行質性分析與交叉驗證。
本研究所得到的主要結論如下：
一、 企業在推動知識管理時，其創新準備度與促成要素，是由績效導向策略、專門化化科技工具及高度標準化模板所共同打下的重要根基。
二、 企業在推動知識管理時，會透過賦權式溝通來鼓勵員工分享經驗，並藉由範本化機制進行結構化紀錄，以此落實知識從個人層次向組織層次轉化的活動。
三、 企業在推動知識管理時，會透過AI 工具與專利機制、師徒制及使用者反饋，來促進內隱性知識有效轉換為外顯性知識，並達成知識的創造與流動。
四、 企業在推動知識管理時，會藉由個人價值連結與學習導向容錯機制之建立，來強化員工之創新承諾並驅動知識分享氛圍
五、 企業在推動知識管理時，會透過 AI 及自動化工具之應用並結合科學化的決策，來將知識管理活動轉化為提升團隊向心力與競爭優勢之最終成效。
六、 企業在推動知識管理時，會藉由「數據驅動」連結「資源配置」之機制，來強化組織決策的科學性與創新韌性，以建立持續性的競爭優勢。
本研究主要的學術貢獻，包括：
一、 本研究確立「創新準備度」做為知識管理活動先行變數之理論連結。
二、 本研究建構資訊科技產業「動能—骨幹—文化—實踐—產出」知識管理遞進模型。
三、 本研究擴展生成式 AI 環境下隱性知識轉化與即時知識化之理論應用。
本論文最後並提出實務上與後續研究上的建議。

In the contemporary era where the global economy is shifting toward knowledge-intensiveness, Knowledge Management has become the key for enterprises to maintain core competitiveness. However, past research exploring innovation readiness has mostly focused on the public sector or healthcare systems, or emphasized the manufacturing readiness of physical products themselves; by contrast, few studies have deeply explored the readiness of global multinational high-tech enterprises within the context of highly knowledge-intensive R&D centers when facing information system integration and automation optimization for local cross-unit collaboration processes. Furthermore, existing literature mostly relies on large-sample quantitative path analysis, making it difficult to capture the dynamic process of how organizational members' psychological safety, empowered communication, and mentorship drive the qualitative conversion and flow between tacit and explicit knowledge upon the introduction of new innovative tools or processes. Therefore, this study aims to fill the aforementioned gaps by exploring how organizations drive the operation of knowledge management activities through innovation readiness and enablers, thereby creating organizational benefits.
Based on the research objectives and the results of the literature review, the proposed research framework integrates "Innovation Readiness" (Innovation Strategy and Direction, Innovation Commitment, Innovation Leadership, Innovation Climate), "Knowledge Management Enablers" (Information Technology, Organizational Systems), "Knowledge Management Activities" (Knowledge Creation, Knowledge Storage, Knowledge Sharing, Knowledge Application), and "Knowledge Management Performance" (Improvement of Employee Ability, Acceleration of Knowledge Retrieval Efficiency, Promotion of Teamwork Spirit, Enhancement of Decision-making Quality). This study adopts the "single case study method," selecting H Company, a global leader in information technology, as the research subject. Through in-depth interviews with key functional managers and internal members of the company, supplemented by secondary data such as annual reports and internal documents, qualitative analysis and cross-verification were conducted.
The conclusions obtained from this study are as follows:
1. When enterprises promote KM, their innovation readiness and enablers are grounded in the important foundations laid by performance-oriented strategies, specialized technical tools, and highly standardized templates.
2. In promoting KM, enterprises encourage employees to share experiences through empowered communication and conduct structured recording via templatized mechanisms, thereby implementing activities that transform knowledge from the individual level to the organizational level.
3. Enterprises promote the effective conversion of tacit knowledge into explicit knowledge and achieve the creation and flow of knowledge through AI tools and patent mechanisms as well as mentorship and user feedback.
4. By establishing a connection to personal value and learning-oriented fault-tolerance mechanisms, enterprises strengthen employees’ innovation commitment and drive a knowledge-sharing climate.
5. Enterprises transform KM activities into a final performance of enhanced team cohesion and competitive advantage through the application of AI and automation tools combined with scientific decision-making.
6. Through the mechanism of linking "data-driven" insights to "resource allocation", enterprises enhance the scientific nature of organizational decision-making and innovation resilience to establish a sustainable competitive advantage.
The primary academic contributions of this study include the following:
1. Establishing a theoretical link that positions "innovation readiness" as an antecedent variable for knowledge management activities.
2. Constructing a progressive knowledge management model for the information technology industry, formulated as "Dynamics—Backbone—Culture—Practice—Output".
3. Expanding the theoretical application of tacit knowledge transformation and real-time knowledge institutionalization within generative AI environments.
Finally, this study offers practical recommendations along with suggestions for future researchers.

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