施正屏Cheng-Ping Shih, Ph.DPeter Jean Paul2019-08-282011-7-72019-08-282011http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22GN0698860189%22.&%22.id.&http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/85031This paper has five research objectives. Firstly, to measure the effect of Knowledge Management (KM) Strategies on KM Enablers; secondly, measure the effect of KM Enablers on the Knowledge Creation Process (KCP); thirdly, to measure the effect of KCP on the three aspects of Organizational Performance; fourthly, to determine if the degree of T-shaped skills affects Organizational Performance in TaiwanICDF; finally, to determine if there is a significant difference in the three aspects of Organizational Performance due to the four KM Styles formed from KM Strategies. A Quantitative Research design was used. 130 questionnaires were handed out, and 128 valid responses were received. The findings indicate that KM Strategies do have a significant effect on KM enablers, which in turn does have a significant effect on the KCP. KCP also has a significant effect on Innovation, Financial Performance and Customer Satisfaction in TaiwanICDF. The degree of T-shaped skills, as well as the KM Styles adopted, do have significant effects on Organizational Performance. Since this is a Case Study, results may not be generalized to all Non-Profit organizations (NPO’s). This paper shows that it is important that TaiwanICDF pay close attention to the KM Strategies and Enablers that they are using, as this can affect the KCP and indirectly affect the organization’s performance. Also, the degree of T-shaped skills present in the organization can impact all three aspects of the organization’s performance. Using a modified KM Model, this paper attempts to make NPO’s aware of the importance of KM variables to Organizational Performance.知識管理組織績效知識管理策略知識管理啟動知識建立進程Knowledge ManagementOrganizational PerformanceKnowledge Management StrategiesKnowledge Management EnablersKnowledge Creation Process