Because of the increasing interests

Because of the increasing interests on knowledge management (KM), various researches have been accomplished [1,
9, 12, 13, 27, 29, 31, 32, 42, 46]. Many conceptual research frameworks have been proposed and empirical researches
are required to provide practical benefits. However, most current empirical researches have dealt with the relationship
of knowledge management enablers, processes or performance in isolation; some researches have focused on the
relationship between knowledge management enablers and knowledge management processes [33, 43], and others have
concentrated on the relationship between knowledge management enablers and organizational performance [5, 14, 40].
Accordingly, an integrated view of knowledge management is missing and how to perform knowledge management to
improve organizational performance is not clear.
In order to alleviate these limitations of the previous research, this study analyzes the previous empirical studies and
finds their relationships. An integrated empirical research model is built by incorporating knowledge management
processes into organizational performance. This model is tested empirically to investigate the relationship between
knowledge management processes and enablers such as organizational structure, culture, and information technologies.
The correlation between knowledge management processes and organizational creativity is also identified. Both non
financial and financial performance measures are adopted to measure the impact of knowledge management. The
emphasis is on the creation process among knowledge management processes, because knowledge creation emerges as
one of the most important and widespread practical management issues in 1990s [25, 27, 31, 32, 37, 43, 49].