| As we enter the 21st century, mankind also enters the knowledge society. In the society of the knowledge economy, value creation of corporations and realization of equity no longer depends on the company's machinery, plant and other fixed assets, but rather on how to explore the use of and control the knowledge of human resources. At the same time, the relationship between enterprises and employees is changing; increasing individualism (i.e. freelance work) challenges the previous trend, along with the reality of globalization and the rise of organized rapid development of electronic communication technology challenges. The company's capital management is also undergoing changes in its financial and physical capital due to the attention given to the wider changes noted by human capital management experts. Many well-known multinational companies have thus developed a unified leadership of the enterprise knowledge management change, or "Knowledge Officer" (Chief Knowledge Officer, CKO) posts to improve their competitiveness. For individuals, realizing their own value and future development is no longer dependant on the accumulation of material wealth, but depends heavily on how they exploit their ability to learn how to map, assess, manage and promote their own personal knowledge capital.On the other hand, with the emergence of the concept of Web2.0 and the prevalence of the Internet, the world is quietly changing. With this idea of "the more users, the better services" as the key principle of technological progress connecting users at the very edges of the network, the user's own use has been valued which is unprecedented. Living in such a vast ocean of information, knowledge competition has intensified. Coupled with rapid social changes, to update their knowledge faster, IKWs (Individual Knowledge Workers) need to keep multiple terminals open (eg PC, mobile phone, PDA) with others together with knowledge of the capture, acquisition, classification, location and distribution of this knowledge (information). There's too much information, too many choices, and too much education of information and knowledge, but there is conversely no satisfactory instruction on how to use that information or how to create.An IDC (International Data Corporation) study shows that 90% of the work done by knowledge workers when required to create a document is merely duplication of work because the knowledge already exists (either in-house or outside the organization). In fact, the knowledge workers themselves know this since most of the time, they find it simpler to re-draft than to search for a pre-existing document. Another study shows that for knowledge workers,1/3 of the time spent searching is for information they never find. An important reason for this inefficiency is the lack of effective personal knowledge management skills. There are countless tools, technologies, and knowledge storage points which lead us to knowledge acquisition, but the ways and means of storage are extremely scattered, ultimately affecting productivity. Personal Knowledge Management allows each knowledge worker to create their own core competencies and improve their means of effectively managing their own knowledge in their favor in the workplace and thus to ultimately improve themselves.This thesis on the Web 2.0 network and the status of PKM was analysed based on the application of the characteristic principles of Web 2.0 and PKM to a PKM system built upon the Google services platform; then a trial was conducted and subsequently analysed. The thesis is divided into five parts:The first part introduces the research background and recent status of PKM; the second part analyses personal knowledge management in the current situation; the third part analyses the existing personal knowledge management system, constructed with Google as a platform for a personal knowledge management system; the fourth part analyses the trial conducted based on this system and its effect; The fifth part offers a summary of the full text. |
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