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This paper aims to study the correlation between knowledge management (KM) enablers and performance indices of KM.

Referring to the literature reviews, it attempts to construct the KM process performance index, analyze its importance, and further analyze a company's characteristics, the relationship between KM enablers with the importance of the KM process performance index, and try to adopt four KM enablers as independent variables. Lastly, it intends to explore whether the relationship between the importance of the KM process performance and financial performance indices affects the importance of the financial performance index.

Among KM enablers, the factor strategy and leadership appears to be one of the most significant positive relationships among all of the KM process performance indices. The importance of performance indices in knowledge creation and knowledge internalization on the operational and customer sides show a positive, significant relationship in the importance of the financial performance index.

With the constraint of the number of samples, this study does not construct the KM process performance indices of every industry category or strategy.

The main contribution of the paper is that it explores the causes that influence KM process performance indices, and this enriches empirical research literatures in the domain of the KM process performance indices.

With the fast growth of the internet, the development of industry portals for SMEs is becoming an increasingly important issue of economic growth. However, designing and developing efficient portals is not easy, and how to evaluate industry portals' performance has not yet been convincingly demonstrated. To address this gap, this paper aims to propose a framework.

The framework uses the analytic hierarchical process and incorporates both experts' and users' judgments into the performance evaluation process. It also employs three different objectives for performance evaluation including data quality, technology acceptance, and knowledge distribution. An exemplary case is given to demonstrate the proposed framework by empirically assessing an industry portal project, developed by Small and Medium Enterprise Administration, Ministry of Economic Affairs, Taiwan.

The proposed framework can enable industry associations to become more familiar with the nature and scope of portal performance evaluation.

Develops a framework which addresses the practical aspect of portal evaluation in terms of multiple objectives and involvement.

To analyze the crucial role that enablers play in carrying out knowledge management within the enterprise.

This research uses the method of a case study and has directed the survey on Advanced Semiconductor Engineering, Inc. (ASE) and VIA Technologies, Inc. (VIA). It is anticipated through the case study of these two companies that it will be possible to verify the finding of enablers concluded by other papers, thus showing the inter‐relationship between theory and business.

It is found that among the enablers: on the part of strategy and leadership; obtaining top managements' support is most important; among organization culture enablers is the forming of an atmosphere and culture of sharing is most important but needs to be supplemented by informational technology; among people enablers, other than training courses and channels that provide learning, employee incentive program is one of the executing key factor; and among informational technology enablers, other than the digitization of documents, the function of speedy search of information for its re‐use is becoming more and more important.

The result of this study not just validates theory with reality; it also provides a reference for the academia as well as the business field.

This paper has discovered that establishing a dedicated unit for implementing knowledge management is also one of the key enablers. Its role does not just stop at managing knowledge, but instead it plays the role of furthering knowledge management by taking on the duty of assisting and coordinating different departments in their communication.