Analysis based on tacit knowledge transfer and sharing of the corporate network culture constructionWord文件下载.docx
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Manystudieshaveshownthatcorporatecultureistheimpactoftacitknowledgefromindividualstoenterprisemobilityisanimportantfactorinthereviewofthistacitknowledgetransferandsharingofrelevantresearch,analysisoftheimpactoftacitknowledgetransferandsharingcultureandvalues,andfinallythatthecompanyshouldbuildthepeople-oriented,mutualtrustandknowledgesharingforthebasicvalues?
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ofcultureandarchitectureforenterprisenetworks,becausemostofthisnewcorporatecultureconducivetothepromotionofpersonalenterpriseandsharingtacitknowledgetransfer.
Intotheeraofknowledgeeconomy,corporatemanagementtoknowledgemanagement,knowledgemanagementistheenterpriseofknowledgeproduction,distribution,dissemination,integration,application,evaluation,andimprovementofthewholeprocessofmanagement,itsessenceisthroughtheexperienceofallemployeesintheenterprise,knowledge,abilityandotherelementsofeffectivemanagement,knowledgesharingandknowledgeofthevalueofthefinalcompletionoftheconversion.corporateknowledgefromtheexplicitknowledge(explicitknowledge)andtacitknowledge(tacitknowledge,alsocalledtacitknowledge)form.enterpriseknowledgemanagementAcoreissueisthetransferoftacitknowledge,mobilityandsharingresearchshowsthatcorporatecultureandsharingoftacitknowledgeintothemechanismhaveanimpact.corporateculturecanbeseenastheindividualvalue-orientedandenterprisevalue-orientedtoolsfitItisthecoreofsustainablecompetitiveadvantageforenterprisestomaintainthevalues?
requiredfortheestablishmentintheknowledgeeconomy,companiesmustestablishandknowledgemanagementtoadapttothenewcorporateculture,topromotetheinternaltransferoftacitknowledge,transformingandsharing.
Thecontentoftacitknowledge
In1958,Polanyiin&
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intheproposedexplicitknowledgeandtacitknowledgetacitknowledgethatheissilent,tacit,andcannotexplaininwordsonlysenseknowledge,fromtheindividualperceptionandunderstandingoftheoutsideworld,allarebasedonunderstandingpeople’sheartstokeepthatindividualmentalmodels.tacitknowledgeisveryvaluable,butitisdifficulttocaptureandlimited,andsomeevendifficulttoexpressinPolanyi,thedifferentscholarsFromadifferentperspectivefortheunderstandingoftacitknowledge.basicallybewidelyacceptedviewisthattacitknowledgeisintheindividualmind,isrelativelysubjective,bothdifficulttoobtain,anddifficulttounderstandandexchangeofknowledge,whichtypeofknowledgeisoftenbasedonunstructuredform.
Transformationoftacitknowledgetransferandresearch
(A)foreignresearchTeece(1977)firstproposedtheideaof?
knowledgetransfer,technologytransfer,hebelievescanhelpcompaniesthroughtheaccumulationofvaluableknowledgeandtopromotetechnologydiffusion,thusnarrowingthetechnologygapbetweenregions.DavenportandPrusarkthatknowledgeistheknowledgefromtheknowledgetransfersourcetransferredtotheorganizationofotherpeopleordepartmentsintheprocess.VitoAlbino(1998),whosummarizedthefourframeworksofknowledgetransfer:
thetransferofthesubject(actors),thetransferofmood(context),thetransferofcontent(content)andthetransferofmedia(media)ofknowledgetransferthroughtheorganizationofthegeographicaldimension,businessdimensionoftheorganizationandfunctionstoreducetheriskdimensionsofuncertainty,getridofsomeoftheproblemsandbarriersnodechains.HolsappleandSingh(2001)proposedaknowledgechain(K-Chain)modelthattheoutputoftheknowledgechainatallstagesofknowledgeistheresultoflearningactivities.IBM’sThomasandHeights(2002)proposedawaytousestorytellingtoachieveandpromotethetransferoftacitknowledgeandconductafieldverificationmethodsintransformationofknowledgewithintheenterprise,theJapanesescholarIkujiroNonakafromtheperspectiveofknowledgetransfertoknowledgetransformation,heproposedthefamousexplicitknowledgeandtacitknowledgeintoeachoftheSECImodel,thatknowledgeandinnovationisbetweenexplicitknowledgeandtacitknowledgespiralprocessofinteraction.
(B)thedomesticresearchXiongdeYong,Jin-sheng(2004)SECImodel,basedontheuseofbionicsandreflectstheproposedmechanismofknowledgetransferandinnovationwithinthemoregeneralmodel:
fermentationmodelthatthemodelrevealsthedifferentelementsofeachprocessSECIinternalcomposition,pointingouttheirimpactfactors.TangchaoYing,ZhouandLiuTengsendin(2004)thattacitknowledgeisanimportantaspectoftechnicalknowledgefortechnologytocatchupwiththecompany,itsabilitytodeterminetheabsorptionoftacitknowledgeoftechnologylearningeffectiveness,andmadeabusinessandtechnicalknowledgetoabsorbtacittheoreticalmodelZhaoTao,whoJinping(2005)bystudyingthekeybusinessprocessesinstagnation,theestablishmentofadynamicextensionoftacitknowledgeflowmodelanalysisoftheenterprisebusinessprocessflowbetweenthetacitknowledgetransfer.OthersincludeZhangP,ZhangChao,Zhangtoo,segmentHingMan,ShiqinFen,MaJieetalstudy.
Affecttacitknowledgetransferandsharingofculturalfactors
Corporatetacitknowledgemanagementisthecoreofthecorporatememoryintheindividualtacitknowledgeintoexplicitknowledgefortheenterprise,inordertoachieveknowledgesharingwithintheenterprisepurpose,andultimatelytoachievetheknowledgeandinnovation.Businessasatacitknowledgecollection,willinevitablyfindwaystoachievethetransferandsharingoftacitknowledge.Fromthecurrentstudy,andsharingtacitknowledgeintocorporateresearchmainlyinvolvestwolevels,firstlevelistheindividualasaknowledgecarrieriswillingtosharewithotherstheirowntacitknowledge;
thesecondlevelonlyimplicitlyaddressedmeansbywhichknowledgetransfer,conversionandshareissue.Therefore,inexploringhowindividualshaveeffectivetransferandsharingoftacitknowledgebeforetheyhavetofacehowtoencourageindividualemployeeswithintheenterpriseiswillingtotransfertheirknowledge.
Individualbehaviorwithintheorganizationwillbetheimpactoforganizationalenvironment,thesame,organizationalenvironmentaffectanindividual’sknowledgetransferbehavior.Intheorganizationalenvironment,cultureisanimportantfactor.Impactonindividualbehaviorwithintheorganization’scultureandvaluefactors,VonKrogh(1998)inthestudyoftheorganization‘care(care)’theimpactoftheknowledgeinnovationfound:
effectiverelationshipsofknowledgecreationwithinthecompanymadeaspecialrequest,donottrusttheorganizationbehavior,sustainedcompetition,giventheimbalancewithaccesstoinformationand‘hadnothingtodo’attitudethreatenstheeffectivesharingoftacitknowledge;
internalconstructiveandmutualassistancewillacceleratethecommunicationprocess.J.ScottHolste(2003)provedbyempiricalstudiesoftrustandknowledgesharingacrosstheorganizationandtherelationshipbetweentheuseofwhichisdividedintothetrustbasedontrustandwillingnesstorecognizeknowledge-basedtrust,knowledgeintoexplicitknowledgeandtacitknowledge.Andthroughempiricalresearchtoprovethatbetweenindividualsbasedontrustandwillingnesstocognition-basedtrustandsharingofexplicitknowledgeandtacitknowledgehasapositivecorrelation.Hsiu-HungWang,LiuYuan(2006)intheanalysisoftacitknowledgeintomechanism,affectthecompanylistedintheeffectoftacitknowledgeinto12factors,amongthem:
lackofincentivesforknowledgeworkerstheincentivemechanism;
lackofgoodcontactandrelationshipsofmutualtrustintheorganization;
lackofknowledgeofhuman-centeredorientedcorporateculture;
individualtacitknowledgeexchangemutualtrustmechanismisnotperfectandsothevalues?
ofthefactorsinvolved.WangXiaoguang,MaFei(2007)inthestudypointedoutthatsocialnetworksplayaroleinknowledgetransfer,theytellthesocialimpactofknowledgetransfernetworkofthethreemechanisms:
reciprocalmechanisms,andinformationexchangemechanismmechanismsmechanismofreciprocity,trustisthepremiseoftheexistenceofthisrelationship,andintheexchangemechanism,companiesdevelopincentiveswillhelppromotetheexchangeofknowledgeoccurs.well,etc.(2005)Rajeev&
amp;
Thmothyinstitutionaltrustmodelisbuiltbasedonbothknowledgesharingtrustmodel,trustthatwillpromotethesharingofknowledge,andknowledgesharingwillpromoteknowledge-sharingeffect.
Therearemanyrelatedresearch,youcanseefromthesestudies,cultureandvalues?
withintheorganizationfactorsthataffectthewillingnessofindividualknowledgetransferandsharingofimportantfactors.Nevertheless,theseparatecorporateculturefromtheperspectiveoftacitknowledgetransferandsharingofresearchnotmuch,butalsonotdeepenough,ofcourse,italsopointedoutintheknowledgeeconomy,thecorporatecultureofanewdirection.
Corporatetacitknowledgeandtheconstructionofnetworkculture
Corporateculturerichincontent,therehasbeennouniformdefinitionofawidelyaccepteddefinitionis:
‘enterprisecultureisthesharedvalues?
andbeliefsmemberstohelpindividualsunderstandthe