Analysis based on tacit knowledge transfer and sharing of the corporate network culture construction.docx

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Analysis based on tacit knowledge transfer and sharing of the corporate network culture construction.docx

Analysisbasedontacitknowledgetransferandsharingofthecorporatenetworkcultureconstruction

Analysisbasedontacitknowledgetransferandsharingofthecorporatenetworkcultureconstruction

PaperKeywords:

tacitknowledgeandsharingoftacitknowledgeintothecorporatenetworkculturePaperAbstract:

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?

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requiredfortheestablishmentintheknowledgeeconomy,companiesmustestablishandknowledgemanagementtoadapttothenewcorporateculture,topromotetheinternaltransferoftacitknowledge,transformingandsharing.

Thecontentoftacitknowledge

In1958,Polanyiin<<personalknowledge>>intheproposedexplicitknowledgeandtacitknowledgetacitknowledgethatheissilent,tacit,andcannotexplaininwordsonlysenseknowledge,fromtheindividualperceptionandunderstandingoftheoutsideworld,allarebasedonunderstandingpeople’sheartstokeepthatindividualmentalmodels.tacitknowledgeisveryvaluable,butitisdifficulttocaptureandlimited,andsomeevendifficulttoexpressinPolanyi,thedifferentscholarsFromadifferentperspectivefortheunderstandingoftacitknowledge.basicallybewidelyacceptedviewisthattacitknowledgeisintheindividualmind,isrelativelysubjective,bothdifficulttoobtain,anddifficulttounderstandandexchangeofknowledge,whichtypeofknowledgeisoftenbasedonunstructuredform.

Transformationoftacitknowledgetransferandresearch

(A)foreignresearchTeece(1977)firstproposedtheideaof?

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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?

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ofthefactorsinvolved.WangXiaoguang,MaFei(2007)inthestudypointedoutthatsocialnetworksplayaroleinknowledgetransfer,theytellthesocialimpactofknowledgetransfernetworkofthethreemechanisms:

reciprocalmechanisms,andinformationexchangemechanismmechanismsmechanismofreciprocity,trustisthepremiseoftheexistenceofthisrelationship,andintheexchangemechanism,companiesdevelopincentiveswillhelppromotetheexchangeofknowledgeoccurs.well,etc.(2005)Rajeev&Thmothyinstitutionaltrustmodelisbuiltbasedonbothknowledgesharingtrustmodel,trustthatwillpromotethesharingofknowledge,andknowledgesharingwillpromoteknowledge-sharingeffect.

Therearemanyrelatedresearch,youcanseefromthesestudies,cultureandvalues?

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withintheorganizationfactorsthataffectthewillingnessofindividualknowledgetransferandsharingofimportantfactors.Nevertheless,theseparatecorporateculturefromtheperspectiveoftacitknowledgetransferandsharingofresearchnotmuch,butalsonotdeepenough,ofcourse,italsopointedoutintheknowledgeeconomy,thecorporatecultureofanewdirection.

Corporatetacitknowledgeandtheconstructionofnetworkculture

Corporateculturerichincontent,therehasbeennouniformdefinitionofawidelyaccepteddefinitionis:

‘enterprisecultureisthesharedvalues?

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andbeliefsmemberstohelpindividualsunderstandthe

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