基于隐性客户知识管理的企业价值提升策略

随着客户中心时代与知识经济时代的到来，隐性客户知识管理对企业价值提升意义重大。隐性客户知识所具有的垄断性。难以复制性，增殖性及不可等效替代性等特点构成企业价值提升的前提与基础。企业应该扶拓宽隐性客户知识获取渠道、建立隐性客户知识的有效转化机制以及加强企业信息化建设等方面采取具体策略来提升企业价值。     

客户关系管理中客户需求知识建模研究

论文从客户价值角度,分析了客户需求特性,提出需求目标,需求情形和需求强度是影响客户显性与隐性需求形成和差异的主要要素,据此构建了客户需求问题求解知识的语义模型,以及基于"规则 框架"的客户需求知识表达模式。     

一种经验型隐性知识表征及获取方法研究

在分析和总结现有隐性知识获取方法及存在问题的基础上,提出了一种面向决策的经验型隐性知识的概念,给出其形式化定义和表征方法,进而提出面向决策的经验型隐性知识"两阶段法"获取方法,可以完成从"专家头脑中的隐性知识-初始状态隐性知识-结构化隐性知识"的知识转化及获取过程。以工厂设施规划为例,验证经验型隐性知识获取方法的合理性和有效性。     

以知识管理绩效评价促进隐性知识的共享

知识管理的效用被国内外越来越多的企业认同和重视,而其中隐性知识的共享是促进知识开发利用的关键,也是企业更好的实施知识管理的关键。了解隐性知识共享的价值可以让企业对隐性知识管理更加重视,而通过对隐性知识的绩效评价可以量化知识共享的价值,从而更有效的实现隐性知识共享。本文基于影响隐性知识共享的制约因素,从知识管理绩效评价的角度探讨了促进隐性知识共享的具体对策。     

隐性知识与核心竞争力

知识管理理论认为,决定企业核心竞争力的是企业的知识以及与知识密切相关的知识管理能力;隐藏在员工头脑中的隐性知识对保持企业竞争优势具有重要的意义。本文对隐性知识和核心竞争力的关系进行了深入研究,提出隐性知识是核心竞争力的主要来源,核心竞争力具有隐性知识的特征;同时就如何开发企业隐性知识提高企业的核心竞争力,提出了相应的策略。     

服务传递过程中员工隐性知识的获取

服务产品的交互性特征决定了员工在服务传递过程有着大量隐性顾客知识的转移。通过从个人层面关注服务企业的隐性顾客知识获取,文章构建了一个服务传递过程中隐性顾客知识获取的模型,分析了服务员工分别以直接和间接两种不同渠道获取隐性顾客知识的机理,并且针对服务员工在服务传递过程中进行隐性顾客知识获取的各种障碍提出了对策。     

控制,吸收能力与知识转移——基于离岸IT服务外包业的实证研究

离岸IT服务外包是一个知识密集过程,从海外客户到国内供应商的有效知识转移是成功的关键。然而,针对客户的不同控制模式和供应商的吸收能力对显性和隐性知识转移的不同影响,以及这两种知识转移对绩效影响的实证研究还极其有限。本文基于一项问卷调查,发现客户的正式控制对显性知识转移的影响比非正式控制的作用更强。隐性知识转移比显性知识转移更依赖于供应商的吸收能力,显性知识转移对隐性知识转移有积极促进作用。研究还显示,正式控制对离岸IT服务外包绩效有直接影响,但知识转移对外包绩效的影响并不显著。     

基于隐性知识的企业核心竞争力分析与提升策略

建立和提升核心竞争力是企业获取长期竞争优势的唯一途径.本文较全面地分析了基于隐性知识的企业核心竞争力;并结合中国的实际状况,从五个方面较详细的探讨了基于隐性知识的企业核心竞争力的提升策略.     

企业知识型员工的隐性知识挖掘

知识型员工已经成为企业竞争的重点,其掌握的隐性知识有助于企业进行创新,实现企业价值。因此如何更好的挖掘知识型员工的隐性知识为企业所用,从而提高企业的核心竞争力是知识管理的趋势,本文就知识型员工隐性知识及其特点、知识型员工隐性知识挖掘的障碍进行了探讨,并提出了有利于隐性知识挖掘的激励机制、企业文化、交流平台等策略。     

企业电子商务与CRM的整合

随着电子商务的发展,企业的营销模式和管理理念在不断发生变革,“以客户为中心”已经成为电子商务企业的经营策略,CRM系统是这一经营策略的保证。CRM与电子商务的整合是企业战略规划的重要任务,CRM是电子商务成败的关键。本文分析了基于电子商务的客户关系管理(E-CRM)的特点,介绍了E-CRM的实施策略。     

竞争驱动战略转型的人力资本视线研究——以天津中小制造业企业为例

转型升级阵痛中的中国制造业企业，唯有基于人力资本"视线"实施差异化战略、推进激进式创新，才能变革成功，进而在激烈市场竞争中存活下来并形成核心竞争力。以天津市各大工业园区154家中小制造业企业的问卷调查数据为样本，采用结构方程模型对制造业企业创新逆驱战略转型的人力资本"视线"进行统计检验。结果显示，战略层面的"视线"有一个：外部环境竞争性、差异化战略、激进式创新与企业绩效。资源层面"视线"有两个：差异化战略、HRM系统、人力资本、渐进式创新、激进式创新与企业绩效；差异化战略、HRM系统、知识共享与企业绩效。这三条"视线"为中国制造业企业指明了战略转型、创新变革的具体方向。     

两级供应链中订货延迟的影响分析

基于报童模型,在1个供应商和2个零售商组成的供应链系统中,建模分析了零售商实行订货延迟策略对自身、供应商和供应链系统的利润影响,得出了它们各自的订货时机偏好,并根据服务水平描绘了供应商和零售商的订货偏好区域分布图,由此得到零售商订货时的Pareto最优区域。研究结果表明,在通常情况下供应商希望零售商预订,而零售商喜欢延迟订货,这和现实情况是相符的。结果还表明,在某些情况下零售商延迟订货对自身有利,但对系统不利;当供应商服务水平较高时,零售商延迟订货对自身、对系统都有利。     

Application and evaluation of packaging postponement strategy to boost supply chain responsiveness: a case study

The purpose of this study is to demonstrate how packaging postponement can be effectively leveraged in a dynamically changing diverse retail market where responsiveness is key. The study also guides about the empirical evaluation of how packaging postponement affects the performance in the sanitary pads supply chain by considering operating measures. The focal company belongs to the Indian Fast Moving Consumer Goods sector, hygiene products category. It examines the measures that are critical to a responsive supply chain and presents a comparative analysis of selected measures before and after implementation. The findings illustrate that the packaging postponement not only improves competitive advantage but also significantly contributes to improving product proliferation and supply chain responsiveness. The study provides understanding of drivers and obstacles for packaging postponement strategy with operational insights about ‘how-to’ implement. Most of modelling-based research studies justify the adoption of postponement through savings in inventory only and underplay on other operating measures. While justifying, studies emphasise ‘form’/manufacturing aspects and underestimate the packaging aspects of postponement. This paper addresses these gap areas by systematically highlighting prerequisites and demonstrates the benefits of adopting a packaging strategy to handle variety and responsiveness in an emerging economy.     

Analysis of postponement strategy by EPQ-based models with planned backorders

This paper develops economic production quantity (EPQ)-based models with planned backorders to evaluate the impact of the postponement strategy on a manufacturer in a supply chain. We derive the optimal total average costs per unit time for producing and keeping n end-products in a postponement system and a non-postponement system, respectively. By comparing the optimal total average costs of the two systems, we evaluate the impact of postponement on the manufacturer under four circumstances. Our results show that postponement strategy can give a lower total average cost under certain circumstances. We also find that the key factors in postponement decisions are the variance of the machine utilization rates and the variance of the backorder costs.     

Manufacturing Practices and Strategy Integration: Effects on Cost Efficiency,Flexibility, and Market‐Based Performance

Manufacturing plant managers have sought performance improvements through implementing best practices discussed in World Class Manufacturing literature. However, our collective understanding of linkages between practices and performance remains incomplete. This study seeks a more complete theory, advancing the idea that strategy integration and enhanced manufacturing capabilities such as cost efficiency and flexibility serve as intermediaries by which practices affect performance. Hypotheses related to this thesis are tested using data from 57 North American manufacturing plants that are past winners and finalists in Industry Week's“America's Best” competition ( Drickhamer, 2001 ). The results suggest that strategy integration plays a strong, central role in the creation of manufacturing cost efficiency and new product flexibility capabilities. Furthermore, strategy integration moderates the influences of product‐process development, supplier relationship management, workforce development, just‐in‐time flow, and process quality management practices on certain manufacturing capabilities. In turn, manufacturing cost efficiency and new product flexibility capabilities mediate the influence of strategy integration on market‐based performance. These findings have implications for practice and for future research.     

云制造创新生态系统知识共享激励的演化博弈分析

为了有效解决云制造创新生态系统知识共享不通畅的问题,分析不同情况下,关键因素对创新主体策略选择的影响及演化路径。基于有限理性和利益最大化原则,运用演化博弈理论,分析云制造服务集成商与供应商在知识共享激励过程中的策略选择,得出不同参数限制条件下的演化均衡策略,并对知识共享激励这一动态合作过程进行演化稳定性分析。研究表明：①云制造服务集成商的知识存量转化的收益、知识共享意愿、对供应商的信任程度、激励成本越大,云制造服务供应商的知识吸收能力越大,系统越倾向于向(不激励,参与)的路径演化;②云制造服务供应商的知识共享成本越大,系统越倾向于向(激励,不参与)的路径演化;③云制造服务供应商缴纳的罚金越大,系统越倾向于向(激励,参与)的路径演化。依据以上研究结论,提出了一些提升云制造创新生态系统知识共享绩效的对策建议,为云制造创新生态系统成员间的知识共享提供了理论指导。     

The impact of knowledge management and strategy configuration coherence on SME performance

According to recent literature, effective knowledge management should be coherent and based on the firm’s strategy. Prior empirical research, in contrast, tries to evaluate the impact of knowledge management initiatives directly on performance but finds inconsistent results and not allows the understanding of knowledge management contribution to competitive advantage generation. In this study we aim to investigate the impact of knowledge management and strategy configuration coherence on SMEs innovation and organizational performance through a quantitative analysis carried out on a sample of 60 manufacturing SMEs in northeast Italy. Our findings reveal that a significant coherence exists between knowledge management and strategy configurations. Most of the SMEs with a prospector and defender strategy adopt, in turn, an aggressive and conservative knowledge management. Moreover, we find that such coherence has a significant impact on the overall performance. This is particularly interesting since it suggests that the inconsistency in the results of prior studies on the impact of knowledge management on performance (Kalling in J Knowl Manag 7(3):67–81; 2003) may be due to the lack of consideration of knowledge management and strategy configuration coherence.     

A NUMERICAL ANALYSIS OF CAPACITATED POSTPONEMENT

Customer satisfaction can be achieved by providing rapid delivery of a wide variety of products. High levels of product variety require correspondingly high levels of inventory of each item to quickly respond to customer demand. Delayed product differentiation has been identified as a strategy to reduce final product inventories while providing the required customer service levels. However, it is done so at the cost of devoting large production capacities to the differentiation stage. We study the impact of this postponement capacity on the ability to achieve the benefits of delayed product differentiation. We examine a single‐period capacitated inventory model and consider a manufacturing system that produces a single item that is finished into multiple products. After assembly, some amount of the common generic item is completed as non‐postponed products, whereas some of the common item is kept as in‐process inventory, thereby postponing the commitment to a specific product. The non‐postponed finished‐goods inventory is used first to meet demand. Demand in excess of this inventory is met, if possible, through the completion of the common items. Our results indicate that a relatively small amount of postponement capacity is needed to achieve all of the benefits of completely delaying product differentiation for all customer demand. This important result will permit many firms to adopt this delaying strategy who previously thought it to be either technologically impossible or prohibitively expensive to do so.     

大量定制环境下基于延迟制造的多级供应控制模型研究

针对大量定制环境下延迟制造活动的特点,提出将客户订单分离点(CODP)前移到供应商流程内部实现供应延迟,给出了基于延迟制造的多级供应控制生产计划模型,研究了面向多级供应控制的物料清单(BOM)和产品设计问题。     

Mitigating the effect of risk conditions on supply disruptions: the role of manufacturing postponement enablers

While previous published studies have evaluated the drivers of supply disruptions, only a few have empirically investigated the role of manufacturing postponement enablers as mitigating practices. This work explores the complex interaction between supply disruptions (i.e. supplier failure, purchase unavailability), risk conditions (i.e. antecedents that positively influence the probability and severity of supply disruptions) and manufacturing postponement enablers (i.e. product and process modularity). Specifically, we aim at understanding ‘when’ manufacturing postponement enablers should be adopted the most and ‘if’ their adoption can fully mitigate the effect risk conditions exert on supply disruptions’ probability and severity. To achieve our objective, we developed a conceptual model, and we tested it using survey data from 54 Italian manufacturing companies. The results show that supply market difficulty and technological uncertainty imply a higher probability and severity of disruptions associated with supplier failure and purchase unavailability. Most importantly, we provide evidence of the role played by product and process modularity in fully mitigating the effect of technological uncertainty on supply disruptions.