美国企业的两种知识管理模式——结合实例的分析

本文首先列举了四组实例,旨在对比说明西方企业盛行的两种知识管理模式：编码管理模式和人物化管理模式。然后,对这两种模式进行了经济学对比分析。最后一部分是关于企业应如何选择知识管理模式的探讨。     

Effects of knowledge management strategy on organizational performance: A complementarity theory-based approach

The extant research investigating the relationship between knowledge management (KM) strategies and organizational performance has yielded inconclusive results. Our paper revisits this research problem by drawing on complementarity theory from Economics. The empirical segment of our work is based on data on KM strategies and organizational performance from a sample of 131 Korean firms. Our results suggest three types of relationship among KM strategies: non-complementarity, and non-critical symmetric complementarity, and asymmetric complementarity. Integrating explicit-oriented with tacit-oriented KM strategies showed non-complementarity, which suggests a drag on obtaining higher levels of organizational performance. Our analysis of KM strategies based on KM source shows that companies could benefit from KM by implementing external-oriented or internal-oriented strategy. Combining the tacit-internal-oriented and explicit-external-oriented KM strategies indicates a complementarity relationship, which implies synergistic effects of KM strategies on performance.     

知识的分类及其管理

知识管理是一个寻求数据和信息处理能力与员工的创造和革新能力协作组合的组织过程,其目的是为了提高企业应付外界环境变化的适应、生存和竞争能力。但是,由于知识具有多样性、复杂性和动态性等特征,试图通过一种模式来实施对知识的有效管理是不现实的,也是不可能的。企业要有效地管理知识,应在对企业知识进行分类的基础上,根据企业的经营目标,采取相应的管理策略,因此归纳了5种分类方法显性知识和隐性知识、内部知识和外部知识、个人知识和组织知识、实体知识和过程知识、核心知识和非核心知识,并时各种分类提出了相应的管理策略。     

Knowledge management challenges in new business development: Case study observations

This paper's focus is on the knowledge management challenges that come along with technology-based new business development (NBD). NBD thrives upon the exploration of knowledge, under radical uncertainty. Furthermore, existing knowledge may both enable and constrain the radical innovation process. These characteristics make the dominant approach of knowledge management – focusing on codifying, collecting and distributing knowledge – unsuited for NBD. We suggest that knowledge management can enhance NBD by focusing on experimenting, monitoring and integrating knowledge. This is illustrated by case study observations of radical innovation processes.     

Optimal knowledge outsourcing model

Every organization controls its investments in the development and maintenance of internal knowledge (IK) as opposed to outsourcing this effort, namely, consuming external knowledge (EK). A number of factors involved in this decision, such as the IK learning curve, its associated holding cost, value deterioration rate, value of future IK or cost of purchasing EK. This study proposes a dynamic optimal control model for examining the properties of this problem. Optimal control strategies and steady-state conditions are identified for a number of special cases. Some insightful observations are obtained by studying the solution sensitivity to the underlying assumptions.     

Knowledge management in consultancy-involved process improvement projects: cases from Chinese SMEs

Abstract

Knowledge management (KM) is considered as an effective strategy to improve organizational performance. In its application to small and medium enterprises (SMEs), resource constraints mean that exploitation of knowledge from external sources is often needed. This study explores practical KM issues encountered by Chinese SMEs when working with management consultants to introduce new business improvement practices. A comparative case study is conducted focusing on two consultancy-involved process improvement projects in Chinese manufacturing SMEs. The case results suggest a clear KM strategy is needed at the outset of the project and SME managers and employees need to play a proactive role in the learning and adoption of new knowledge. The research is novel in that it is the first study to explore knowledge management and the notion of liminality within the context of consultancy-involved Chinese SME improvement projects. The paper culminates with two research propositions that require further empirical study.     

A process model of establishing knowledge management: Insights from a longitudinal field study

This paper contributes to the discussion on how to manage knowledge in organizations. Taking a perspective which acknowledges the importance of, but does not privilege, IT as the decisive element, it reports the results of a study investigating the process of establishing as opposed to conducting knowledge management. Based on a grounded theory approach to the analysis of the empirical data, a model of establishing knowledge management in organizations is developed. The model emphasizes how the organizational members make sense of the action and behavior of management, and how this understanding influences their own perceptions and actions in the process of establishing knowledge management. This leads to an understanding of knowledge management as an autonomous venturing process. The model is then used to suggest an explanation of why establishing knowledge management was not successful in the case which was investigated. Conclusions are provided on how the model can be further exploited for studying and improving the practice of knowledge management.     

Managing Knowledge Creation in High‐Tech R&D Projects: A Multimethod Study

R&D projects in high‐tech organizations bring together diverse knowledge domains to quickly develop new products and processes. The fast‐paced context of high‐tech organizations makes it challenging to create new knowledge and solve complex problems. Managing these R&D projects requires understanding both the mechanisms and the type of knowledge created to achieve project objectives. This research conducts a two‐phased multimethod study to understand knowledge creation in high‐tech R&D projects. The first phase uses qualitative data to develop a theory on knowledge creation in R&D projects. The second phase involves a survey that collects data from R&D projects to test the theory. Results from the case study find that R&D projects benefit from two types of knowledge – objective and intuitive. The case analyses show that intuitive and objective knowledge creation in high‐tech organizations occurs by creating not only diverse but also psychological safe project teams. The large‐scale survey finds that team diversity positively influences objective knowledge creation while psychological safety affects intuitive knowledge creation. Surprisingly, the results show that team diversity negatively affects intuitive knowledge creation. A post hoc analysis takes a more granular look at diversity and shows that different kinds of diversity have different effects on knowledge creation. This helps to better explain how to manage innovation across boundaries. Finally, the analysis shows that both objective and intuitive knowledge influence R&D project performance. Taken together, these results help explain how to manage innovation across functional boundaries to create knowledge and enhance R&D project performance.      

Exploring the antecedents of potential absorptive capacity and its impact on innovation performance

This paper builds upon the theoretical framework developed by Zahra and George [Absorptive capacity: a review, reconceptualization, and extension. Academy of Management Review 2002;27:185–203] to empirically explore the antecedents of potential absorptive capacity (PAC), i.e. the ability to identify and assimilate external knowledge flows. Based on a sample of 2464 innovative Spanish firms, we find evidence that R&D cooperation, external knowledge acquisition and experience with knowledge search are key antecedents of a firm's PAC. Also, during periods of important internal reshaping, when there are significant changes in strategy, design of the organization and marketing, firms exert more effort to accumulate PAC. Finally, we find that PAC is a source of competitive advantage in innovation, especially in the presence of efficient internal knowledge flows that help reduce the distance between potential and realized capacity.     

Managing knowledge in supply chains: a catalyst to triple bottom line sustainability

Abstract

Sustainable supply chain management (SSCM) and knowledge management’s (KM) positive role in improving supply chain development and performance have both attracted attention in recent years, the former arguably stimulated by the triple bottom line (TBL). Despite the positive development, there is a paucity of theoretical and empirical studies identifying the broad capabilities that affect a firm’s ability to simultaneously pursue economic, environmental and social success. We use the natural-resource-based (NRBV) and knowledge-based (KBV) views to develop a series of propositions linking KM capability to strategic and operational supply chain sustainability and competiveness and test their veracity with practicing managers (n?=?275). We offer a systematic analysis of KM’s role in the development of SSCM. The findings confirm the credibility of the theoretical propositions and identify how different KM processes specifically facilitate strategic or operational development of SSCs. We provide researchers with a framework to guide future research at the KM/TBL nexus.     

企业知识内部转移:模式、影响因素与机制分析

知识是企业的核心资源,它只有在企业内部不断转移才能产生更大的价值。本文分析了企业知识转移的三种理论模式,以及影响企业知识内部转移的因素,并探讨了如何建立企业知识内部转移的机制。     

Density-dependent strategic action: Outcomes of structural market commitment in the global integrated circuit industry

This study develops theory regarding organizational survival and technology management in global, technology-intensive industries. Findings indicate that ecological effects on survival localize to the level of separate international markets as an industry becomes global. How firms structurally participate in these markets moderate these ecological forces. Strategic choices about technology management, such as centralized versus decentralized manufacturing and R&D operations, help firms “crack” densely packed markets. The developed theory is tested with firm-level data on the structure and international presence of all organizations in the worldwide population of integrated circuit manufacturers, from 1961 to 1994.     

Systematisierung der Erfolgsfaktoren von Wissensmanagement auf Basis der bisherigen empirischen Forschung

Zusammenfassung  Der vorliegende Beitrag leitet aus einer umfassenden Bestandsaufnahme der empirischen Forschung zum Wissensmanagement einen Bezugsrahmen der Erfolgsfaktoren ab. Ziel ist die Zuordnung der identifizierten Erfolgsfaktoren zu übergeordneten Aggregationsniveaus (Untersuchungsfelder, Kategorien und Dimensionen) und damit die Reduzierung von Komplexit?t und Systematisierung der bisherigen Befunde. Weiterhin sollen aus den Ergebnissen der vorliegenden Analyse Implikationen für die weitere Forschung im Wissensmanagement abgeleitet werden. Als Ergebnis resultiert ein Modell, welches die Inhalte als auch die hypothetischen Beziehungen zwischen den identifizierten Aggregationsebenen veranschaulicht. Er bildet damit Grundlage für eine weitere Analyse der Erfolgsfaktoren, ihrer Auspr?gungen und Interdependenzen. Aus der Heterogenit?t der Studien konnten weitere Implikationen für die theoretische Wissensmanagement-Forschung abgeleitet werden.

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Knowledge management factors of success: A review of empirical findings and a model for future research

Summary  This paper derives a framework of key success-factors from an in-depth review of empirical research in knowledge management. Our first objective was to reduce the complexity of previous findings in the field of knowledge management by developing a model-structure that focuses on the interdependencies of the identified variables and to develop a framework that would allow for further research. We thus iteratively aggregated the identified factors of success to superior fields of analysis (named research fields, categories and dimensions). Our second objective was to extract from the analysis further implications for future research. The derived hypothetical framework maps the identified levels of aggregation and its describing factors, as well as the hypothetical interdependencies among them. Therefore this framework not only structures the findings, but also provides a basis for further analysis that aims at sound confirmation of the knowledge management factors of success, their characteristics and interdependencies. The observed heterogeneity of existing research points towards further research implications for knowledge management theory.

Forschungsschwerpunkte: Mergers & Acquisitions, Projektmanagement, Wissensmanagement     

Decision knowledge sharing: flexible supply chains in KM context

Supply chain excellence has a real impact on business strategy. Building supply chains as flexible systems represents one of the most exciting opportunities to create value and one of the most challenging tasks for the policy makers. It requires integrated decision making amongst autonomous chain partners with effective decision knowledge sharing between them. The key to success lies in knowing which decision has more impact on the overall performance and this can be achieved by appropriate knowledge sharing. In this context, knowledge management (KM) can be used as an effective approach to achieve knowledge sharing and decision synchronisation in supply chains. Flexible supply chains (FSC_s) are more complex and involve multiple autonomous players with varying technical cultures (affects knowledge mindsets), managerial background (affects decision knowledge) and supply chain management (SCM) exposures (affects knowledge sharing attitudes). Thus there is a need to develop demo models that can encourage chain managers towards collaborative knowledge sharing in the supply chains. This paper presents the application of one such model based on decision knowledge sharing (DKS) for improved supply chain management. A simulation model of a flexible supply chain based on DKS framework is developed for demo purposes. The key results are highlighted along with industry implications. The cost based performance of DKS at different levels of flexibility is studied. Thus a careful analysis of the chain with a focus on collaborative decisions is useful to ensure success. This paper addresses this interesting and challenging domain.     

隐含经验类知识:企业持续竞争优势的源泉

本文从隐含经验类知识的内涵和特性入手,将隐含经验类知识划分为技巧、心智模式、处理问题的方式以及组织惯例等四种类型。在此基础上分析了隐含经验类知识与持续竞争优势之间的关系,强调了隐含经验类知识由于其巨大的客户价值、稀缺性以及难以模仿性和复制性,成为了企业持续竞争优势的真正源泉。Nucor公司的成功进一步验证了企业持续竞争优势很大程度上取决于企业所掌握的隐含经验类知识以及公司开发利用隐含经验类知识的能力。     

Knowledge management for sustainability in operations

Abstract

The purpose of this paper is to examine the effect of Knowledge Management (KM) as a platform to enable sustainability in firms’ operations and to provide recommendations for managers to integrate sustainable operations into their business strategies. The urgency to create and implement sustainable operations is also argued. The conceptual framework is based on the hypothesis that KM contributes to the achievement of more suitable operations. To test this hypothesis, a model of structural equations was developed with data collected from 345 SMEs. Empirical evidence supported the hypothesis, indicating that KM represents an important alternative to implementing sustainability. The results suggest that managers need to implent KM, as they will enable a better understanding and awareness regarding the global dangerous impacts from unsustainable operations mainly focused on sales and cost reduction. For this reason, this research provides evidence that KM offers an alternative impulse on the quest for more sustainable operations.     

知识管理与企业管理信息系统建设

知识经济时代,知识在企业最终产品和劳务的价值增值中起着重要的作用,知识是企业经营最重要的资源。企业应该把知识管理融合到企业的管理信息系统中,并且将知识管理作为主要的管理活动和利用知识管理取得企业竞争优势。本文从—些企业知识管理成功与失败的案例入手,探讨企业知识管理的内涵,知识管理、企业业务流程与企业管理信息系统整合中的信息技术的软硬平台。探讨将知识管理与信息技术和企业业务流程结合起来的最佳方式,达到全企业的知识共亭,提高企业全体员工的素质,进而提高企业的竞争能力。     

Motivating knowledge sharing through a knowledge management system

Based on both economic and sociological theory, the effects of supervisory control and organizational support on the frequency and effort of individuals in contributing their personally held valuable knowledge to a “best practices-lessons learned, repository-based” knowledge management system (KMS) were compared. Supervisory control, as expected, had significant impact on frequency, but it also had unexpectedly significant influence on effort. When system variables—usefulness and ease of use—were controlled for, the organizational support measure had little effect on either outcome. These results provide greater support for economic-agency-theory motivators of knowledge sharing and lesser support for organizational support motivators than has been previously believed. They also emphasize the important impact of systems variables in motivating KMS use. Since the study was conducted in a government (joint civilian–military) organization, the organizational type may significantly influence the results. However, since the result is contrary to the conventional wisdom that suggests that a “knowledge-sharing culture” is all-important, at the very least, this study shows that the nature of the organization may moderate the relationship between the motivational approach and the outcomes.