当代创业企业:创新知识的综合定价机制

本文认为,创新知识是创业企业诞生的起始点,是理解创业企业的关键。基于自身的特性,创新知识无法直接经由一次性的市场交易来给予定价。创新知识所有者是通过创办企业,以拥有创业企业所有权的形式来实现收益的。因此,当代创业企业在本质上是一种创新知识的综合定价机制。     

University capabilities in facilitating entrepreneurship: A longitudinal study of spin-off ventures at mid-range universities

This paper investigated how universities facilitate the process of spin-off venture formation based on academic research. Building on a capability perspective, we add to the literature on university characteristics and resources by exploring how the university context impacts the entrepreneurial process. We based our study on two mid-range universities and followed the start-up process of four spin-off ventures. Based on the results of our longitudinal study, we propose a set of three university capabilities that facilitate the venture-formation process: (1) creating new paths of action, (2) balancing both academic and commercial interests, and (3) integrating new resources. Each capability is particularly important for specific phases in the venturing process. Our findings suggest that these capabilities are dependent on prior spin-off experience and reside within several actors both inside and outside of the university. Furthermore, universities with weaknesses in the identified areas can take strategic action to develop these capabilities to some degree.     

Examining the influence of modularity and knowledge management (KM) on dynamic capabilities: Insights from a call center

Modularity in organizations can facilitate the creation and development of dynamic capabilities. Paradoxically, however, modular management can also stifle the strategic potential of such capabilities by conflicting with the horizontal integration of units. We address these issues through an examination of how modular management of information technology (IT), project teams and front-line personnel in concert with knowledge management (KM) interventions influence the creation and development of dynamic capabilities at a large Asia-based call center. Our findings suggest that a full capitalization of the efficiencies created by modularity may be closely linked to the strategic sense making abilities of senior managers to assess the long-term business value of the dominant designs available in the market. Drawing on our analysis we build a modular management-KM-dynamic capabilities model, which highlights the evolution of three different levels of dynamic capabilities and also suggests an inherent complementarity between modular and integrated approaches.     

实践社区--知识管理的新趋势

实践社区是实现知识转移和共享的有效途径,对组织绩效的提高有着重要的战略价值。企业要发展和培育实践社区．可以从下面几个方面入手：大力发掘社区的核心人物——社区的组织、维护和协调者;使社区活动合法化,并积极提供活动的时间、场地、资源和环境;认识其战略价值,纳入组织的战略方向;协调好组织中影响实践社区发展的因素;鼓励成员将知识运用到实践中去,保持社区的高效运作。     

知识管理:现代企业管理的新境界--兼论基于知识观的现代企业理论

以分析知识管理理论依据为基础,阐述了知识管理的价值所在,并探讨了现代企业知识管理战略模式及其实施方略,即建立面向知识活动的沟通与信息网络、建立组织内外的知识传递与合作网络、建立面向知识工作者的激励机制、营造知识共享的企业文化。     

知识型组织智力资源管理新论

本文针对智力资源管理问题,基于CAS与ICAS理论,导出知识型组织智力资源的“有控自组”管理理念,并提出了组织智力资源管理的环境创设机制、资源共享机制与智力涌现调控机制。此项研究,对知识型组织实施知识创新管理具有重要现实意义。     

Personal knowledge management: supporting individual knowledge worker performance

Based on an exploratory study of the work and learning processes of highly skilled and experienced knowledge workers, this paper explores an alternative perspective to knowledge management, one that focuses on how individual workers apply knowledge processes to support their day-to-day work activities – broadly characterized as problem solving – and learning practices. Developing the concept of Personal Knowledge Management, the paper presents an emergent model that links distinctive types of problem solving activities with specific cognitive, information, social and learning competencies, supported by an individual, social and organizational enablers.     

Organizational knowledge creation and the generation of new product ideas: A behavioral approach

In this paper, we address the pre-project phase of idea generation in the product innovation process, where the effective generation of new product ideas still remains an issue of high relevance for both management scholars and practitioners. We relate Nonaka and colleagues’ four knowledge creation modes of socialization, externalization, combination, and internalization to the novelty of product ideas generated. Taking a behavioral perspective on the four modes, we posit positive relationships between socialization as well as internalization and the novelty of product ideas, whereas we postulate negative relationships for externalization as well as combination. Using data from multiple respondents in 33 companies, our results confirm the proposed linkages.     

Making knowledge visible: Using expert yellow pages to map capabilities in professional services firms

Professional services firms survive by exploiting the skills and knowledge of their employees to deliver a range of projects for clients. As a result of working on these projects, an organization's capabilities evolve in unpredictable and often divergent ways. In order to help their staff conduct these projects, services firms have invested heavily in knowledge management systems. To date, few attempts have been made to use the information contained in these knowledge management systems to understand the nature and evolution of capabilities in professional services firms. Using the expert yellow pages of Arup, one of the world's leading engineering consultancies, we develop a new approach based on co-word and proximity analysis to map the knowledge and skills of professional services firms. This approach provides a mechanism to allow such firms to better understand what they know and help them to deploy their skills in new and potentially lucrative ways.     

高新技术创业企业风险的系统分析：辨识与规避

从系统科学的观点探讨高新技术创业企业的风险管理,主要探讨风险的辨识和风险的规避与控制问题.     

Making knowledge work: five principles for action-oriented knowledge management

Often knowledge management (KM) initiatives are built on an assumption that the relationship between knowledge and action starts with knowledge, that is, we know something and we act upon it. Such an assumption can lead KM initiatives to develop knowledge that is not necessarily useful for the actions that an organization is willing to take. However, if the organization derives knowledge from the actions they are willing to take or they are taking, the knowledge can be much more useful as it will directly facilitate the actions. In this article, we argue that the relationship between knowledge and action is reciprocal and offers two-way learning. As such, KM initiatives are most apt to be successful by considering how to derive knowledge from action as well as how to deliver knowledge. The paper develops five principles for action-oriented KM.     

知识管理和知识挖掘在客户关系管理中的应用

从知识管理和客户关系管理概念人手,阐述了知识管理和客户关系管理的关系,在此基础上,对知识管理和知识挖掘在客户关系管理系统中的应用作了深入的论述。     

组织知识管理环境下的个人知识管理研究

通过对个人和组织,以及个人知识和组织知识的讨论来,明确个人知识管理与组织知识管理的关系,确立一个在组织知识管理的环境的个人知识管理的框架.     

管理研究新范式——基于"设计科学"的研究路径

基于设计科学的管理学研究范式,开启管理学研究的新思维。借鉴工程学和医学的研究思路,通过进行多重案例研究,建立“实地验证的、切实的技术规则”,以此作为管理人员设计具体问题解决方案的参考模板。     

Leadership development: Towards a more systematic approach in technology management

Technology leadership research pays little attention to leadership differences across organizational levels. Research at the upper echelons is particularly sparse despite the importance of strategy in technology management. The “leadership pipeline”, with its specification of six levels of organizational leadership, the leadership challenges at each, and the appropriate leadership preparation for each, can be adapted to technology management to provide an integrated, systematic, approach to technology leadership development and practice. A review of technology management research reveals shortcomings which could be remedied through the application of a pipeline approach. Future research should focus more on reliably differentiating the hierarchical levels of technology management, particularly at the middle management and executive levels. From there, the differing demands at each and the requisite capabilities for meeting them can be determined. This would facilitate the development of more effective leadership preparation for technology mangers as they transition from level to level, to their career benefit and for the competitiveness of their organizations.     

Two forgotten elements of a knowledge management strategy

Knowledge Management Research & Practice - In reviewing the knowledge management (KM) literature, Guo & Sheffield (2008) show that KM research is part of the mainstream of information...     

人才生态链管理——现代人才管理的新视角

文章在生态学理论和方法的基础上,通过阐释人才生态链的概念,探讨了人才生态链管理的目标、理念、主体、内容和方法,从而为现代人才管理提供了一个生态学视角的分析工具。     

Understanding of knowledge management roles and responsibilities: a study in the Australian context

Most of the studies in knowledge management (KM) argue for leadership as a vital success factor for any initiative. Top management leadership enables the effective promotion of knowledge sharing by creating an appropriate organisational culture, and making arrangements for corresponding policies and procedures across the organisation to facilitate management of knowledge resources and practices. There is little empirical research reported that has focussed on capturing the awareness and understanding of KM teams’ constitutions and their responsibilities. This study reports on the survey of top managers with respect to KM strategy development and implementation. It is based on a survey data collected from leading Australian companies, and builds on other empirical case studies, which looked at mechanisms of KM strategy development and implementation. The results provide a better understanding of the roles and responsibilities for successful KM strategy development and implementation, and can assist with designing KM teams in organisations.     

A sensemaking model of knowledge in organisations: a way of understanding knowledge management and the role of information technologies

The objective of the paper is to demonstrate how a sensemaking model of knowledge enables better and deeper understanding of knowledge management (KM) processes in organisations and the role of information technologies (IT) in these processes. Inspired and informed by a sensemaking view of organisations, the model identifies four types of knowledge, corresponding to four sensemaking levels: the individual, collective, organizational, and cultural. Each knowledge type, as the paper shows, is of different nature and has different characteristics but is constituted and affected by all other knowledge types. An organisation is thus seen as a ‘distributed knowledge system’ composed of numerous instances of these four knowledge types and their dynamic interplay. By drawing from three empirical studies, the paper illustrates how the sensemaking model of knowledge can be applied to investigate different ways companies (try to) manage knowledge and use IT-based systems to improve KM and ultimately company performance. A deeper understanding of these processes through the lens of the model reveals mechanisms and forces underlying KM phenomena that help explain why some processes were successful and others failed. The paper intends to make the following contributions: propose a theoretical framework of knowledge and KM in organizations, which is reasonably comprehensive and empirically grounded and also demonstrate its relevance and usefulness to both researchers and practitioners as they investigate and make sense of specific KM processes and IT applications in practice.