知识管理和商务智能关系研究

知识管理和商务智能是改善决策者所获得信息和知识质量的两项核心技术.在概述知识管理和商务智能的基础上,从技术、处理过程、企业文化、加工深度、处理结果等角度对二者的共同点和不同点做了对比分析.对于知识管理(KM)和商务智能(BI)的关系,学术界有三种观点:(1)KM是BI的子系统;(2)BI是KM的帮手;(3)KM和BI是功能互补的系统.为了充分发挥两个系统的优势,弥补各自功能的不足,应该集成知识管理和商务智能.对知识管理和商务智能的三种集成方式做了分析,最后构建了KM和BI并重的集成模型.     

知识管理技术研究

本文分析了知识管理技术在知识管理中的作用，归纳了知识管理技术的种类，提出了知识管理技术应用应考虑的基本问题。     

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...     

Science-based innovation: the blind spot of knowledge management theory

Knowledge Management Research & Practice - This paper argues that knowledge management theory needs to explore the literature on how science-based work is organized, managed, and monitored. To...     

Knowledge,knowing, knower: what is to be managed and does it matter?

Knowledge Management Research & Practice - A knowledge management (KM) scope denotes our conception about what is relevant and useful, concerns what and how we are to manage, in KM. KM scopes...     

Power,Rules of the Game and the Limits to Knowledge Management: Lessons from Japan and Anglo-Saxon Alarms

Much of the Knowledge Management (KM) literature assumes that all relevant knowledge can be represented as information and 'managed'. But the meaning of information is always context-specific and open to subsequent reinterpretation. Moving over time or between contexts affords scope for new meanings to emerge. Making sense of information signals (speech, body language, tone-of-voice or whatever)--Aand the absence of such signals--Ainvolves dimensions of individual and collective tacit knowledge that are frequently misrepresented or ignored in mainstream KM. By relating power and knowledge to 'rules of the game', it is possible to consider how the contexts in which information is rendered meaningful are bounded, as well as crucially related in the stretch between macro-level processes and micro-level practices. In the knowledge debate, Japan stands as a counterfactual to Anglo-Saxon expectations about formal rules, liberal individualism and market-rational entrepreneurship. While seminal accounts of knowledge creation in Japanese companies impelled the West towards KM, there has been no corresponding KM-boom in Japan. Our interpretation of the processes by which Japanese and Anglo-Saxon practices are situated suggests that KM is limited by the separation of knowledge from power and information from meaning.     

A design of knowledge management tool for supporting product development

New Product Development (NPD) is one of the most important activities for companies. The NPD activities get to depend on knowledge more and more. Therefore, Knowledge Management (KM) has become a key issue and a hot topic in the fields of NPD researches. This paper proposes a new design of an effective NPD-support KM tool for facilitating the knowledge sharing and acquisition among collaborative NPD team members. The KM tool mainly contains two channels for knowledge acquisition: knowledge query and knowledge recommendation. The former one is the basic function for all types of KM tools, and also acts as the basis for the latter one. This paper proposes two types of knowledge recommendation ways: one is a vector-based way; the other is a phrase-based way. Key techniques for implementing the KM tool are elaborated. A demo example is also illustrated to show the functions of the proposed KM tool.     

Knowledge management: towards a universal concept or cross-cultural contexts?

Knowledge Management Research & Practice - This paper questions the popular claim that knowledge management (KM) is becoming the most universal management concept in history. It does this by...     

隐性知识管理及基于网络的交流平台的研究

21世纪是知识经济时代,知识已成为企业重要的生产要素,KM(Knowledge Management,知识管理)尤其是KM中的隐性知识的管理对企业提高创新和竞争能力具有重要的现实意义。本文主要针对隐性知识管理进行了分析和阐述：首先阐明KM必须同时兼顾显性知识和隐性知识,接着进一步分析了企业内隐性知识的转化历程及隐性知识管理中存在的主要障碍。在此基础提出了企业进行隐性知识管理的框架,并基于该框架模型开发了一个基于网络的隐性知识交流共享平台,在实际应用中取得了较好的效果。     

Artificial intelligence and knowledge management: questioning the tacit dimension

Knowledge management (KM) has matured to the point that many organisations either believe they have such practices in place or at least understand they are relevant to the knowledge work commonly undertaken in many industries. What is lacking from the literature, however, is a solid foundation for the philosophies underpinning KM and particularly for how tacit knowledge informs the KM space. Research over decades shows tacit knowledge underpins all other forms of knowledge, enabling the interpretation and judicious application of knowledge, leading (at its highest levels) to the concept of wisdom. As an academic discipline, artificial intelligence (AI) was established before KM, has been grounded in the computing discipline for many decades, and is applied broadly in many domains. This paper explores how AI can inform the KM debate. Rather than simply provide examples of AI success stories as applied to KM in practice, it explores the theoretical and practical limitations of AI and KM in unison, providing at the same time a strong epistemological understanding of both disciplines as a means of furthering the knowledge debate, with particular emphasis on the role of tacit knowledge within this jurisdiction.     

组织文化、知识管理战略与绩效关系研究

摘要：以往关于组织文化和知识管理关系的研究,一般主张以文化的改造来适应知识管理,且偏重于质的分析。本文主张以不同的知识管理战略来适应既定的组织文化,并着重运用实证研究的方法,验证了知识管理战略与组织文化的适应性搭配对知识管理的有效性。     

知识管理的组织基础

我国企业开展知识管理必须从知识管理的技术基础结构、知识化和组织基础三方面入手,缺一不可。技术基础结构为企业的知识管理提供合适的硬件环境基础;知识化是企业内促进知识生成（创新）、知识共享和知识使用的化。本对知识管理的组织基础进行研究,它包括三个方面：一是企业的组织结构要按照知识管理的要求进行适当的调整;二是建立知识管理的职能部门;三是知识管理发挥作用的软环境基础,即建立学习型组织。     

Analysis of the interplay between knowledge and performance management in industrial clusters

The concept of industrial clustering has been studied in-depth by policy makers and researchers from many fields, mainly due to the competitive advantages it may bring to regional economies. Companies often take part in collaborative initiatives with local partners while also taking advantage of knowledge spillovers to benefit from locating in a cluster. Thus, Knowledge Management (KM) and Performance Management (PM) have become relevant topics for policy makers and cluster associations when undertaking collaborative initiatives. Taking this into account, this paper aims to explore the interplay between both topics using a case study conducted in a collaborative network formed within a cluster. The results show that KM should be acknowledged as a formal area of cluster management so that PM practices can support knowledge-oriented initiatives and therefore make better use of the new knowledge created. Furthermore, tacit and explicit knowledge resulting from PM practices needs to be stored and disseminated throughout the cluster as a way of improving managerial practices and regional strategic direction.     

Strategic knowledge management failures in small professional service firms in China

In this paper, we report and reflect on Knowledge Management (KM) projects conducted in two China-based, smaller–sized professional service firms. The authors acted as Action Researchers, assisting each firm extensively as it prepared for its implementation of an IT-based KMS. However, neither KMS implementation significantly improved knowledge transfer or work productivity. We analyze the project failures, noting the significance of specific strategic management deficiencies as well as inadequate employee involvement and incentives. The implications for the strategic management of knowledge and organizational change in China are considered.     

A study of knowledge management enablers across countries

Knowledge has been long cited as a strategic asset and a source of competitive advantage for organizations. However, the creation of knowledge is a complex process that is influenced by several factors beyond the typical practice of knowledge management (KM). In this research, we assess the effects of leadership, Ba (shared context in motion), organizational culture, organizational control, and work style on KM defined in terms of the SECI process of socialization, externalization, combination, and internalization. On the basis of data gathered from a questionnaire survey of a Japanese pharmaceutical company and its subsidiaries in the United States, France, and China, we compare how the aforementioned organizational factors influence the processes of KM in these organizations. The results show that organizational factors affect KM practices differently in each of the targeted countries, and suggest that KM activities need to be tailored to the organizational idiosyncrasies of each local office, without betraying the global vision of the corporation.     

知识密集型组织内实现知识共享的激励策略选择

知识管理在知识密集型组织中有极其重要的作用,而知识共享是知识管理中的关键环节,如何促使员工进行知识共享从而达到组织收益的增加是实践中的一个难题.建立实现知识共享的激励模型,通过对模型的分析,得出如果知识的贡献度很小,知识的隐性度很大,组织是没有必要进行激励的;对知识隐性度低的知识,组织采取团队激励比个体激励有效;如果员工的知识的贡献度大、知识的隐性度大,进行个体激励是比较适合的.     

How knowledge management processes can create and capture value for firms?

Knowledge has become the main competitive tool for firms. Just as knowledge is considered as the most important strategic resource, knowledge management (KM) is considered to be critical to a firm’s success. Several attempts have been undertaken to identify and define the different KM processes. From the literature review, four key dimensions stand out as affecting KM processes: knowledge creation, knowledge transfer, knowledge storage/retrieval, and knowledge application. The aim of this paper is to contribute to the KM and value literature by determining the importance of the different processes of KM for increasing value creation and value capture in firms. The context for the research hypotheses is the Spanish banking industry in 2010. The results support a positive relationship between KM and value creation, and between value creation and value capture.     

Making memories available: a framework for preserving rural heritage through community knowledge management (cKM)

While most of the research in Knowledge Management (KM) has focused on business communities, there is a breadth of potential applications of KM theory and practice to wider society. This paper explores the potential of KM for rural communities, specifically for those that want to preserve their social history and collective memories (what we call heritage) to enrich the lives of others. In KM terms, this is a task of accumulating and recording knowledge (using KM techniques such as story-telling and communities of practice) to enable its retention for future use (by interested people perhaps through KM systems). We report a case study of Cardrona, a valley of approximately 120 people in New Zealand's South Island. Realising that time would erode knowledge of their community a small, motivated group of residents initiated a KM programme to create a legacy for a wider community including younger generations, tourists and scholars. This paper applies KM principles to rural communities that want to harness their collective knowledge for wider societal gain, and develops a community-based framework to inform such initiatives. As a result, we call for a wider conceptualisation of KM to include motives for managing knowledge beyond business performance to accommodate community (cKM).     

The impact of knowledge management and social capital on dynamic capability in organizations

The Holy Grail in strategic management is the Dynamic Capability (DC) of organizations to realize sustainable competitive advantage. This requires organizations to continuously sense market changes and adapt their resources and routines accordingly, for which they are heavily dependent on knowledge. Knowledge as an antecedent for DC is, however, understudied. Inspired by the recognition of knowledge as an antecedent for DC, this paper sets out to uncover how organizations can foster DC from a knowledge management (KM) perspective. In an empirical survey on 55 knowledge-intensive organizations, we studied DC in organizations from two key perspectives on knowledge: formal, through the adoption of KM policies, and informal, through the availability of social capital. Our research results show that, although a formal KM approach strengthens DC, the availability of social capital appears unrelated to DC. The paper concludes with a practical outlook on advancing DC.     

Making knowledge management work: tactical to practical

Over the past 20 years, many researchers and theorists have generated a significant body of literature in the interrelated fields of knowledge management (KM), organizational learning (OL), and knowledge creation (KC). A large body of work generated by proponents of technology as a primary facilitator of KM, OL, and KC supports the expenditure of billions of dollars in information technology infrastructure and knowledge management systems. A separate body of work generated by behaviourists illustrates how organizational culture is a major determinate in the effectiveness of the technology. Ultimately, corporate executives measure success in terms recognizable to financial markets. Yet, an empirical link connecting the interrelated dots needed to provide practical guidance to practitioners and executives remains elusive. This paper summarizes historical and current perspectives within the field and identifies the need for continue empirical research to build a practical construct.