企业知识网络构建与运作研究
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摘要
隐性知识目前已成为组织保持可持续竞争优势的关键战略性资产。隐性知识内隐于人的头脑之中，具有难以表达和复制的特质，如何对企业内外的隐性知识进行充分挖掘以及恰当的配置和运用，关系到新经济时代的企业能否赢得持久竞争优势。企业隐性知识网络概念的核心在于以社会网络为支撑，以互动和沟通交流为手段，挖掘嵌入其中的隐性知识资源并实现知识在网络中的流转、共享、学习与创新。因此，企业隐性知识网络是基于隐性知识特性的一种新型组织资源配置方式。
本文在分析现阶段知识网络研究现状的基础上，整合隐性知识、企业知识管理以及社会网络等相关理论，提出企业隐性知识网络的概念并以网络构建流程和运作机制为重点，重新设计企业隐性知识网络的研究框架，以求突破知识管理实践的狭窄片面思路、超越知识网络研究的微观抽象范畴。本文从全局视角对企业隐性知识网络构建、运作与评估等方面进行了系统探讨，认为隐性知识在当下企业知识管理中具有不可替代的重要地位；企业隐性知识网络本质上是一种社会网络；网络中的社会交互行为能够极大地促进企业内外隐性知识的扩散和创新。
企业隐性知识网络构建与运作研究力图使人们重新审视构成企业核心竞争力的基础、保持企业持久竞争优势的策略以及“人”的因素在企业管理中的重要价值，从而在一定程度上为未来人本化管理战略的实施打下理论基础。
Tacit knowledge has been increasingly recognized by modern organizations astheir critical and strategic asset to keep sustainable competitive advantages. Tacitknowledge, deeply residing in people’s minds, is very difficult to be expressed andreplicated. How to fully tap and properly deploy the tacit knowledge within and outsidecompanies relates to whether enterprises can gain endure competitive advantages in thenew economic era. Supported by social network, Enterprise Tacit Knowledge Networktakes advantage of interaction and communication to excavate tacit knowledgeembedded in social networks and facilities the transfer, sharing, learning and innovationof knowledge. Therefore, the Enterprise Tacit Knowledge Network, based on thecharacteristics of tacit knowledge, has become a new mode to allo cate organizationalresources.
After summarizing the current researches on knowledge network and integratingtheories of tacit knowledge, knowledge management and social network, the paper putsforward the concept of Enterprise Tacit Knowledge Network, which highlights theconstruction and operation. The paper tries to re-design the research framework of theEnterprise Tacit Knowledge Network, which aims to break through the narrow thinkingof knowledge management practices and transcend the micro-scope of knowledgenetwork research. From the macro perspective, the paper fully discusses theconstruction, operation and evaluation of Enterprise Tacit Knowledge Network. It pointsout that tacit knowledge plays an irreplaceable important role in knowledgemanagement. Enterprise Tacit Knowledge Network is social network essentially. Richsocial interactions across many networks greatly facilitate the diffusion of tacitknowledge inside and outside enterprises, leading to increased innovation.
The literature has shed much light on the basis which constitutes the corecompetitiveness of enterprises and strategies which maintain the lasting competitiveadvantages of companies, as well as the important value of "human" factor in enterprise management. To some extent, the paper lays a theoretical foundation for implementationof humanization management strategy in the future.
本文在分析现阶段知识网络研究现状的基础上，整合隐性知识、企业知识管理以及社会网络等相关理论，提出企业隐性知识网络的概念并以网络构建流程和运作机制为重点，重新设计企业隐性知识网络的研究框架，以求突破知识管理实践的狭窄片面思路、超越知识网络研究的微观抽象范畴。本文从全局视角对企业隐性知识网络构建、运作与评估等方面进行了系统探讨，认为隐性知识在当下企业知识管理中具有不可替代的重要地位；企业隐性知识网络本质上是一种社会网络；网络中的社会交互行为能够极大地促进企业内外隐性知识的扩散和创新。
企业隐性知识网络构建与运作研究力图使人们重新审视构成企业核心竞争力的基础、保持企业持久竞争优势的策略以及“人”的因素在企业管理中的重要价值，从而在一定程度上为未来人本化管理战略的实施打下理论基础。
Tacit knowledge has been increasingly recognized by modern organizations astheir critical and strategic asset to keep sustainable competitive advantages. Tacitknowledge, deeply residing in people’s minds, is very difficult to be expressed andreplicated. How to fully tap and properly deploy the tacit knowledge within and outsidecompanies relates to whether enterprises can gain endure competitive advantages in thenew economic era. Supported by social network, Enterprise Tacit Knowledge Networktakes advantage of interaction and communication to excavate tacit knowledgeembedded in social networks and facilities the transfer, sharing, learning and innovationof knowledge. Therefore, the Enterprise Tacit Knowledge Network, based on thecharacteristics of tacit knowledge, has become a new mode to allo cate organizationalresources.
After summarizing the current researches on knowledge network and integratingtheories of tacit knowledge, knowledge management and social network, the paper putsforward the concept of Enterprise Tacit Knowledge Network, which highlights theconstruction and operation. The paper tries to re-design the research framework of theEnterprise Tacit Knowledge Network, which aims to break through the narrow thinkingof knowledge management practices and transcend the micro-scope of knowledgenetwork research. From the macro perspective, the paper fully discusses theconstruction, operation and evaluation of Enterprise Tacit Knowledge Network. It pointsout that tacit knowledge plays an irreplaceable important role in knowledgemanagement. Enterprise Tacit Knowledge Network is social network essentially. Richsocial interactions across many networks greatly facilitate the diffusion of tacitknowledge inside and outside enterprises, leading to increased innovation.
The literature has shed much light on the basis which constitutes the corecompetitiveness of enterprises and strategies which maintain the lasting competitiveadvantages of companies, as well as the important value of "human" factor in enterprise management. To some extent, the paper lays a theoretical foundation for implementationof humanization management strategy in the future.
引文
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6. CROSS R, PARKER A, PRUSAK L,el.2001.Knowing what we know: supportingknowledge creation and sharing in social networks[J].OrganizationalDynamics,30(2).
7. DAVENPORT T, PRUSAK L.1998.Working knowledge: how organizationsmanage what they know[M].Boston:Harvard Business School Press.
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9. ERDEN Z, KROGH G V, NONAKA I.2008.The quality of group tacitknowledge[J].Journal of Strategic Information Systems(17).
10. GROTH K.[2010].Using social networks for knowledgemanagement[EB/OL].[2010-01-07].http://www.ischool.washington.edu/mcdonald/ecscw03/papers/groth-ecscw03-ws.pdf.
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13. JARVENPAA S L, TANRIVERDI H.2003.Leading virtual knowledgenetworks[J].Organizational Dynamics,31(4):403-412.
14. JOHANNESSEN J A, OLAISEN J, OLSEN B.2001.Mismanagement of tacitknowledge: the importance of tacit knowledge,the danger of informationtechnology, and what to Do about It[J].International Journal of InformationManagement(21).
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17. K SER P A W, MILES R E.2002.Understanding knowledge activists’successes andfailures[J].Long Range Planning,35:9-28.
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20. LUBIT R.2001.Tacit knowledge and knowledge management: the keys tosustainable competitive advantage[J].Organizational Dynamics,29(4).
21. NONAKA I, TAKEUCHI H.1995.The knowledge-creating company: how Japanesecompanies create the dynamics of innovation[M].New York: Oxford UniversityPress.
22. NONAKA I, TOYAMA R.2003.The knowledge-creating theory revisited:knowledge creation as a synthesizing process[J].Knowledge Management Research&Practice(1):2-10.
23. NU EZ M, WILSON R.[2010].Towards a conceptual framework for evaluatinginternational social changenetworks[EB/OL].[2010-04-07].http://portals.wi.wur.nl/files/docs/ppme/Conceptual_framework_evaluating_networks.pdf.
24. PALMER J, RICHARD I.1999.Get knetted: network behaviour in the neweconomy [J].Journal of Knowledge Management,3(3):191-202.
25. RITTER T, GEMüNDEN H G.2003.Interorganizational relationships and networks:an overview[J]. Journal of Business Research(56):691-697.
26. SEUFERT A, KROGH G V, BACK A.1999.Towards knowledgenetworking[J].Journal of Knowledge Management,3(3).
27. SHARDA R, FRANKWICK G L, TURETKEN O.1999.Group Knowledgenetworks: a framework and an implementation[J].Information SystemsFrontiers,1(3).
28. SLIDESHARE.[2011].Enterprise2.0knowledge management-people at thecenter[EB/OL].[2011-05-26].http://www.slideshare.net/TSystemsMMS/enterprise-20-knowledge-management-people-at-the-center.
29. TAYLOR E, ROSSING B.[2010].Evaluating collaborations:Challenges andmethods[EB/OL].[2010-04-07].http://danr.ucop.edu/eee-aea/rossing.html.
30. WIKIPEDIA.[2011].Expertnetwork[EB/OL].[2011-05-21].http://en.wikipedia.org/wiki/Expert_network.
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32. WIKIPEDIA.[2011].SNS[EB/OL].[2011-05-21].http://en.wikipedia.org/wiki/Social_network_service.
33. YUSUF S.2008.Intermediating knowledge exchange between universities andbusinesses[J].Research Policy(37).
1.陈静宇,彭应军.2007.关于公司大学的理论模型研究[J].科技管理研究(11):126-127,137.
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