运作环境视角的企业知识管理成熟度模型研究
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摘要
知识管理在我国企业中的实施没有取得预期的效果,其成功经验较少,失败案例较多。反观众多西方企业的知识管理项目,更是多以失败告终。失败的原因是多种多样的,本研究尝试分析其中的两个重要原因：
(1)企业对知识管理缺乏深刻的理解,仅仅把知识作为知识管理的研究对象,而忽视了与知识密切相关的环境(尤其是内部的运作环境)因素的重要作用。许多知识管理项目都被简单地看成是信息管理的延伸,过分注重知识管理的技术属性,而忽视了知识管理的社会属性。
(2)企业在导入知识管理时,缺乏对自身知识管理能力水平现状的明确认知,从而不清楚组织内部是否已经做好准备,或在实施知识管理之后,没有一个明确的效果评价机制和标准,而使员工觉得知识管理不能给企业带来实际的效益,最终使得项目流于形式而失败。
现有的对知识管理成熟度模型的研究普遍存在一个问题——构建方法全部为经验判断,要素的选取缺乏实质数据。因此本研究尝试使用实证研究(而非经验判断)确定企业知识管理成熟度模型的组成维度。
对企业知识管理运作环境的研究基本都处于描述阶段,往往集中于理论探讨,缺乏相应的影响关系的实证数据。既然知识管理运作环境十分重要,那么他们是如何影响企业绩效的?影响关系相应的实证数据是什么?
本文采用实证研究方法,分析验证以下几方面内容：
(1)研究成熟度模型的模型结构、模型功能、模型评价指标体系和实施流程。
(2)研究成熟度模型的“基于实证研究结论”的构建方法。
(3)探讨知识管理运作环境对知识管理,知识管理对企业绩效的影响机理。
(4)在理论分析的基础之上,验证“人力资源环境”和“知识管理战略”对知识管理与企业绩效关系的调节效应。
(5)依托“知识管理运作环境”、“知识管理核心流程”和“企业绩效”三者关系研究结果构建知识管理成熟度模型。
(6)在大连重工·起重集团进行模型实践,通过案例分析,验证KM3的效用。
通过文献探讨,建立理论模型并提出研究假设。在走访企业的基础上,主要选取现有文献量表,进行样本收集,选取242份有效问卷,运用结构方程模型和回归分析进行检验。再依托实证研究结论构建KM3,并把KM3应用于大连重工·起重集团的企业实践。在整个研究过程中,我们发现：
(1)知识管理成熟度模型有一种新的、基于实证研究的构建方法。
(2)木研究构建的基于运作环境视角的知识管理成熟度模型的效用很好。己经通过了大连重工·起重集团的试用，已经作为人力资源部管理制度制定的参考依据之一
(3)无论是否实施过知识管理项目，企业都客观存在知识管理运作环境，并且这种环境是可以度量的。企业可以从知识管理运作环境因素的角度，通过评价自身的运作环境建设，来明确其知识管理的成熟程度，从而恰当把握导入知识管理的时机和重点方向。这样一来，企业从何处着手知识管理实践就变得具有可操作性。
(4)总的来说，企业的知识管理运作环境会通过知识管理核心流程这个中介对企业绩效产生影响。而详细的影响关系则是：企业知识管理运作环境中的集权化对知识管理核心流程的知一识获取流程和知识共享流程有负向影响，正规化环境对知识共享流程与知识创新流程有负向影响；技术支持对知识核心流程中的知识获取和知识共享有正向影响：科层型文化对知识创新有负向影响，创新型文化对知识获取、知识创新有正向影响，支持型文化对知识共享和知识创新有正向影响；知识核心流程(知识获取、共享、创新)对企业绩效有正向影响。
(5)编码化知识管理战略对知识获取、知识共享与企业绩效的关系起到正向的调节作用，对知识创新与企业绩效的关系起到负向的调节作用。人际化知识管理战略对知识共享、知识创新与企业绩效的关系起到正向的调节作用。
(6)人力资源战略价值与知识共享、知识创新的交互作用对企业绩效有正向彩响。人力资源专用性与知识创新的交互作用对企业绩效有正向影响
(7)知识管理运作环境、知识管理核心流程企业绩效三者的关系的结论可以应用于构建“知识管理成熟度模型’
The implementation of knowledge management in the enterprises in China has not achieved the desired effect. The successful experience is very few and failure's is more. The other hand, many Western companies, knowledge management project is a multi failed. The reasons for the failure are many and varied, but we attempt to analyze the two important reasons:
(1) The lack of a deep understanding of enterprise knowledge management, it thinks only knowledge as the object of study of knowledge management, while ignoring the important role who is closely related to the environment (in particular, the operation of the internal environment). Many knowledge management projects are simply seen as an extension of information management, while to much emphasis on the technical attributes of knowledge management, and neglect the social attributes of knowledge management.
(2) Enterprise in importing knowledge management, due to the lack of clear understanding on their own level of knowledge management capability status quo, so it is unclear whether the organization has ready. After the implementation of knowledge management, there is no a clear effect evaluation mechanisms and standards, so the employees feel that knowledge management can not bring real benefits to the enterprise. These will make the project a mere formality and failure ultimately.
The existing research on knowledge management maturity model widespread a problem: Model construction methods are all experienced judgment and lack of real data on the selection of elements. Therefore, this study attempts to use experience research (rather than empirical judgments) to determine the composition of the enterprise knowledge management maturity model dimensions.
Research on enterprise knowledge management operation environment is basically at the description stage. Because focus on theoretical study, it lack of empirical data relation corresponding effect. Since knowledge management operation environment is very important, so, how they affect business performance? What is the affect the relationship between the corresponding empirical data?
In this paper, empirical research and analysis has been used to verify the following aspects:
(1) The research of maturity model structure, model function, model evaluation index system and implementation processes.
(2) Research on the construction method of maturity model based on empirical findings.
(3) Study on the mechanism of Knowledge management operation environment to knowledge management and knowledge management to enterprise performance.
(4) On the basis of theoretical analysis, we verify the effect verification of "human resource" and "knowledge management" on the relationship between knowledge management and enterprise performance.
(5) Relying on the three results of "knowledge management environment","knowledge management core flow" and "business performance" relationship, we construct a knowledge management maturity model.
(6) Through the case analysis, effectiveness of KM3had been confirmed, based on the model practice in DHI·DCW.
Through the literature research, the theoretical model and hypothesis has been established. On the basis of the visited enterprises, sample has been collected from the existing literature scale mainly, and we selected242valid questionnaires using structural equation model and regression analysis to test it. Relying on empirical findings build KM3, the KM3has been used to business practices in DHI·DCW. Throughout the course of the study, we found that:
(1) There is a new method based on empirical research to Knowledge Management Maturity Model.
(2) The effectiveness of knowledge management maturity model constructed in this study based on the operation of the environmental perspective is good. The model has been adopted in DHI·DCW, and one of the reference based on the model has to develop as a human resources management system.
(3) Whether or not knowledge management project has been implemented, there is knowledge management operation environment objective in enterprises, and this environment can be measured. From the point of view of knowledge management operation environmental factors, enterprise can clear the level of maturity of knowledge management through the evaluation of the operation environment construction, and thus appropriate to grasp the import of the timing and focus of knowledge management direction.
(4) Overall, knowledge management operation environment will have an impact on business performance through the intermediary of knowledge management core processes. The detailed impact relationships are:Centralization of enterprise knowledge management operation environment has a negative impact on knowledge management acquisition process and knowledge-sharing processes in knowledge management core processes, and formal environmental has a negative impact on knowledge-sharing processes and knowledge innovation process.
Technical support for knowledge processes has a positive impact on the processes of knowledge acquisition and knowledge sharing. Bureaucratic culture has a negative effect on knowledge innovation, and innovative culture has positive effect on knowledge acquisition, knowledge innovation, and the same time, the supportive culture has positive effect on knowledge sharing and knowledge innovation.
The core Knowledge processes (knowledge acquisition, sharing, and innovation) has a positive effect on Enterprise Performance.
(5) Codified-knowledge management strategy play a positive regulatory role on the relationship of knowledge acquisition, knowledge sharing and firm performance, but play a negative regulatory role on the relationship of knowledge innovation and firm performance.
(6) The interaction of value of human resources strategy, knowledge sharing and knowledge innovation has a positive impact on business performance. The effect of the interaction of the value of human resources strategy and knowledge acquisition on firm performance is not significant. The interaction of the specificity of human resource and knowledge innovation has a positive impact on enterprise performance.
(7) The conclusions of relationship between knowledge management operation environment, the knowledge management core process and enterprise performance can be applied to the construction of "a knowledge management maturity model"
(1)企业对知识管理缺乏深刻的理解,仅仅把知识作为知识管理的研究对象,而忽视了与知识密切相关的环境(尤其是内部的运作环境)因素的重要作用。许多知识管理项目都被简单地看成是信息管理的延伸,过分注重知识管理的技术属性,而忽视了知识管理的社会属性。
(2)企业在导入知识管理时,缺乏对自身知识管理能力水平现状的明确认知,从而不清楚组织内部是否已经做好准备,或在实施知识管理之后,没有一个明确的效果评价机制和标准,而使员工觉得知识管理不能给企业带来实际的效益,最终使得项目流于形式而失败。
现有的对知识管理成熟度模型的研究普遍存在一个问题——构建方法全部为经验判断,要素的选取缺乏实质数据。因此本研究尝试使用实证研究(而非经验判断)确定企业知识管理成熟度模型的组成维度。
对企业知识管理运作环境的研究基本都处于描述阶段,往往集中于理论探讨,缺乏相应的影响关系的实证数据。既然知识管理运作环境十分重要,那么他们是如何影响企业绩效的?影响关系相应的实证数据是什么?
本文采用实证研究方法,分析验证以下几方面内容：
(1)研究成熟度模型的模型结构、模型功能、模型评价指标体系和实施流程。
(2)研究成熟度模型的“基于实证研究结论”的构建方法。
(3)探讨知识管理运作环境对知识管理,知识管理对企业绩效的影响机理。
(4)在理论分析的基础之上,验证“人力资源环境”和“知识管理战略”对知识管理与企业绩效关系的调节效应。
(5)依托“知识管理运作环境”、“知识管理核心流程”和“企业绩效”三者关系研究结果构建知识管理成熟度模型。
(6)在大连重工·起重集团进行模型实践,通过案例分析,验证KM3的效用。
通过文献探讨,建立理论模型并提出研究假设。在走访企业的基础上,主要选取现有文献量表,进行样本收集,选取242份有效问卷,运用结构方程模型和回归分析进行检验。再依托实证研究结论构建KM3,并把KM3应用于大连重工·起重集团的企业实践。在整个研究过程中,我们发现：
(1)知识管理成熟度模型有一种新的、基于实证研究的构建方法。
(2)木研究构建的基于运作环境视角的知识管理成熟度模型的效用很好。己经通过了大连重工·起重集团的试用，已经作为人力资源部管理制度制定的参考依据之一
(3)无论是否实施过知识管理项目，企业都客观存在知识管理运作环境，并且这种环境是可以度量的。企业可以从知识管理运作环境因素的角度，通过评价自身的运作环境建设，来明确其知识管理的成熟程度，从而恰当把握导入知识管理的时机和重点方向。这样一来，企业从何处着手知识管理实践就变得具有可操作性。
(4)总的来说，企业的知识管理运作环境会通过知识管理核心流程这个中介对企业绩效产生影响。而详细的影响关系则是：企业知识管理运作环境中的集权化对知识管理核心流程的知一识获取流程和知识共享流程有负向影响，正规化环境对知识共享流程与知识创新流程有负向影响；技术支持对知识核心流程中的知识获取和知识共享有正向影响：科层型文化对知识创新有负向影响，创新型文化对知识获取、知识创新有正向影响，支持型文化对知识共享和知识创新有正向影响；知识核心流程(知识获取、共享、创新)对企业绩效有正向影响。
(5)编码化知识管理战略对知识获取、知识共享与企业绩效的关系起到正向的调节作用，对知识创新与企业绩效的关系起到负向的调节作用。人际化知识管理战略对知识共享、知识创新与企业绩效的关系起到正向的调节作用。
(6)人力资源战略价值与知识共享、知识创新的交互作用对企业绩效有正向彩响。人力资源专用性与知识创新的交互作用对企业绩效有正向影响
(7)知识管理运作环境、知识管理核心流程企业绩效三者的关系的结论可以应用于构建“知识管理成熟度模型’
The implementation of knowledge management in the enterprises in China has not achieved the desired effect. The successful experience is very few and failure's is more. The other hand, many Western companies, knowledge management project is a multi failed. The reasons for the failure are many and varied, but we attempt to analyze the two important reasons:
(1) The lack of a deep understanding of enterprise knowledge management, it thinks only knowledge as the object of study of knowledge management, while ignoring the important role who is closely related to the environment (in particular, the operation of the internal environment). Many knowledge management projects are simply seen as an extension of information management, while to much emphasis on the technical attributes of knowledge management, and neglect the social attributes of knowledge management.
(2) Enterprise in importing knowledge management, due to the lack of clear understanding on their own level of knowledge management capability status quo, so it is unclear whether the organization has ready. After the implementation of knowledge management, there is no a clear effect evaluation mechanisms and standards, so the employees feel that knowledge management can not bring real benefits to the enterprise. These will make the project a mere formality and failure ultimately.
The existing research on knowledge management maturity model widespread a problem: Model construction methods are all experienced judgment and lack of real data on the selection of elements. Therefore, this study attempts to use experience research (rather than empirical judgments) to determine the composition of the enterprise knowledge management maturity model dimensions.
Research on enterprise knowledge management operation environment is basically at the description stage. Because focus on theoretical study, it lack of empirical data relation corresponding effect. Since knowledge management operation environment is very important, so, how they affect business performance? What is the affect the relationship between the corresponding empirical data?
In this paper, empirical research and analysis has been used to verify the following aspects:
(1) The research of maturity model structure, model function, model evaluation index system and implementation processes.
(2) Research on the construction method of maturity model based on empirical findings.
(3) Study on the mechanism of Knowledge management operation environment to knowledge management and knowledge management to enterprise performance.
(4) On the basis of theoretical analysis, we verify the effect verification of "human resource" and "knowledge management" on the relationship between knowledge management and enterprise performance.
(5) Relying on the three results of "knowledge management environment","knowledge management core flow" and "business performance" relationship, we construct a knowledge management maturity model.
(6) Through the case analysis, effectiveness of KM3had been confirmed, based on the model practice in DHI·DCW.
Through the literature research, the theoretical model and hypothesis has been established. On the basis of the visited enterprises, sample has been collected from the existing literature scale mainly, and we selected242valid questionnaires using structural equation model and regression analysis to test it. Relying on empirical findings build KM3, the KM3has been used to business practices in DHI·DCW. Throughout the course of the study, we found that:
(1) There is a new method based on empirical research to Knowledge Management Maturity Model.
(2) The effectiveness of knowledge management maturity model constructed in this study based on the operation of the environmental perspective is good. The model has been adopted in DHI·DCW, and one of the reference based on the model has to develop as a human resources management system.
(3) Whether or not knowledge management project has been implemented, there is knowledge management operation environment objective in enterprises, and this environment can be measured. From the point of view of knowledge management operation environmental factors, enterprise can clear the level of maturity of knowledge management through the evaluation of the operation environment construction, and thus appropriate to grasp the import of the timing and focus of knowledge management direction.
(4) Overall, knowledge management operation environment will have an impact on business performance through the intermediary of knowledge management core processes. The detailed impact relationships are:Centralization of enterprise knowledge management operation environment has a negative impact on knowledge management acquisition process and knowledge-sharing processes in knowledge management core processes, and formal environmental has a negative impact on knowledge-sharing processes and knowledge innovation process.
Technical support for knowledge processes has a positive impact on the processes of knowledge acquisition and knowledge sharing. Bureaucratic culture has a negative effect on knowledge innovation, and innovative culture has positive effect on knowledge acquisition, knowledge innovation, and the same time, the supportive culture has positive effect on knowledge sharing and knowledge innovation.
The core Knowledge processes (knowledge acquisition, sharing, and innovation) has a positive effect on Enterprise Performance.
(5) Codified-knowledge management strategy play a positive regulatory role on the relationship of knowledge acquisition, knowledge sharing and firm performance, but play a negative regulatory role on the relationship of knowledge innovation and firm performance.
(6) The interaction of value of human resources strategy, knowledge sharing and knowledge innovation has a positive impact on business performance. The effect of the interaction of the value of human resources strategy and knowledge acquisition on firm performance is not significant. The interaction of the specificity of human resource and knowledge innovation has a positive impact on enterprise performance.
(7) The conclusions of relationship between knowledge management operation environment, the knowledge management core process and enterprise performance can be applied to the construction of "a knowledge management maturity model"
引文
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