摘要
知识经济时代,企业管理层开始深刻地认识到,知识对企业发展与进行市场竞争,具有重要的战略价值,知识管理已经得到了世界上大量先进企业的重视。知识管理作为一种新的管理模式,并在现代企业中运用,它不仅是管理制度的创新,而且它能够激发员工的学习热情,并使得知识获取和知识创新之间形成良性循环,将企业创造成为一个学习型、开放型的组织,从而保证组织效能的提高。企业文化的兴起,源于第二次世界大战后,日本经济从废墟中奇迹般地迅速崛起,仅仅30多年就在世界经济的竞争中对美国构成了威胁。此后,企业文化发展成为一种全新而行之有效的管理理论,后被众多企业运用于实践,并取得了明显的成效,显着提高了组织效能。可见,知识管理和企业文化的实施,都对组织效能的提高有着积极的意义,同时,已有的研究表明,组织中知识管理的成功实施,企业文化又是一个强大的制约因素。
本文在对知识管理、企业文化与组织效能的相关文献大量阅读后,在三者文献综述的基础上,创新研究思路,对知识管理、企业文化与组织效能三者的相关关系上,进行了整合性研究。首先,基于现有理论研究,分别对知识管理、企业文化与组织效能的内涵进行界定。基于现有知识管理理论,从知识获取、知识存储、知识组织、知识传递、知识利用和知识创造六个流程的角度,界定知识管理的内涵；基于现有企业文化理论,依据丹尼森的企业文化特质模型(TMCT),从参与性、一致性、使命和适应性四个方面,界定企业文化的内涵；基于现有组织效能理论研究,提出组织效能由竞争能力、创新能力与发展能力协同构成,在内涵界定基础上,阐述了知识管理与组织效能的关系、企业文化与组织效能的关系,以及知识管理与企业文化的关系,然后,根据三者之间的关系,建立了知识管理(KM)、企业文化(C)、组织效能(E)三者相互关联的KMCE三角模型,以及数学关系模型。
该模型包括五个分支模型：模型Ⅰ为知识管理与组织效能的相关性模型,假定知识管理为因,组织效能为果,知识管理的水平影响到组织效能的水平；模型Ⅱ为企业文化与组织效能的相关性模型,假定企业文化为因,组织效能为果,企业文化的水平会影响到组织效能；模型Ⅲ为知识管理与企业文化的相关性模型,假定企业文化与知识管理互为因果,企业文化的水平影响知识管理的水平,知识管理的水平也影响企业文化的水平；模型Ⅳ为企业文化对知识管理与组织效能相关性的修正模型,假定引入企业文化变量能够提高知识管理与组织效能之间线性方程的拟合优度；模型V为知识管理对企业文化与组织效能相关性的修正作用模型,假定引入知识管理变量能够提高企业文化与组织效能之间线性方程的拟合优度。
同时,根据三者内涵和关系模型设计了三张评价量表,即改编了Lawson知识管理评价量表,设计出本文所需知识管理评价量表；从参与性、一致性、使命和适应性四个方面,设计了企业文化评价量表；以竞争能力、创新能力和发展能力为基础,设计了组织效能评价量表。
本文采用纸质问卷调查与电子问卷调查两种方式,共获取了195份有效样本数据,利用SPSS统计分析软件,对问卷的信度进行了检验,问卷具有很高的内部一致性,对KMCE三角模型五个分支模型,进行了相关分析、偏相关分析,以及多元回归分析,验证并描述了KMCE各分支模型。
结果显示,知识管理与组织效能正相关、企业文化与组织效能正相关、知识管理与企业文化正相关、企业文化对知识管理与组织效能间关系具有修正作用、知识管理对企业文化与组织效能间关系具有修正作用。各分支关系模型的数学表达式,能为企业的评价提供预测依据。最后,选取了两家市场表现较佳的企业进行对比案例研究,发现各自存在的问题,并提出合理的知识管理和企业文化建设的相关建议。
In the knowledge economy times, the administration and supervision authorities of organizations begin to realize deeply the strategic value of knowledge in the development and market competition, and knowledge management has got the attention of numerous advanced organizations in the world. Being a new management mode, knowledge management is beginning to be adopted in modern organizations. it is not only the innovation of management system, but also can stimulate the learning enthusiasm of the staff, and promote the forming of the beginning cycle between knowledge obtainment and innovation, and therefore shape the organizations into a learning and open organization, and improve organizational effectiveness. Corporate culture theory originated from Japanese enterprises that put culture management into practice after the World WarⅡ. Then, it evolved into a new and effective management theory, which is wildly applied in many enterprises to have increased organizational effectiveness. Knowledge management and corporate culture are both good to organizational effectiveness and the former research has showed that corporate culture plays a vital part in the success of knowledge management.
On the basis of survey of related literature in knowledge management, corporate culture and organizational effectiveness research, the dissertation captures a new study idea that is to make an integrated study on the relationship of knowledge management, corporate culture and organizational effectiveness. Firstly, according to the present theory, it explores the connotation of knowledge management, corporate culture and organizational effectiveness. It defines knowledge management in six dimensions which are knowledge acquisition, knowledge organization, knowledge storage, knowledge transfer, knowledge use and knowledge creation; It defines corporate culture in four profiles which are involvement, consistency, mission and adaptability based on the theory of Denison's TMCT (Theoretical Model of Culture Traits); It defines organizational effectiveness in three aspects which are competition ability, innovation ability and development ability. Then, it makes detail statement of the relationship among the three and their components stated above in the connotation exploration.
Secondly, it establishes a triangle model-named KMCE (knowledge management, corporate culture and organizational effectiveness) based on the above statements. The KMCE model can be divided into five branch models. The first model is the correlation between knowledge management and organizational effectiveness,assuming that knowledge management is the cause,and organizational effectiveness is the consequence,that is the level of knowledge management affects the level of organizational effectiveness. The second model is the correlation between corporate culture and organizational effectiveness,assuming that corporate culture is the cause, and organizational effectiveness is the consequence, that is the leveFof corporate ate culture affects the level of organizational effectiveness. The third model is the correlation between knowledge management and corporate culture, assuming that knowledge management and corporate culture are both the cause and the consequence for each, that is the level of corporate culture affects the level of knowledge management and likewise the level of knowledge management affects the level of corporate culture. The forth model is the moderating effect of corporate culture on the correlation between knowledge management and organizational effectiveness, assuming that the variable of corporate culture can improve the fitness of the equation on knowledge management and organizational effectiveness. The fifth model is the moderating effect of knowledge management on the correlation between corporate culture and organizational effectiveness, assuming that the variable of knowledge management can improve the fitness of the equation on corporate culture and organizational effectiveness.
Then it develops a knowledge management assessment instrument adjusted from Lawson; it develops a corporate culture assessment instrument based on Denison's TMCT; it develops an organizational effectiveness assessment instrument in three aspects which are competition ability, innovation ability and development ability based on the connotation of organizational effeetiveness in this study.
The study makes marketing research with the questionnaire designed in both paper and electronic forms. Finally, the research obtains 195 effective samples and tests the validity of the questionnaire. The high validity of the questionnaire enables the following step to analyze the data in correlation, partial correlation and regression by SPSS to validate and express the KMCE model and branches.
The results of the demonstration are the positive relationship between knowledge management and organizational effectiveness, the positive relationship between corporate culture and organizational effectiveness, the positive relationship between knowledge management and corporate culture, the existing moderating effect of corporate culture on the relationship between knowledge management and organizational effectiveness, the existing moderating effect of knowledge management on the relationship between Corporate culture and organizational effectiveness. Furthermore, the mathematic expressions of the KMCE model and branches support enterprises to predict. At the end of the study, it makes a case study on contrast of two enterprises, the performance of which are good in the market and puts forward appropriate advices.
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