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Analysis of the core competitiveness of enterprises based on knowledge management

Author: JiangZuo From: www.yourpaper.net Posted: 2010-06-15 16:05:49 Read:
Paper Keywords: knowledge management core competencies organizational culture
Abstract: Faced with the enormous pressure of the global financial crisis, knowledge management is more and more entrepreneurs attention, in order to obtain the core competitiveness of enterprises through knowledge management in this new management model, focused on the core of the knowledge-based management the to obtain of the the competitiveness of as well as the comprehensive knowledge management system, hope that the the enterprises be able to find the suitable for the enterprise the knowledge management strategy of.
0 Preface
The knowledge management (KM KnowledgeManagement) is emerging management trends and methods of the new economic era of the network management scholar Peter Drucker as early as 1965 that predicted: "The knowledge will replace the Land , labor, capital and equipment, become the most important factors of production. "by the booming of information technology in the 1990s, the concept of knowledge management combined with Internet tools to construct population sites, database, and application of computer software systems, become cumulative knowledge wealth, create more competitive weapon in the new century. Drucker pointed out: First, knowledge has become the only meaningful resource today, the traditional resource is still useful, but has become secondary, as long as there is knowledge you can organize these resources, and in the "post-capitalist" be able to way easily obtain the; the second, will knowledge-applied to the knowledge is to create the the activities of the Centre of the of wealth, of this center for the last is labor force, and later is the capital. Now that is knowledge; Third, in the the the era of economic knowledge, only the for knowledge management, the in order to continuously to obtain of the enterprise competitive advantage. The face of the the pressure of of the economic crisis, the a lot of enterprises also are looking for the a new path of development, the change and innovation of the the implementation of the enterprise of the, be able to to spend a this time economic crisis and, and the ability in the the the global economy moth-eaten and adjustment of this time economic crisis caused by in the to obtain the competition of advantage, to obtain the core competitiveness of enterprises, in order to changing circumstances for continuous development. Knowledge management as a cultural change and management model innovation, being the concern of many entrepreneurs.
1 Knowledge Management
Enterprises through access to knowledge resources (explicit knowledge and tacit knowledge), finishing, development, use, sharing, and innovation, and establish a system of internal and external environment of open and pluralistic, in order to enhance the viability , the the dynamic of the competitiveness and innovation force management process. Knowledge The management process at which the management is the to establish in the a knowledge-resources on the basis of of the, is the the carding structured, of the business-to-the all kinds of knowledge of the the dynamic management of of the research and development of. Is knowledge for the administration not only inherits of the the the essence of of people-oriented management, but also combined with the the characteristics of of the Morphology of Knowledge Economy to be innovative, highlighting the be emphasized the the role of of with people in a knowledge-based management in the, is the the the the reproduction of with the an extension of of of the "in order to people-oriented" management philosophy.
2 based on knowledge management core competitiveness of enterprises
2.1 enterprise's core-the competitiveness of
In 1990, strategic management expert CK Prahalad and Hammerstein in the Harvard Business Review, "published" the company's core capabilities ", first proposed the concept of core competence, they pointed out that the the enterprise's core the ability to (or known as core competitiveness of) is the the the the accumulation of sexual knowledge of in the the in the organization, in particular is on the coordination of the different production skills and organic the combined with of a variety of technical genre knowledge is the the main source of of the core competitiveness of. The core competitiveness four characteristics:
(1) Value Creative are recognized one from the user's point of view inspection a More of the consumer surplus.
The core competitiveness of the value creation reflected the contribution of the corporate strategic positioning or financial / economic value. Among them, the core competitiveness of must first particularly helpful in the the value of of the Users value, the a the ability to in those who be able to to enable enterprises to to provide users with a fundamental the benefits of can be called a core competitiveness of enterprises, creative (s) of the value of of this from the user's point of view inspection tour in, by the Chinese scholars Guan Yixin the be summarized as of Mr. in economics "the more consumer surplus".
(2) scalability an inspection from the perspective of future growth through structural knowledge platform to achieve economies of scope.
Core competitiveness of the limits of the "core" word actually means that the core competitiveness of scalability, that is, the degree of realization of economies of scope. The "core" of the core competitiveness is reflected in whether you can maximize economies of scope.
(3) Imitability a inspection from a competitor perspective First, system integration and innovation, especially related to the tacit knowledge.
Core competitiveness the ability to associated to the the tacit knowledge of enterprises has a distinctive-of the own knack in, therefore does not easy to be the population possesses, transfer or imitate, in is because the to its is different from the explicit knowledge, the process of of ownership sexual, integrity and is not clear and sexual. Enterprise has its deep roots in the body of the organization, and into the corporate culture and management, is a system integration and innovation.
(4) a self-learning from past visits First, the cumulative result of learning and continuous learning and innovation.
The core competitiveness is the ability to learn, so that enterprises in the past internal learning gradually built up. It often reflects the accumulation of tacit knowledge embodied in the intangible assets of enterprises, it is the collective "learning by doing" crystal, and, in the process of applications and sharing, improved and refined.
Formed in the course of development of core competence theory of many schools, one of which is the core competitiveness based on knowledge of the genre Barton on behalf of that core competitiveness of corporate identity, is not easy to leakage of of the proprietary knowledge and information, including the four dimensions of of the: skills and knowledge base, technical system, the management system, and values ??system. The of this genre on the the interpretation of the core competitiveness of the the most be able to-up consultation the the of the knowledge-based connotation of of the release of the core Jingzheng Li, to Description the core competitiveness of internal driving force is a knowledge-management. 2.2 Knowledge management and core competitiveness of enterprises
The core competence is the kinetic energy platform for enterprises to achieve sustainable development, optimization to improve core competitiveness directly determine the structure and function of the internal system effectively, the impact on business and the external environment material recycling, energy flow and information the interactive of the to pass trend. Knowledge management based on the effective development and take full advantage of the knowledge, information resources integration, aims to improve the enterprise's competitive advantage and the ability to create, through the system of internal and external environmental factors. In this sense, the inherent structural association between knowledge management and core competitiveness, improve the core competitiveness of enterprises from the implementation of knowledge management innovation of enterprises to carry out by the roots, knowledge management, innovation management, innovation diffusion innovation to maintain the ultimate support. As a knowledge management melting people of enterprise survival the Emergence of the the development of of, the the interpretation of the of the core Jingzheng Li improve the procedure's is the to the appear of the new knowledge, the the birth of the new technology as well as the new product development The Show of Scrolls, is the the the the The Interpretation and the attending-Release of of the a knowledge-management the essential connotation of, is straight it paste life forms an inherent concern. In short, the the knowledge management Query Search Concerned about the enterprise to achieve the and healthy survival and the fulcrum of driving the sustainable development - core competitiveness, favor of continued efforts through the knowledge-based intensive, knowledge application, the exchange of knowledge and knowledge innovation, to maintain of the as the core competitiveness provide effective protection.
Comprehensive knowledge management of the 3 Enterprise
3.1 determine the appropriate knowledge management strategy mode
Hansen and other scholars in the study of two different knowledge management strategy mode, that is, codified strategic model and personal strategy mode. Select knowledge management strategy and can not be arbitrary, but must consider the way of customer service, the economic conditions and the specific circumstances of the staff. If the enterprise knowledge management strategy focused on identifying improper or trying to implement two strategies, the competitiveness of enterprises is likely to be weakened. However, no matter what kind of strategy, corporate knowledge management strategy to the embodiment of the corporate strategy, should be consistent with the company's overall competitive strategy. Companies only create value for customers, in order to achieve the development of enterprises. Such as Andersen Consulting follow the coding strategy, knowledge management and strategy consulting firm Bain, Boston Consulting Group, McKinsey emphasis on personal knowledge management strategy.
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