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Brief Analysis based on the the the cultivation of of the Perspectire of Knowlege Management knowledge-based enterprises core competencies

Author: GuanJiFeng From: www.yourpaper.net Posted: 2010-06-16 05:22:25 Read:
Paper Keywords: a knowledge-based enterprise knowledge management core capacity-
Papers Abstract: knowledge-based enterprises in order to maintain a competitive advantage in the fierce competition in the, need to strengthen the the knowledge management. The the the core of capacity of and knowledge management of of the knowledge-based enterprises is closely related to, its ability to the core of derived from the knowledge management. A knowledge-based enterprises should implementation of a comprehensive knowledge management strategy, the establishment of the cultural of learning--type organizations and highly efficient enterprise, on the Control Panel. The strive to foster a its own the core of the ability to, maintain a competition arising therefrom advantage.
Since since the 90s the 20th century,, the the gradually step-by-step people of the the world economy knowledge-based economy era, for the knowledge-development, accumulation, innovation and application of-as the core of a knowledge-based enterprises to provide a the space and opportunities of the unprecedented outreach. A large number of in order to knowledge-based enterprises in the the in the the the spring tide of of the market economy the Xun rise of, in the global economy played a an increasingly important role. The a knowledge-based enterprise using its the can be for-profit unique to by the the ability to and Compared with the traditional enterprise of the competitive advantage of, quickly caught the the widespread concern in of the of enterprise reminders rationale persons and academics.
The the meaning of
of the 1 knowledge-based enterprises
The the traditional-type industrial enterprises based on the industrial products for the the foundation, the financial capital is the most important enterprise resource, through the procurement of raw materials, processing, production and sales to realized profits of, the profit comes from the in the the Star work the production and raw materials of, resource of the absolute-expendable. Knowledge-based enterprises with the traditional--type industrial enterprises is wholly-different, it is a kind of and opening up, Organization for the interactive, rely on knowledge survival and development of by the management to.
It Adoption of the a knowledge-employees creative of work to to meet the the the needs of customers, the capital jump of the mainly will the knowledge is an operating as part of its are main activities, the the content of knowledge of the products and services is is high, value-added is high. Its nuclear heart resources - knowledge, not only will not is consumed in the the in the the section on operating activities, on the contrary, through the the the application of knowledge, share, they would to create to out of the more knowledge, so that the knowledge, get the express written permission of, expansion and upgrading, to further strengthen the the the competitive advantage of of the enterprise, to achieve the the the sustainable development of of the enterprise. The knowledge innovation is the the development of enterprises of the the driving force behind the, a knowledge-based employees are the enterprise's primary assets. As pointed out by by the Yang Yunjie, the the knowledge-based enterprises is based on the of the enterprise of the knowledge-based, knowledge is the the the principally invest its people elements, and in order to the knowledge innovation for the purpose of, to carried out production, storage, the use of, and dissemination of economic organizations is of knowledge or information, is the knowledge-based economy important micro-foundation for.
The Knowledge Management and core competencies in the a 2 of knowledge-based enterprises closely related to the
Core competencies is the earliest is the Pahanlade (Prahalad) and Hamer (Hamel) published in the in 1990 the the Officil industry core competencies, "a text in the put forward come. They think that the "the core the ability to is the the accumulation of sexual knowledge of the organization, in particular is About to how to coordinate the the different production skills and organic combined with the of the level of education of the a variety of technology flow". Since its after having introduced of the the the concept of of the core the ability to, quickly became the the the hot spots of the the theory of the firm and strategies management theoretical research, the the and many scholars studied at home and abroad conducted in-depth research, formed a are several different of the genre.
Although the the was made a by the various schools of from a different perspective on the core the ability to adopting different definitions., But, almost various schools of have emphasized the the the the role of of knowledge on the core the ability to. Such as in order to Pahanlade and Hamer and and so on-as the representative of core competencies the Conformity Concept in, highlighting the stressed the "knowledge, '; the Peter - Drucker is the the on behalf of of resource said, think that the that the knowledge is the key to of the of economic resources will, is the a kind of is not available or finite resource indispensable in, is the the the dominant sexual of the competitive advantage is or even is the the only the source of, the knowledge has a can be configured sexual, can be use the sexual, manageability,, and, as well as performance sexual and and so on characteristics of; the of the on behalf of the Allee of the able to say also highlights the the the role of of knowledge, He believes that the enterprise 's core competencies including the core knowledge capability and core operational capabilities of; Leonard - Barton, on behalf of of the of viewpoint of knowledge, more is to think that the core the competitiveness of is the to enable enterprises to unique and for enterprises to bring of competitive advantage knowledge system. Looking at the a variety of abroad core competencies the theoretical study of, almost a variety of theory are think that the enterprise's core the ability to with the knowledge-related.
So far as the knowledge-based enterprises are concerned, the the the the relationship between the the the core the ability to with the the knowledge more direct and close. The the core of of the knowledge-based enterprises the ability to derived from the the knowledge and knowledge management. Any enterprises, resources are business basis of competitive advantage, including manpower, material resources and financial resources, and and so on on, the most important resource of the knowledge-based enterprises is the knowledge resources. The competitive advantage of of the enterprise not only look at owner the how many of the knowledge resources, the configure and integrate the of the but also the on the the of knowledge resources is is not efficient. A knowledge-based enterprises to cultivate their core competencies, and you want to processed in order to the knowledge possessed by resources for the the basis of, in particular is you want to of in order to OF RARE AND sexual knowledge IN as the-based, and the integration of the these knowledge to be, the use of and innovation, in in order to to to meet the the the special needs of of the customer. The the competitive advantage of of the knowledge-based enterprises, that is, from the enterprises to to the ability to on carried out of accumulation, innovation and application of of the for knowledge. Said from the a this sense, the the process of fostering the enterprise's the core ability to of, in essence, on the is the the the process of of the knowledge management, is the knowledge has been identified, the the process of of access to, and give full play to of the role of. Although the the on the the form of of the the a concrete manifestation of of the different type of enterprise, core competencies is will be different, for However, so far as the knowledge-based enterprises are concerned, the knowledge is one of the enterprise's the the most valuable strategic resources in, is the knowledge of the the the essence of of the core the ability to. Contains in the in the the products or services knowledge is the the the key to of the enterprises to form a sustainable competitive advantage. 3 is to strengthen knowledge management, the the core of of cultivate us for the knowledge-based-oriented enterprises the ability to
Within the the in the enterprise, 3.1 implementation of a comprehensive knowledge management strategy.
The should be knowledge management to rise to the the the height of the of the knowledge management strategy, pressing ahead with in the enterprise internal with them, from a high-rise management personnel to to the grass-roots level employees, should establish onwards respect for knowledge, learning knowledge and, shared the knowledge, innovations knowledge of the philosophy, so that the the knowledge of the a member of the of the organizations be able to the to efficiently share and transformation of be. Knowledge-management strategy is requirements the to encourage to and, for the knowledge-and innovation to provide the protection of of the strategy, so that the the knowledge of the within the organization able to get the to fully tap the and applications, absorb and learn from the predecessors and the knowledge of others. Relevant environmental of the the the course of the campaign as well as the of knowledge management activities of the research knowledge in the organizational system in the, in order to facilitate the the learning of knowledge, sharing, and metastasis of, to speed up the knowledge innovation, and to to provide knowledge resources for the cultivation of of core the ability to.
In order to knowledge management, 3.2 as the center perfect the the organizational design of the of enterprises.
First of all, from the the detailed position design point of view, that the compared to the with traditional enterprise organizations, increase the professional engaged in the the the posts of the knowledge development and knowledge management, such as the chief knowledge officer, the project knowledge managers, and and so on on, the the proportion of of you want to to expand the R & D personnel . Secondly, in the within the organization, design the reasonable of the incentive system, is necessary to to encourage the the the knowledge-sharing in the between employees, but also pay attention to to protect the a knowledge-employees personal interests in, put the the outcomes of the of knowledge innovation of the employees with the the economic gains-phase Contact, to protection the the enthusiasm of of the of innovation of the employees. Once again, the establishment of is conducive to the the cultured the training of talents development mechanism by the talent, the study of this on the of employees, training the formation of institutionalization of, to to provide a steady stream of the a knowledge-based talent for the enterprise.
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