用户名: 密码: 验证码:
公司创业视角下知识管理影响绩效的作用机制研究
详细信息    本馆镜像全文|  推荐本文 |  |   获取CNKI官网全文
摘要
随着知识经济的形成和到来,知识已成为国家经济发展、企业成长的核心资源。作为经济社会基本细胞的企业,如果能在公司创业过程中有效地整合知识资源,将会创造更多的价值,提高公司的竞争力,获得更多的成长。在我国,知识管理虽然已经走入很多的创业型企业,并且大部分中国企业都意识到知识管理的重要性,是企业未来持续发展的核心竞争力。然而,知识管理在中国企业的实施却并非一帆风顺,而是困难重重,特别是创业型企业,所以对公司创业视角下知识管理影响绩效作用机制的实证研究就显得十分迫切而紧要。
     本研究以处于公司创业活动中的企业作为研究对象,在现有公司创业和知识管理相关研究文献的基础上,通过专家访谈分析,提出了创业视角下知识管理影响组织绩效过程的概念模型,然后采用问卷调查形式,对194家企业进行问卷调研工作,根据回收问卷的数据分析,全面研究了知识管理的推动因素、知识创造过程、以及中间结果创造力对公司创业绩效的影响关系,并着重分析了知识创造过程和组织创造力的中介作用。
     本文通过实证研究分析,结合中国企业公司创业的特殊环境,给出了一个整体知识管理影响组织绩效的过程机制模型,同时给出了一些新的更加适合公司创业活动的知识管理推动因素,以及通过组织创造力在模型中的中介作用,创新性地提出了组织创造力可作为在公司创业环境下作为知识管理绩效考核的标准。
     同时,本文最后针对中国企业创业活动中的知识管理现状,根据专家访谈和实证分析的结果,对如何提高公司创业绩效和如何提高公司创业活动中知识管理效率分别提出了对策和建议,为我国企业的实际经营管理提供了切实可行的知识管理参考方案。
As the era of knowledge-based economy is looming near, knowledge has become the core resource for the economy development as well as the growth of the enterprise. The enterprise, as the basic element of the economic society, will create more values, grow faster and be more competitive, under the circumstances that the knowledge resources are effectively integrated during the innovation. In China, the knowledge management has been introduced into many start-up companies. Though most of China's companies have realized the importance of knowledge management and seen it as the core competency of the sustainable development. still the implement of knowledge management faces severe difficulties especially in those start-up companies. Therefore, the empirical research on the process of how knowledge management affects the start-up company performance becomes urgent and critical.
     Aiming at the entrepreneurship companies, based on the available research papers on corporate entrepreneurship and knowledge management, through analysis on the experts" interview, this research puts forward the conceptual model of the impact of knowledge management in the start-up companies. Questionnaire research has been carried out in 194 companies, and on the analysis of the statistics, the influences of driven factors of knowledge management, the process of knowledge creation and intermediate results creativity have been comprehensively studied, among which the intermediary role of the process of knowledge making and the power of organizational creativity have been studied particularly.
     Through the empirical research, connected with China's special entrepreneurial environment, this paper offers a process-based model of how the integrated knowledge management affects the organizational performance. More push factors of knowledge management, which are more suitable to company's entrepreneurial activities, have also been given.
     To the current situation of the knowledge management in China's start-up companies, according to the expert interview and Empirical Analysis. this paper advances proposals on how to raise the company's performance and how to enhance the efficiency of knowledge management during the entrepreneurial activities respectively, which provides feasible knowledge management solutions for the enterprise management in China.
引文
[1] Adler. P. . Goldoftas. B. , & Levine. D. Flexibility versus efficiency? A case stiidy of model change overs in the Toyota production system. Organization Science, 1999. 10(1), 43-68.
    [2] Alavi. M. , & Leidner, D. E. Review:Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarierlw, 2001.25(1). 107-136.
    [3] Albaum, G. The Likert scale revisited: An alternative version. Journal of the Market Research Society, 1997.39(2 ), 331-348.
    [4] Amabile. T. M. A model of creativity and innovation in organizations. In B.M. Staw and L.L. Cummings (eds.). Research in Organizational Behavior, vol. 10. Greenwich. CT: JAI Press. 1988. 123-167.
    [5] Amabile, T. M., Conti. R. . Coon. H. . & Lazenby. J.. & Herron, M. Assessing the work environment Tor creativity. Academy of Management Journal, 1996.39(5).1154-1184.
    [6] Appleyard, M. How does knowledge flow? Interfirm patterns in the semiconductorindufilty. Slnite Umanai-ernent Journal. 1996.17( 10). 137-154.
    [7] Baron. R. M. . & Kenny. D. A. The moderator-mediator variable distinction in socialpsychological research: Conceptual. strategic. and statistical considerations. Journal of Personality and Social Psychology. 1986.51 (6). 1173-1182.
    [8] Becerra-Fernandez. I.. & Sabherwal. R. Organizational knowledge management: A contingency percpective. Journal of Management Information Systems. 2001.18(1).23-55.
    [9] Beckman. T. The current state of knowledge management. In J. Liebowitz (ed.). Knowledge Management Handbook. Boca Raton. FL: CRC Press. 1999. 1-22.
    [10] Bennett, R. . & Gabriel. H. Organizational factors and knowledge management with in large marketing departments: An empirical study. Journal of Knowledge Management. 1999.3(3). 212-225.
    [11] Bettis R. A.&Hitt Management Journal, Vol M. A.. The new competitive landscape, Strategic. 1995,16. 7-19
    [12] Bierly, P. . & Chakrabarti. A. Generic knowledge strategies in the U.S. pharmaceutical industry. Strategic Management Joiimat. 1996,17(10). 123-135.
    [13] Bostrom. R. , & Heinen. J. MIS problems and failures: A socie-technical perspective. MIS Quarterly. 1997,1(3). 17-32.
    [14] Brown. J. , & Eisenhardt. K. Product development: Past research. present findings.and future directions. Academy of Management Review. 1995,20(2). 343-378.
    [15] Caruana, A. . & Morris. M. H. . & Vella. A. J. The effect of centralization and formalizationon entrepreneurs hip in export firms. Journal of Small Business Management, 1998,36(1), 16-29.
    [16] Chase, R. The knowledge-based organization: An international survey. Journal of KnowledgeManagement. 1997,1.38-39.
    [17] Child, J. Organizational Structure, environment, and performance: The role of strategic choice [J]. Sociology, 1972.6(1). 1-22.
    [18] Choi, B., & Lee. H. Knowledge management strategy and its link to knowledge creatingprocess. Expert Systems with Applications. 2002,23(3). 173-187.
    [19] Damanpour, P. Organizational innovation: A meta analysis of effects of determinantsand moderalors. Academy of Mcmagenient Journal. 1991,34(3), 555-590.
    [20] Davenport, T. H. Knowledge management and the broader firm: Strategy, advantage,and performance. In J. Liebowitz (ed.). Knowledge Management Handbook. Boca Raton. FLCRC Press, 1999,2-11.
    [21] Davenport, T. H. , & Prusak, L. Working Knowledge. Boston: Harvard Business School Press, 1998.310-356.
    [22] Davenport, T. H. , & Long, D. , & Beers. M. C. Successful knowledge management projects. Sloan Management Review, 1998.39(2), 43-57.
    [23] Demarest. M. Understanding knowledge management. Long Range Planning, 1997.30(3), 374-384.
    [24] Deshpande. R. , & Jarley. U. . & Webster. F. Corporate culture, customer orientation, and innovativeness in Japanese firms: A quadrad analysis. Journal of Marketing. 1993.57(1),23-37.
    [25] DeTienne. K. B.. & Jackson. L.A. Knowledge management: Understanding theoryand developing strategy. Compelitivenes Review. 2001.11(1). 1-11.
    [26] Dougherty, D., & Corse. S. M. When it comes to product innovation, what is so badabout bureaucracy? Jounml of High Technology Manugernent Research. 1995,6(1), 55-76.
    [27] Drew. S. From knowledge to action: The impact of benchmarking on organizational performance. Lon Range Planning. 1997,30(3). 427-441.
    [28] Duncan, R. B. The ambidextrous organization: Designing dual structures for innovation. R.H. Kilmann. L.R. Pondy. and D.P. Slevin (eds.). The Management of Organization:Strategy and Implementation. New York: North-Holland. 1976,167-188.
    [29] EIn-Dor, P. , & Segev, E. Organizational context and MIS structure: Some empirical evidence. MIS Quarterly. 1982,6(3), 55-68.
    [30] Ekvall. G. Organizational Conditions and Levels of Creativity . Creativity Research Journal. 1997, 6 (4).l 12-154..
    [31] Elenkov. D. S. Effects of leadership on organizational performance in Russian companies. Journal of Business Research. 2002,55(6), 467-480.
    [32] Eppler, M. J. . & Sukowski, O. Managing team knowledge: Core processes, tools andenabling factors. European Management Journal. 2000,18(3),334-341.
    [33] Fahey. L. . & Prusak. L. The eleven deadliest sins of knowledge management. California Management Review, 1998.40(4). 265-276.
    [34] Galliers. R. D. . Newell. S. . & Huang. J. C. . & Pan. S. L. Implementing enterprise resource planning and knowledge management systems in tandem: Fostering efficiency and innovation complementarity. Information and Organization. 2003.4.356-420.
    [35] Garland, R. The mid-point on a rating scale: Is it desirable? Mariceting Bulletin. 1991,5(2), 66-70.
    [36] Geert , Vissers, & Ben Dankbaar. Independent Creativity and Innovation Management. 2002.11(1), 31-42.
    [37] Ghemawat, P. . & Costa, R. The organizational tension between static and dynamic efficiency. Strategic Management Journal. 1993.14(8). 59-73.
    [38] Glynn. M. Innovative genius: A framework for relating individual and organizational intelligence to innovation. Academy of Management Review. 1996,21(1),1081-1111.
    
    [39] Gold, A. H. , & Malhotra. A. . & Segars, A. H. Knowledge management: An organizational capabilities perspective. Journal of Management Information Sxstems. 2001.18(1). 185-214.
    [40] Gottschalk, P. Strategic knowledge networks: The case of IT support for Euro law firms in Norway. International Review of Law Computers & Technology.2000,14(1) .115-129.
    [41] Graham, A. B. . & Pizzo, V. G. A question of balance: Case studies in strategic knowledge management. European Management Journal. 1996,14(4). 14. 338-346.
    [42] Grover, V. , & Davenport. T. H. General perspectives on knowledge management: Fostering research agenda. Journal of Management Information Systems, 2001.18(1),5-21.
    [43] Gupta, A. K. , & Govindarajan, V. Knowledge management's social dimension: Lessonsfrom Nucor steel. Sloan Management Review. 2000,42(1). 71-80.
    [44] Gurteen, D. Knowledge, creativity and innovation. Journal of Knowledge Management, 1998,2(1), 5-13.
    [45] Hackerman, J. , & Morris, C. Group tasks, group interaction process, and group performance effectiveness: A review and proposed integration. In L. Berkowitz (ed.). Group Process.New York: Academic Press. 1978. 1-15.
    [46] Hair, J. F. , Anderson. R. , & Tatham, R. , & Black, W. Multivariate Data Analysis withReadings. Englewood Clifls. NJ: Prentice Hall. 1995.36-65.
    [47] Hansen, M. T. The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Administrative Science Quarterly. 1999.44(1). 82-111.
    [48] Hansen. M. T. & Oetinger. B. Introducing T-shaped managers: Knowledge management's next generation. Harvard Business Review.2001,79(3). 107-116.
    [49] Hater, J. J. . & Bass. B. M. Superiors" evaluations and subordinates perceptions of transformational and transactional leadership. Journal of Applied P.sydiotogy. 1988,73(4).695-702.
    [50] Hedlund, G. A. model of knowledge management and the N-form corporation. Strategic Management Journal. 1994,15(5). 73-90.
    [51] Herbold, R. J. Inside Microsoft: Balancing creativity and discipline. Harvard Business Review. 2002.10(1). 72-79.
    [52] Holsappie, C. W.. & Joshi. K. D. Organizational knowledge resources. Decision SupportSystems.2001,31(1).218.
    [53] Holsappie, C. W. . & Singh, M. Electronic commerce: From a definitional taxonomy toward a knowledge-management view. Journal of Organizational Computing and Electronic Commerce, 2000,11(3).149-170.
    [54] Holsappie. C. W. . & Singh. M. The knowledge chain model: Activities for competitiveness. Expert Systems with Applications. 2001.20(1), 77-98.
    [55] Hopper. M. D. Rattling SABRE-new ways to compete on information. Harvard Business Review. 1990.68(3). 118-125.
    [56] Howells. J. Knowledge, innovation, and locations. In J.R. Bryson, RW. Daniels. N.D.Henry. & J.S. Pollard (eds.). Knowledge. Space, Economy. London: Routiedge. 2000.50-62.
    [57] Huemer. L. . & Krogh. G. , & Johan, R. Knowledge and the concept of trust. lnG. Krogh.J. Roos. & D. Kleine (eds.). Knowing in Firms. Thousand Oaks. CA: Sage. 1998.123-145.
    [58] Hurley. R. . & Hult, T. Innovation, market orientation, and organizational learning: An integration and empirical examination. Journal of Marketing. 1998.62(3). 42-54.
    [59] Lansiti, M. Real-world R&D: Jumping the product generation gap. Harvard BusinessReview, 1993.71(3). 138-147.
    [60] Ichijo. K. . & Krogh. G. . & Nonaka. I. Knowledge enablers. In G. Krogh. J. Roos. and D.Kieine (eds). Knowing in Firms. Thousand Oaks. CA: Sage. 1998. 173-203.
    [61] James, L. R. . & Demaree. R. G. . & Wolf. G. rwg: An assessment of within group interrater agreement, Journal of Applied Psychology. 1993.78(2). 306-309.
    [62] Jarvenpaa. S. L.. & Staples, D. S. The use of collaborative electronic media for information sharing: An exploratory study of determinants. Strategic Information Systems. 2000, 9(3) ,129-154.
    [63] Johannenssen. J. A. . & Olsen, B. . & Olaisen. J. Aspects of innovation theory based on knowledge management. International Journal of Information Management, 1999.19(2), 121-139.
    [64] Junnarkar, B. Leveraging collective intellect by building organizational capabilities.Expert Systems with Applications. 1997,13(1). 29-30.
    [65] Kanevsky. V. . & Housel, T. The leaming-knowledge-value cycle. In G. Krogh. J.Roos, and D. Kleine (eds.). Knowing in Firms. Thousand Oaks. CA: Sage. 1998,269-284.
    [66] Kaplan, R. . & Norton. D. Having trouble with your strategy? Then map it. Harvard Buiness Review. 78. 5 (September-October 2000). 167-176.
    [67] Kerlinger, F. N. Foundation of Behavioral Research. 3d ed. Fort Worth. TX: Holt, Rinehartand Winston. 1986.
    [68] Koh. A. T. Linking learning, knowledge creation, and business creativity: A preliminary assessment of the East Asian quest for creativity. Technological Forecasting and Social Change.2000,64(1), 85-100.
    [69] Kozlowski, W. , & Hattnip, K. A disagreement about within-group agreement: Disentanglingissues of consistency versus consensus. Journal of Applied Psvclwtogv. 1992.77(2). 161-167.
    [70] Kreitner, R. , & Kinicki, A. Organizational Behavior. Homewood. IL: Richard DIrwin. 1992.
    [71] Krogh. G. Care in the knowledge creation. California Management Review. 1998.40(3). 133-153.
    [72] Krogh. G. . & Nonaka. 1. . & Aben. M. Making the most of your company's knowledge:A strategic framework. Umg Range Planning. 2001,34(4). 421-439.
    [73] Leonard-Barton. D. Weltsprings of Knowtedge: Building and Sustaining the Sources of Innovation. Boston: Harvard Business School Press.1995.213-224.
    [74] Long. D. D. Building the knowledge-based organizations: How culture drives knowledge behaviors. Working Paper of the Center for Business Innovation. Ernst & Young LLP Cambridge. MA. 1997.25-48.
    [75] Lubit. R. Tacit knowledge and knowledge management: The keys to sustainable competitive advantage. Organizational Dynamics. 2001,29(4). 164-178.
    [76] Lusch. R. F. . & Harvey, M. . & Speier. C. R0I3:The building blocks for successful global organizations in the 21st century. European Management Journal. 1998,6(6) ,714-728.
    [77] Madhavan. R., & Grover. R. From embedded knowledge to embodied knowledge: New product development as knowledge management. Journal of Marketing, 1998,62(4).1-12.
    [78] Maeil Business Newspaper. Annual Corporation Reports CD-ROM. Maeil Business Newspaper Company. Seoul. Korea. 2000,436-512.
    [79] Markus. M. L. Toward a theory of knowledge reuse: Types of knowledge reuse situationsand factors in reuse success. Journal of Management Information Systems. 2001,18(1), 57-93.
    [80] Menon. A. . & Varadarajan, R. A model of marketing knowledge use within firms.Journal of Marketing. 1992,56(4), 53-71.
    [81] Miller. D. A. A preliminary typology of organizational learning: Synthesizing the literature. Journal of Management. 1996,22(3), 484-505.
    [82] Nahapiet, J. . & Ghoshal, S. Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 1998,23(2), 242-266.
    [83] Ndlela, L. T. . & Toit. A. S. A. Establishing a knowledge management programme for competitive advantage in an enterprise. International Journal of Information Management. 2001.21(2).151-165.
    [84] Nelson, K. M. , & Cooprider. J. G. The contribution of shared knowledge to IS group performance. MIS Quarterly. 1996.20(4), 409-429.
    [85] Nonaka, I. , & Takeuchi. H. The Knowledge Creating Company. New York: Oxford University Press. 1995,341-543.
    [86] Nonaka, I. . & Byosiere, P. , & Konno. N. Organizational knowledge creation theory: A first comprehensive test. International Business Review, 1994.3(4). 337-351.
    
    [87] Nunnally. J. C. Psychometric Theory. New York: McGraw-Hill. 1978.32-56.
    [88] O'Dell, C. . & Grayson. J. Knowledge transfer: discover your value proposition. Strategy & Leadership. 1999.27(2), 10-15.
    [89] Pan, S. . & Scarbrough. H. A socio-technical view of knowledge-sharing at Buckman laboratories. Journal of Knowledge Management, 1998,2(1). 55-66.
    [90] Pirola-Merlo. A.& Mann. L. The relationship between individual creativity and creativity: aggregating across people and time. Journal of Organizational Behavior. 2000.25.235-257.
    [91] Quinn. J. B., & Anderson. P.. & Finkelstein. S. Leveraging intellect. Academy of Management Executive. 1996.10(3). 7-27.
    [92] Rapert. M. . & Wren. B. Reconsidering organizational structure: A dual perspective of frameworks and processes. Journal of Managerial Issues. 1998.10(3), 287-302.
    [93] Raven, A.. & Prasser, S. G. Information technology support for the creation and transfer of tacit knowledge in organizations. In R. Ramsower (ed.). Association for Information Systems. 1996.167-195.
    [94] Riggins, F. J. , & Rhee, H. Developing the leaning network using extranets. Intemationat Journal of Electronic Commerce. 1999,4(1),65-83.
    [95] Roberts. J. From know-how to show-how? Questioning the role of information and communication technologies in knowledge transfer. Technology Analysis & Strategic Management.2000.12(4). 429-443.
    [96] Robinson, A .G. . & Stem, S. Corporate Creativity: How Innovation and Improvement Actually Happen. San Francisco, CA: Berrett-Koehler. 1997.56-89.
    
    [97] Rogers. E. Diffusion of Innovations. 3d ed. New York: Free Press. 1983.89-132.
    [98] Rubenstein Montano, B. . Liebowitz, J. . Buchwalter. J. , McCaw. D. , & Newman. B., & Rebeck. K. The knowledge management methodology team: A systems thinking frame work for knowledge management. Decision Suppon Systems.2001.31,(1).5-16.
    [99] Sarvary. M. Knowledge management and competition in the consulting industry. California Management Review. 1999,41(2), 95-107.
    [100] Sawhney. M. . & Prandelli. E. Communities of creation: Managing distributed innovation in turbulent markets. California Management Review. 2000,42(2). 24—54.
    [101]Scharmer. C. O. Organizing around not-yet-embodied knowledge, in G. Krogh. I. Nonaka.and T. Nishiguchi (eds.). Knowledge Creation: A Source of Value. New York: St. Martin's Press.2000. 36-60.
    [102]Schumpeter J. A. The theory of economic development. Cambridge, MA: Harvard University Press, 1934, 11 -20.
    [103] Scott. J. E. Organizational knowledge and the internet. Decision Support Systems. 1998.23(1). 3-17.
    [104] Scott. J. E. Facilitating inter organizational learning with information technology. Journal of Management Information Systems, 2000,17(2), 81-113.
    [105] Shaft. T. M. . & Vessey, I. The relevance of application domain knowledge: Characterizing the computer program comprehension process. Journal of Management Information Systems. 1998.15(1), 51-78.
    [106]Shani, A. B. , & Sena. J. A. , & Stebbins. M. W. Knowledge work teams and groupwaretechnology: Learning from Seagate's experience. Journal of Knowledge Management. 2000.4(2). 111-124.
    [107]Shrout. P. E. , & Fliess. J. L. Interciass correlation: Uses in assessing rater reliability. Psychological Buttetin. 1979.86(3). 420-428.
    [108]Simonin, B. The importance of collaborative know-how: An empirical test of the learning organization. Academy of Management Journat. 1997.40(5), 509-533.
    [109]Spek, R. . & Spijkervet. A. Knowledge management: Dealing intelligently with knowledge. In J. Liebowitz. and L. Wilcox (eds.). Knowledge Management and Its Integrative Elements.Boca Raton, FL: CRC Press. 1997.31-59.
    [110]Starbuck, W. H. Learning by knowledge-intensive firms. Journat of Management Studies. 1992,29(6), 713-740.
    [111] Stein. E. W. . & Zwass, V. Actualizing organizational memory with information systems. Information Systems Research. 1995.6(2), 85-117.
    [112] Stonehouse, G. H., & Pemberton. J. D. Learning and knowledge management in the intelligent organization. Participation & Empowerment: An International Journal. 7. 5 (1999). 131-144.
    [113]Strock. J. , & Hill. P. A. Knowledge diffusion through "strategic communities." Sloan Management Review.2000.41(2) .63-74.
    [114]Sveiby. K. The New Organization Wealth: Management and Measuring Knowledge-Based Assets. San Francisco: Berrett-Koehler, 1997,110-112.
    [115] Swan. J. , & Newell. S. , & Robertson. M. Limits of IT-driven knowledge managementfor interactive innovation processes: Towards a community-based approach. In R.H. Sprague.Jr. (ed.). Proceedings of ttie Thirty-Third Hawaii Intemanonal Conference on System Sciences.Los Alamitos. CA: IEEE Computer Society Press. 2000. 84-94.
    [116] Swap, W. . Leonard, D. . & Shields. M. , & Abrams. L. Using mentoring and story telling to transfer knowledge in the workplace. Journal of Management Information Systems. 2001.18(1). 95-114.
    [117]Swieringa, J., & Wierdsma, A. Becoming a Learning Organization: Beyond the LearningCurve. Wokingham, UK: Addison-Wesley. 1992.23-29.
    [118]Szuianski, G. Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal. 1996.17(10). 27-43.
    [119]Teece, D. J. Strategies for managing knowledge assets: The role of lirm structure and industrial context. Umg Range Planning.2000.33(4). 35-54.
    [120] Thompson. K. R. Confronting the paradoxes in a total quality environment. Organizational Dynamics. 1998.23(3). 62-74.
    [121]Tushman. M. L. . & O'Reilly. C. A. Winning Through Innovation. Boston: Harvard Business School Press. 1997.230-245.
    [122]Venkatraman. N. . & Grant. J. H. Construct measurement in organizational research: Acriiique dnd proposal Academy of Management Review. 1986.2(1). 71-87.
    [123]Venkatraman. N.. The distinctive domain of entirepreneurship:entrepreneurial management. Strategic Management Journal. Summer Special Issue. 1997. 11.17-27.
    [124]Vicari. S. . & Troilo. G. Organizational creativity: A new perspective from cognitive systems theory. In G. Krogh. I. Nonaka. and T. Nishiguchi (eds.). Knowtedge Creation: ASource ofVatue. New York: St. Martin's Press. 2000. 63-88.
    [125]Weiser, M. . & Morrison. J. Project memory: Information management for projectteams. Journal of Management Information Systems. 1998.14(4). 149-166.
    [126] West. M. A. Sparkling Fountains or Stagnant Ponds: An Integrative Model of Creativity andAn International Review. Innovation Implementation in Work Groups. Applied Psycology.2002. 51 (3). 355-424.
    [127]Wilkstrom. S. . & Norman. R. Knowledge & Value: A New Perspective on Corporate Transformation. London: Routiedge. 1994.17-39..
    [128] Woodman. R. . & Sawyer. J. , & Griffin, R. Toward a theory of organizational creativity.Academy of Management Review. 1993, 18(2 ). 293-321.
    [129] Wright. P. . & Snell. S. Toward a unifying framework for exploring fit and fiexibilityin strategic human resource management. Academy of Management Review. 1998.23(4). 756-772.
    [130]Zahra. S.A.. Goverance.of industry ownership.and corporate entrepreneuship: moderating impact of industry technological opportunities. Academy management Journal,1996.39(6),1713-1735.
    [131]Zander,D.,& Kogut,B.Knowledge and the speed of the transfer and imitation oforganizational capabilities:An empirical test.Organization Science,1995.6(1),76-92.
    [132]Zbaracki,M.The rhetoric and reality of total quality management.Administrative ScienceQuarterly.1998,43(3),602-636.
    [133]Zucker,L.G.,Darby,M.R..& Brewer,M.B.,& Peng,Y.Collaboration structures andinfonnation dilemmas in biotechnology:Organization boundaries as trust production.In R.M.Kramer and TR.Tyler(eds.).Trust in Organizations:Fmntiers of Theory and Research.ThousandOaks,CA:Sage,1996,90-113.
    [134]陈通,程国平.企业知识管理主体研究.科学管理研究,2001,4,31-39.
    [135]陈宇光.企业知识管理及其中国化的思考.经济管理研究,2008,1,182-188.
    [136]郭斌.企业创新过程中的知识管理.研究与发展管理,2001,13(5),7-12.
    [137]侯杰泰,温忠麟和成子娟.结构方程模型及其应用.北京:教育科学出版社,2005,121-144.
    [138]韩毅,何俊梅.知识管理的知识转换模式与保障措施.情报杂志,2004,9,19-23.
    [139]胡秀梅,邓小昭.知识管理中知识类型探讨及其转换研究.新世纪图书馆,2008,2,41-42.
    [140]纪利群,王恒山.中国知识管理现状分析.科学学研究,2004,12(22),100-104.
    [141]刘滔,徐静.试论企业知识管理中的知识转换.情报探索,2006,6,114-116.
    [142]马庆国.管理统计.北京:科学出版社,2003,123-167.
    [143]马庆国,徐青和廖振鹏等.知识转移的影响因素分析.北京理工大学学报,2006,8(1).40-43.
    [144]沈超红,罗亮.创业成功关键因素与创业绩效指标研究.中南大学学报,2006,12(2),4-57.
    [145]王重鸣.心理学研究方法.北京:人民教育出版社,1990,123-134.
    [146]吴道友.中小企业内创业能力及其与绩效的关系研究.浙江大学硕士学位论 文,2003.
    [147]吴晓波,郭雯和刘清华.知识管理模型研究书评.研究与发展管理,2002,6(1),53-58.
    [148]许晓明,龙炼.论企业的知识管理战略.复旦学报(社会科学版),2001,3,90-95.
    [149]薛红志,张玉利.公司创业研究述评.外国经济与管理,2003,11,7-11.
    [150]张钢.企业组织创新过程中的学习机制及知识管理.科研管理,1999,20(3),40-45.
    [151]张会平,周宁.基于知识可视化的隐性知识转换模型研究.现代图书情报技术,2007,2,60-63.
    [152]张方华,陈劲.知识创造——企业知识管理的核心.科学学与科学技术管理,2002,10,36-39.

© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号

地址:北京市海淀区学院路29号 邮编:100083

电话:办公室:(+86 10)66554848;文献借阅、咨询服务、科技查新:66554700