高新企业隐性知识管理机制研究

隐性知识是高新企业提升核心竞争力和发展技术创新能力的关键性资源。本文针对高新企业隐性知识管理的特征,构建了高新企业共享文化与企业核心竞争力、隐性知识整合与企业创新能力、隐性知识沟通与企业学习能力以及隐性知识激励与企业盈利能力四种互动机制,整体提升高新企业的核心竞争力。     

如何管理隐性知识

对隐性知识管理的核心是,通过制度设计、激励、文化营造等手段克服障碍,以实现隐性知识在企业内部的共享在知识经济时代,知识已经超过物质资产和金融资产,成为企业竞争力的重要源泉。对于以知识为核心资产的知识密集型企业来讲,知识管理至关重要,按知识的属性,可分为显性知识和隐性知识。隐性知识代表了以个人经验     

企业核心能力的战略构建思考

企业核心能力是一种以文化、技术、创新、管理以及评价为一体的战略性管理体系。企业核心能力的建设和发展需要企业内外部机制的有机整合,需要企业文化与技术创新的融合,需要与顾客价值、企业价值相互关联的价值比,更需要解决管理中的刚性问题,同时要注重企业的"软环境"建设,最终通过知识的积累,完成企业的战略性思考。本文就企业核心能力构建的一些问题做了具体的分析与探索,并提出了相关的建议。     

解析企业核心能力知识内涵与层次结构

企业核心能力在本质上是一个动态的知识系统,其形成过程就是知识的创新、交流、累积和转化的过程。基于知识的企业核心能力具有“硬性”和“软性”两种特征,并表现为核心市场能力、核心技术能力和核心管理能力三个层次。企业可以通过实施知识管理、建立学习型组织、知识创新和人才培养与积累等方式来培育符合自身特点的核心能力,以获得持续竞争优势和超常规跳跃式发展。     

知识螺旋模型与企业核心竞争力建设

企业核心竞争能力离不开企业知识的积累和创造。企业中显形和隐性知识经过社会化,外在化,结合化和内隐化的螺旋上升过程不断转化积累,并创造出新的更高级的组织知识,最终形成组织自身的知识体系,发展出组织的各种能力,促进组织核心竞争能力的建立。     

中小企业战略性资产开发的探讨

战略性资产是企业获取长期竞争优势的基础。在中小企业中,不能仅仅着眼于基本资产的运作与经营,还应该注重开发企业的战略性资产。战略性资产的开发可通过内部积累、辅助内部开发、收购法和企业联盟。内部积累一般用于企业关键技术创新及顾客资产的开发。     

关于隐性知识和显性知识转化的初探

在知识经济时代,知识已经超过物质资产和金融资产,成为企业持续竞争力的重要源泉。“知识”包括可以直接编码的显性知识和抽象的隐性知识,企业隐性知识管理的核心是隐性知识的显性化．隐性知识的价值必须通过显性知识的转化来实现,并通过这种循环转化而形成了一个螺旋形上升的知识创新过程。     

企业隐性知识管理的思考

隐性知识是企业的重要资源,本文对企业隐性知识管理的必要性进行了分析,指出隐性知识显性化是企业隐性知识管理的核心,并提出了企业隐性知识管理的四种机制。     

开发隐性知识 提高企业核心竞争力

企业知识论认为,决定企业核心能力的是企业的知识以及与知识密切相关的认知学习;隐藏在员工头脑中的隐性知识对保持企业竞争优势具有重要的意义;开发企业隐性知识,可以提高企业的核心竞争力。     

开发隐性知识提高企业核心竞争力

企业知识论认为,决定企业核心能力的是企业的知识以及与知识密切相关的认知学习;隐藏在员工头脑中的隐性知识对保持企业竞争优势具有重要的意义;开发企业隐性知识,可以提高企业的核心竞争力.     

What determines performance of cross‐border M&As by Chinese companies? An absorptive capacity perspective

Chinese companies are increasingly using cross‐border merger and acquisitions (M&As) as a vehicle to source knowledge or strategic assets, so as to enhance their competitive advantage. However, a critical question is: Can strategic assets be effectively acquired by Chinese firms, thereby leading to superior firm performance? This article addresses this fundamental question from an absorptive capacity perspective. This approach concentrates on how an acquiring firm's absorptive capacity influences its ability to identify, assimilate, integrate, and apply external new knowledge into commercial use. By comparatively examining two high‐profile international M&A deals completed by leading Chinese firms Lenovo and TCL, we argue that the performance of Chinese companies' overseas acquisitions is substantially affected by the acquiring firm's absorptive capacity at multiple dimensions, thus drawing strategic implications for multinationals in other emerging markets. © 2010 Wiley Periodicals, Inc.     

知识资产与企业绩效：激励和监督机制的不对称性

本文对知识资产与企业的经济绩效之间的关系及知识资产在不同的治理机制下对企业的经济绩效的影响机制进行理论探讨，利用2007－2013年中国信息技术业上市公司的数据进行实证研究，发现知识资产的增加有利于企业的经济绩效的提高，公司治理中的激励和监督机制具有不对称的调节作用，激励机制强化知识资产与企业的经济绩效之间的正向关系，而过强的监督机制将弱化二者之间的关系。     

Exploring reverse knowledge transfer and asset augmentation strategy by developed country MNEs: Case study evidence from the Indian pharmaceutical industry

Using an in-depth qualitative longitudinal case study approach, we examine strategic asset and knowledge augmentation strategies of an advanced economy multinational enterprise (MNE). Our study is unique as it is contextualized in the knowledge-intensive pharmaceutical industry within the changing institutional landscape in India. And, in contrast to previous studies, it focuses on RKT from a newly acquired subsidiary where the protocol for knowledge transfer and relationship between MNE headquarters (HQ) and subsidiary does not exist. We contribute to the evolving literature on reverse knowledge transfer (RKT) which assumes that MNEs extract knowledge from their existing subsidiaries to strengthen their competitive advantages. We also reveal that MNEs design an architecture, that is reflected in the mechanism, governance structure, and timing, for efficient transfer and effective absorption of the knowledge and assets acquired. We introduce a novel concept of ‘reverse asset augmentation’ (RAA) to capture the MNE’s behavior of strategic asset seeking from emerging economies. RAA is parallel to and entwined with RKT conceptualization as knowledge is embedded within certain physical assets, other assets, such as brand name/image, may not embody knowledge. Thematic and processual analysis of interview data, collected in three phases, suggests that RAA complements RKT and that both concepts together capture the unconventional strategies of advanced economy MNEs acquiring emerging economy MNEs in search of strategic assets and knowledge.     

Reputation Building: Small Business Strategies for Successful Venture Development

A positive corporate reputation can be crucial to successful venture development. Making use of the Strategic Reference Point theory, four reputation strategies were conceptualized: 1) dynamic exploitation of existing assets; 2) development of core competencies; 3) image management; and 4) strategic alliances. In a comprehensive investigation of three software enterprises in Israel, companies were found to differ in policies that possibly could lead to a good reputation. One company emphasized the long–term establishment of core competencies and remained a fairly unknown enterprise. A second company accentuated the short–term exploitation of assets and had a middling success in reputation building. A third enterprise invested in a broad spectrum of reputation building strategies and quickly developed a reputation for excellence in the field. In conclusion, corporate success often depends on the extent to which managers develop an integrated package of policies for systematically building the intangible asset of corporate reputation.     

诚信:企业核心竞争力实现的关键

企业核心竞争力就是企业与环境互动的过程中 ,是一种可持续性地支撑企业竞争优势的、独树一帜的能力。企业通过市场展现其核心竞争力 ,要赢得竞争就必须取得市场 ,而要取得市场就必须得到利益相关者的信任。企业信任的获取建立在企业诚信基础上 ,诚信是企业核心竞争力的关键     

The interplay of corporate social responsibility and corporate political activity in emerging markets: The role of strategic flexibility in non‐market strategies

Corporate social responsibility (CSR) and corporate political activities are complementary, and the coordinated management of corporate social responsibility and corporate political activities may lead to better firm performance. However, corporate social responsibility and corporate political activities should be aligned carefully to utilize this complementarity. Strategic flexibility, which is the ability of a firm to adapt to changes in the external environment and make necessary organizational modifications quickly, can help firms to align their corporate social responsibility and corporate political activities. This paper empirically investigates the political dimension and the interactive dimension which describes interactions between corporate social responsibility and corporate political activities together with strategic flexibility and their effects on firm performance through a study of 142 firms in Turkey using moderated multiple regression methods. The results show that, while the political dimension had an inverted U‐shaped effect on firm performance, indicating that only a moderate level of corporate political activities may improve financial performance, the interactive dimension had positive but limited implications for performance. Finally, it was found strategic flexibility plays a positive moderating role on the relationships between the interactive dimension and firm performance. It is concluded that complementarity between corporate social responsibility and corporate political activities which may result in better performance is contingent on strategic flexibility.     

战略联盟的学习过程及其管理

随着商业环境的变化,战略联盟已成为企业提高竞争优势的有效途径,学习是企业参加战略联盟的主要动机。通过战略联盟学习类似于一种实物期权投资,在获取新知识和新技术方面将使企业更具有灵活性并能有效地控制投资风险。然而,战略联盟的学习过程比组织内部的学习过程存在更多的障碍。     

Learning,knowledge productivity and strategic progress

Learning that yields strategically valuable knowledge is vital to an organisation’s progress towards its strategic goals. In increasingly turbulent environments, all types of knowledge have value; the development of knowledge must therefore be a responsibility shared by all organisational members, includ‐ing human resource development professionals. A literature review across three related fields points to the importance of an integrative approach to learning and knowledge processes in an organisation, if they are to aid strategic progress. It suggests the particular importance of corporate vision, of organisational context and of management action, and also indicates some roles and tasks for HRD professionals.     

Corporate Entrepreneurship and Codification of the Knowledge Acquired from Strategic Partners in SMEs

This work proposes that the level of codification of acquired knowledge positively influences the corporate entrepreneurship activities of SMEs and argues that this relationship is enhanced by the relational diversity of the partner that provides the knowledge and the strength of the relationship with this partner. The results obtained in a sample of 181 Spanish SMEs in the ITC sector confirm the hypotheses proposed. This research contributes to the corporate entrepreneurship literature by showing which types of knowledge (codified), sources of knowledge (the most important strategic partner), and relational conditions (tie strength and partner's relational diversity) can enhance corporate entrepreneurship.