In an increasingly competitive environment, where new business practices are regularly introduced, organizations have to be innovative to survive. In the present competitive climate, knowledge is considered as the mai...In an increasingly competitive environment, where new business practices are regularly introduced, organizations have to be innovative to survive. In the present competitive climate, knowledge is considered as the main distinguishing factor of business success, and it is seen as the foundation of organization＇s innovation. The emergence of knowledge-intensive society has changed the nature of business competition. Hence knowledge needs to be appropriately managed. Knowledge Management （KM） focuses on managing different knowledge processes such as acquiring, creating, storing, sharing, transferring and applying implicit and explicit knowledge with objective of product and process innovation, performance development and sustainable competitive advantage. This paper tries to demonstrate KM lead to promotion of innovation and performance when it is correctly supported by human resource management （HRM） and information technology （IT）. The questions we will try to investigate in this paper are： How knowledge in organizations can be managed？ What is the connection between HRM, IT and effective implementation knowledge management strategies and how these relationships affect on organizational goals？ For this means, this study ftrst states the importance of knowledge, KM process and introduces two strategies for managing knowledge （exploitative and explorative strategy）. Next, it demonstrates each strategy requires to desired facilitator to support them in action. Finally, with presenting of model, this study concludes that each one of strategy can cover some KM process. Hence for the effective implementation of knowledge management process, organizations have to utilize both strategies.展开更多
Under the background of knowledge-based economy, it is widely believed that the completion among enterprises is actually the competition of talents. Therefore, 21 century has seen a fierce competing for talents all ov...Under the background of knowledge-based economy, it is widely believed that the completion among enterprises is actually the competition of talents. Therefore, 21 century has seen a fierce competing for talents all over the world. However, the high turnover rate of knowledge workers becomes a prominent issue for HR managers since it could be the loss of the organizations if the employees who master the core skills and customers leave. Under this circumstance, this paper will focus on answering the question of how to effectively retain knowledge workers, in order to help organizations to keep the core competitiveness. Through literature review of knowledge workers＇ characteristics and needs, this paper highlights the importance of retention and analyzes the reason for knowledge workers leaving and finds that it is important to improve a sense of loyalty and employees＇ organizational commitment to retain knowledge workers. It is also important for the organization to adopt motivation strategies and methods to retain knowledge workers, in order to avoid the drain of core knowledge capital, thus maintaining core competence of organizations.展开更多
文摘In an increasingly competitive environment, where new business practices are regularly introduced, organizations have to be innovative to survive. In the present competitive climate, knowledge is considered as the main distinguishing factor of business success, and it is seen as the foundation of organization＇s innovation. The emergence of knowledge-intensive society has changed the nature of business competition. Hence knowledge needs to be appropriately managed. Knowledge Management （KM） focuses on managing different knowledge processes such as acquiring, creating, storing, sharing, transferring and applying implicit and explicit knowledge with objective of product and process innovation, performance development and sustainable competitive advantage. This paper tries to demonstrate KM lead to promotion of innovation and performance when it is correctly supported by human resource management （HRM） and information technology （IT）. The questions we will try to investigate in this paper are： How knowledge in organizations can be managed？ What is the connection between HRM, IT and effective implementation knowledge management strategies and how these relationships affect on organizational goals？ For this means, this study ftrst states the importance of knowledge, KM process and introduces two strategies for managing knowledge （exploitative and explorative strategy）. Next, it demonstrates each strategy requires to desired facilitator to support them in action. Finally, with presenting of model, this study concludes that each one of strategy can cover some KM process. Hence for the effective implementation of knowledge management process, organizations have to utilize both strategies.
文摘Under the background of knowledge-based economy, it is widely believed that the completion among enterprises is actually the competition of talents. Therefore, 21 century has seen a fierce competing for talents all over the world. However, the high turnover rate of knowledge workers becomes a prominent issue for HR managers since it could be the loss of the organizations if the employees who master the core skills and customers leave. Under this circumstance, this paper will focus on answering the question of how to effectively retain knowledge workers, in order to help organizations to keep the core competitiveness. Through literature review of knowledge workers＇ characteristics and needs, this paper highlights the importance of retention and analyzes the reason for knowledge workers leaving and finds that it is important to improve a sense of loyalty and employees＇ organizational commitment to retain knowledge workers. It is also important for the organization to adopt motivation strategies and methods to retain knowledge workers, in order to avoid the drain of core knowledge capital, thus maintaining core competence of organizations.
