Knowledge has become the most important strategic resource of firms, and the competition among firms is more based on knowledge than before. To deal with this challenge, some firms are trying to develop knowledge stra...Knowledge has become the most important strategic resource of firms, and the competition among firms is more based on knowledge than before. To deal with this challenge, some firms are trying to develop knowledge strategies to direct their knowledge management activities, but current strategic performance measurement systems can＇t evaluate the performance of knowledge strategies appropriately. This article develops a performance measurement system for knowledge strategies based on Balanced Scorecard, and simulates the system with an improved Data Envelopment Analysis （DEA） model.展开更多
Knowledge management is increasingly under attack to show returns on investments and profitable business outcomes. While many companies retain their executive leadership as chief knowledge officers （CKOs） and vice p...Knowledge management is increasingly under attack to show returns on investments and profitable business outcomes. While many companies retain their executive leadership as chief knowledge officers （CKOs） and vice presidents of knowledge management, the trend toward appointing CKOs that developed in the late 1990＇s has been reversed at many companies and a new trend is to assign the strategic functions of knowledge management to the chief information officer （CIO）. This new strategic approach has many ramifications that determine if the firm will be able to meet not only short-term objectives but firm mission strategic outcomes as well. This paper researches over 100 knowledge management executives respondents in a broad cross-section of medium and large US industries and organizations to question why the shift is occurring and what the strategic basis is for this shift？ The results of this study clearly show that there are pros and cons to make this strategic shift and that many firms are doing so with little actual factual knowledge of the strategic effects on performance or intellectual capital formation. This paper and empirical ftrm performance and patent research is designed to give that top manager （CEO） the appropriate information to make rational decisions based on facts when considering eliminating or consolidation of CKO into the CIO function. Decisions on CLO and CKO positions should be based on the fu＇m related performance in both measurable intellectual property and financial results. The results are presented and summarized and the statistical methodology of regression and correlation are used in this paper.展开更多
Inappropriate nitrogen fertilizer management for the intensive Chinese vegetable production has caused low N use efficiency(NUE),high reactive nitrogen(Nr)losses and serious environmental risks with limited yield incr...Inappropriate nitrogen fertilizer management for the intensive Chinese vegetable production has caused low N use efficiency(NUE),high reactive nitrogen(Nr)losses and serious environmental risks with limited yield increase.Innovative N management strategy is an urgent need to achieve sustainable vegetable production.This paper summarizes recent studies on Nr losses and identifies the limitations from Chinese vegetable production systems and proposes three steps for sustainable N management in Chinese vegetable production.The three N management steps include,but are not limited to,(1)knowledge-based optimization of N fertilizer rate strategy,which maintains soil N supply to meet the dynamic vegetable demand in time,space and quantity;(2)innovative products and technology,which regulates the soil N forms and promotes the vegetable root growth to reduce the Nr loss;(3)integrated knowledge and products strategy(IKPS).The knowledge-based optimization of N fertilizer rate strategy and innovative products and technology,can maintain or increase vegetable yield,significantly improve NUE,and mitigate the region-specific and crop-specific Nr losses.More importantly,IKPS,based on combination of in-season root-zone N management strategy,innovative products and technology,and best crop cultivation management,is needed to produce more vegetables with lower Nr losses.展开更多
文摘Knowledge has become the most important strategic resource of firms, and the competition among firms is more based on knowledge than before. To deal with this challenge, some firms are trying to develop knowledge strategies to direct their knowledge management activities, but current strategic performance measurement systems can＇t evaluate the performance of knowledge strategies appropriately. This article develops a performance measurement system for knowledge strategies based on Balanced Scorecard, and simulates the system with an improved Data Envelopment Analysis （DEA） model.
文摘Knowledge management is increasingly under attack to show returns on investments and profitable business outcomes. While many companies retain their executive leadership as chief knowledge officers （CKOs） and vice presidents of knowledge management, the trend toward appointing CKOs that developed in the late 1990＇s has been reversed at many companies and a new trend is to assign the strategic functions of knowledge management to the chief information officer （CIO）. This new strategic approach has many ramifications that determine if the firm will be able to meet not only short-term objectives but firm mission strategic outcomes as well. This paper researches over 100 knowledge management executives respondents in a broad cross-section of medium and large US industries and organizations to question why the shift is occurring and what the strategic basis is for this shift？ The results of this study clearly show that there are pros and cons to make this strategic shift and that many firms are doing so with little actual factual knowledge of the strategic effects on performance or intellectual capital formation. This paper and empirical ftrm performance and patent research is designed to give that top manager （CEO） the appropriate information to make rational decisions based on facts when considering eliminating or consolidation of CKO into the CIO function. Decisions on CLO and CKO positions should be based on the fu＇m related performance in both measurable intellectual property and financial results. The results are presented and summarized and the statistical methodology of regression and correlation are used in this paper.
基金supported by the Regional Innovation and Development Joint Fund project of National Foundation of China(U20A2047).
文摘Inappropriate nitrogen fertilizer management for the intensive Chinese vegetable production has caused low N use efficiency(NUE),high reactive nitrogen(Nr)losses and serious environmental risks with limited yield increase.Innovative N management strategy is an urgent need to achieve sustainable vegetable production.This paper summarizes recent studies on Nr losses and identifies the limitations from Chinese vegetable production systems and proposes three steps for sustainable N management in Chinese vegetable production.The three N management steps include,but are not limited to,(1)knowledge-based optimization of N fertilizer rate strategy,which maintains soil N supply to meet the dynamic vegetable demand in time,space and quantity;(2)innovative products and technology,which regulates the soil N forms and promotes the vegetable root growth to reduce the Nr loss;(3)integrated knowledge and products strategy(IKPS).The knowledge-based optimization of N fertilizer rate strategy and innovative products and technology,can maintain or increase vegetable yield,significantly improve NUE,and mitigate the region-specific and crop-specific Nr losses.More importantly,IKPS,based on combination of in-season root-zone N management strategy,innovative products and technology,and best crop cultivation management,is needed to produce more vegetables with lower Nr losses.
