知識管理郭咸綱

1、Module Knowledge Management知識管理 郭 咸 綱William X. GUOOutline of Topics（主題概要要）Importance of knowledgemanagement知識管理理的重要要性O(shè)riginand Definition起源和定定義Typesofknowledgeand modes of knowledgecreation知識的類類型和知知識創(chuàng)造造的方式式Knowledgecreatingcompanies知識創(chuàng)造造型公司司Implementingknowledge management實(shí)施知識識管理Importance of knowl

2、edgemanagement (KM)（知識管理理的重要要性）Knowledgeisaform of capital.知識是資資本的一一種形式式Thesingle differentiator thatislikely to lastisinnovation,and therawmaterialofinnovationisknowledge如果將資資本比喻喻成創(chuàng)新新，那么么知識就就是創(chuàng)新新使用的的原料Knowledge+Creativity =Innovation知識創(chuàng)創(chuàng)造創(chuàng)創(chuàng)新Case - By 1987, onlyfiveyearsafterCanonintroduced itsinnov

3、ative mini-copier 74%ofthecompanys revenues camefromitsbusinessmachinesdivision例：佳能能公司推推出袖珍珍復(fù)印機(jī)機(jī)5年后后的1987年年，公司司74的收入入來自商商業(yè)機(jī)器器分公司司FormalKMisoriginatedinconsulting firms真正的知知識管理理開始于于咨詢公公司Definition （定義）Knowledgemanagementistheprocessthat helps organizationsidentify, select,organize, andcapture importa

4、ntinformationandexpertise withintheorganization anddisseminateittowhereveritisneededtoenhanceorganizationaleffectiveness andinnovative potential.知識管理理是協(xié)助助組織識識別、選選擇、組組織和獲獲取組織織中的重重要信息息及專門門技術(shù)的的過程，并且將將獲取的的信息和和專門技技術(shù)應(yīng)用用到組織織中，以以提高組組織效率率和創(chuàng)新新潛力ResearchonKnowledgeCreationpioneered by ProfessorsNonacaandTakeuc

5、hiofJapan日本的Nonaca和Takeuchi教授是研研究知識識創(chuàng)造的的先驅(qū)TypesofKnowledgeandModesofKnowledgeCreation知識類型型和知識識創(chuàng)造的的方式TypesofKnowledge（知識的類類型）Tacitknowledge-implicit, residesinexpertsheads, highlypersonal,difficult to communicate.內(nèi)在知識識隱藏藏、存在在于專家家的頭腦腦中，非非常私人人的、很很難交流流。Explicitknowledge-formal,systematic,codified,public

6、lyavailable,andcan be easilycommunicatedand shared.E.g., Productspecifications, scientificformula,computerprograms.外在知識識正式式、系統(tǒng)統(tǒng)、成文文、可用用并且易易于交流流和共享享。例如如：產(chǎn)品品規(guī)格、科學(xué)公公式、計(jì)計(jì)算機(jī)程程序。Understanding Tacit Knowledge（理解內(nèi)在在知識）PhilosopherMichael Polanyi: Wecanknowmore thanwecan tell.“哲學(xué)家Michael Polanyi：”我們所知知比所說說要多。

7、”Deeplyrooted in actionandinanindividuals commitmenttoaspecificcontext行為和個(gè)個(gè)人活動(dòng)動(dòng)歸根究究底有其其原因A mastercraftsmanhas awealth of expertiseathis fingertips“,butisoftenunable to articulatethe scientificortechnical principlesbehind whatheknows一個(gè)熟練練的工匠匠擁有很很多專業(yè)業(yè)技術(shù)“在他的的指尖”，但他他常常不不能與蘊(yùn)蘊(yùn)藏在其其后的知知識和技技術(shù)原理理相結(jié)合合。后續(xù)Unders

8、tanding Tacit Knowledge（理解內(nèi)在在知識）續(xù)前-Theactivitiesofa workgrouporteam-一個(gè)工作作團(tuán)體或或團(tuán)隊(duì)的的行為-The kindofinformal, hard-to-pin-downskills captured in theterm know-how.“-專門技術(shù)術(shù)中非正正式的、不受約約束性技技能的掌掌握Consistsofmentalmodels,beliefs,andperspectives so ingrainedthat we takethemforgranted由智力模模式、信信念和觀觀念組成成，是根根深蒂固固的、我我們必須

9、須贊同的的ModesofKnowledgeCreation To from Tacit Knowledge Explicit Knowledge Tacit KnowledgeSocializationExternalizationExplicit Knowledge InternalizationCombinationSocialization (Personalization)社會(huì)化（人性化化）From tacit to tacit從內(nèi)在到到內(nèi)在Apprenticeshipandmentoring學(xué)徒和老老師Jobrotationbetweendepartments部門間的的工作輪輪換Cr

10、oss-functionproject teams項(xiàng)目組的的職責(zé)交交叉Internalization（內(nèi)在化）From explicit to tacit從外在到到內(nèi)在Learningbydoing(afterformal training andexplicitinstructions)從作中學(xué)學(xué)（在正正式培訓(xùn)訓(xùn)和指導(dǎo)導(dǎo)后）Onthejob training在工作中中鍛煉Combination（聯(lián)合）Externalization（外在化）(Codification)（成文化）(Articulation)（清晰度度）From tacit to explicit processofcaptur

11、ingand transferringofexpertknowledge從內(nèi)在到到外在獲取和和轉(zhuǎn)化專專門知識識的過程程Askexpertstodevelop rules andprocessesbasedontheirown tacit knowledge要求專家家在自身身內(nèi)在知知識的基基礎(chǔ)上獲獲取規(guī)則則和方法法Knowledgeengineers or systemsanalystsinterview expertsand extracttheirexpertise知識工程程師和系系統(tǒng)分析析師會(huì)見見專家并并吸取他他們的技技術(shù)后續(xù)Externalization（外在化）(Codificatio

12、n)（成文化）(Articulation)（清晰度度）續(xù)前Employeesdocumentproblemsolving processesandsolutions on thejob員工記錄錄工作中中解決問問題的方方法和方方案Communityofpractice(on theInternet), chatgroups,etc.實(shí)踐社區(qū)區(qū)（在Internet上）、交交流團(tuán)隊(duì)隊(duì)等Four modes of knowledgecreationatMatsushita Electric CompanyMatsushita電力公司司的四種種知識創(chuàng)創(chuàng)造模式式IkukoTanakaapprenticed

13、withmasterbakertolearnhis skills（IkukoTanaka為熟練的的面包師師當(dāng)學(xué)徒徒以學(xué)習(xí)習(xí)技能）Shetranslatedthesesecrets intoexplicitknowledge thatshe cancommunicatetoherteammembers andothersatMatsushita（她將這些些秘密轉(zhuǎn)轉(zhuǎn)化成外外在知識識，以與與她的團(tuán)團(tuán)隊(duì)成員員以及與與Matsushita的其他團(tuán)團(tuán)隊(duì)交流流）Theteamthen standardizedthis knowledge,puttingittogetherinto amanual or wo

14、rkbook andembodyingitinaproduct（團(tuán)隊(duì)將這這些知識識標(biāo)準(zhǔn)化化，集中中起來裝裝訂成冊冊，并應(yīng)應(yīng)用于產(chǎn)產(chǎn)品中）Through theexperience of creating anew product, Tanakaandher teammembersenrichedtheirowntacitknowledge base（在開發(fā)新新產(chǎn)品的的過程中中，Tanaka和她的團(tuán)團(tuán)隊(duì)成員員不斷豐豐富他們們的內(nèi)在在知識）Knowledge-creatingCompanies知識創(chuàng)造造型公司司MetaphorAnalogyModel比喻類推模型Toenlarge thecreat

15、ivespaceandtolinkcontradictory thingsandideasthroughmetaphor（通過比喻喻開拓創(chuàng)創(chuàng)造空間間和統(tǒng)一一矛盾事事務(wù)及觀觀點(diǎn)）Resolve these contradictions throughanalogy（通過類推推解決矛矛盾）Crystallizethecreatedconceptsandembody theminamodel（明確創(chuàng)造造性觀念念并在模模型中具具體化）NewProductDevelopmentatHonda本田汽車車的新產(chǎn)產(chǎn)品開發(fā)發(fā)“Letsgamble” sloganinauguratedtheprocesswith

16、 ateamofyoungengineersand designers,chargedwith thedevelopmentofa new-concept car,not acheaperversion of Civic andAccord.“Letsgamble”開創(chuàng)了新新的理念念，讓年年輕的工工程師和和設(shè)計(jì)師師負(fù)責(zé)新新概念車車的開發(fā)發(fā)，而不不是那些些便宜的的大眾汽汽車和普普通汽車車。Team leaderHirooWatanabecoinedanotherslogan-TheoryofAutomobileEvolutiontoexpress an ideal.團(tuán)隊(duì)領(lǐng)導(dǎo)導(dǎo)HirooWatan

17、abe提出另一一個(gè)口號號汽車車發(fā)展推推測以以表達(dá)一一種理想想后續(xù)NewProductDevelopmentatHonda本田汽車車的新產(chǎn)產(chǎn)品開發(fā)發(fā)續(xù)前This ledtodiscussion anddebateand yetanother slogan-Man-maximum,Machine-minimum.這些引發(fā)發(fā)了討論論和辯論論，還有有一個(gè)口口號最最大人性性化，最最小機(jī)械械化Finally,therevolutionary“TallBoy” Honda Cityemerged.最后，革革命性的的“Tall Boy”橫空出世世。MetaphorAnalogyModel比喻類推模型TheHo

18、ndacaseshowshowJapanesecompanies usefigurative language andsymbols in productdevelopmentprocess（本田汽車車的例子子展示了了日本公公司在產(chǎn)產(chǎn)品開發(fā)發(fā)過程中中如何使使用比喻喻方式和和符號）A Metaphor mayhavemultiplemeaningsorappearlogically contradictory, buthelp to merge differentareasofexperience withina single,imageorsymbol.比喻可能能造成多多意或出出現(xiàn)邏輯輯矛盾，

19、但能將將不同領(lǐng)領(lǐng)域的經(jīng)經(jīng)驗(yàn)統(tǒng)一一成一個(gè)個(gè)簡單、形象和和符號的的。PhilosopherMaxBlack: “twoideasinone phrase“哲學(xué)家MaxBlack：”一詞有二二意”后續(xù)MetaphorAnalogyModel比喻類推模型續(xù)前Peopleput together whattheyknow in newways andbegintoexpress tacit knowledge-what theyknowbutcannot yetsay人們采用用新方法法整理他他們所知知的知識識并表示示成內(nèi)在在知識他們理理解但不不會(huì)表達(dá)達(dá)Effectiveinjumpstarting th

20、ecreativeprocess in theearlystagesofknowledge creation在知識創(chuàng)創(chuàng)造的初初期高效效的開始始創(chuàng)造過過程Implications-SeniorExecutivesVision暗示高高級管理理人員的的想象Needstobeopen-ended andsusceptibletoa varietyofdifferent andeven conflicting interpretations需要容許許幾種不不同甚至至是矛盾盾的解釋釋Givesemployeesand workgroups thefreedom andautonomytosettheiro

21、wn goals給予員工工和工作作團(tuán)隊(duì)一一定的自自由和自自治權(quán)，以達(dá)到到他們的的自身目目標(biāo)Ifa visionistoounambiguous, it becomesan order anddonotfoster thehigh degreeofpersonalcommitment on which effectiveknowledgecreationdepends如果一個(gè)個(gè)想象太太明確，它將成成為一個(gè)個(gè)規(guī)則，阻止人人的創(chuàng)造造能力在在更深層層次上的的激發(fā)，而這是是有效知知識創(chuàng)造造所依靠靠的Conceptual UmbrellaSharp-“Optoelectronics to describe

22、 themerging of microelectronicswithoptical technologiesSeniormanagerstookupthewordandmagnified itsimpactfar beyondtheR&D andengineeringdepartmentsinthecompanySharp“光電子學(xué)學(xué)”是描描述微電電子學(xué)和和光學(xué)技技術(shù)的融融合，高高級管理理人員使使用該詞詞并將其其推廣到到R&D以及工程程部外的的其他部部門NEC-the metaphorC&C(for computersand communications),Categorizedthecom

23、panys knowledgebase in terms of afew keytechnologiesNEC-“C&C”（計(jì)算機(jī)和和通信），采用用幾個(gè)關(guān)關(guān)鍵技術(shù)術(shù)術(shù)語對對公司知知識加以以分類Kao-“Surface activescience“Guidedits diversificationinto products rangingfromsoap detergentstocosmetics to floppydisks allnatural derivatives of Kaos coreknowledge baseKao-“Surface activescience“指導(dǎo)它的的產(chǎn)品多多

24、樣化，從肥皂皂、清潔潔劑到化化妝品，到軟盤盤一切切自然從從Kao的核心知知識演化化而來MetaphorAnalogyModel比喻類推模型Metaphorstriggertheknowledge-creation processthroughintuitionand linkingconflictingimages比喻通過過直覺和和統(tǒng)一矛矛盾現(xiàn)象象觸發(fā)知知識創(chuàng)造造過程Thenextstep is analogy, amorestructured processofreconcilingcontradictions.下一步是是類推，一個(gè)更更加結(jié)構(gòu)構(gòu)化的緩緩和矛盾盾的過程程Anintermedia

25、testepbetween pureimaginationand logicalthinking純想象和和邏輯思思考的中中間一步步Whyisabeer cana usefulanalogy fora personal copier?為什么啤啤酒罐是是一個(gè)個(gè)個(gè)人復(fù)印印機(jī)的有有用類推推？Beer canandCanonpersonalcopier啤酒罐和和佳能個(gè)個(gè)人復(fù)印印機(jī)Canonwasdevelopinga revolutionarymini-copierthatisreliable,easyandcheaptomake.佳能開發(fā)發(fā)了一種種微型復(fù)復(fù)印機(jī)可靠、簡單且且造價(jià)低低廉Plan to m

26、akethe photosensitive copierdrum (thesource of 90%ofallmaintenanceproblems) disposable計(jì)劃制造造可隨意意使用的的感光復(fù)復(fù)印機(jī)鼓鼓Theteamwasdiscussingdesignproblemsoversome drinks開發(fā)團(tuán)隊(duì)隊(duì)基于一一些飲料料討論設(shè)設(shè)計(jì)問題題后續(xù)Beer canandCanonpersonalcopier啤酒罐和和佳能個(gè)個(gè)人復(fù)印印機(jī)續(xù)前Tanaka(theteam leader)heldoneofthe beercansandwonderedaloud, Howmuchdoes it

27、 costtomanufacturethiscan?“Tanaka（團(tuán)隊(duì)領(lǐng)導(dǎo)導(dǎo)）拿著著一個(gè)啤啤酒罐，驚異的的叫道：“制造造這個(gè)易易拉罐的的成本是是多少？”Thequestionled theteam to speculatewhether thesame processfor makinganaluminumbeer could be appliedtothe manufacture of an aluminum copierdrum這個(gè)問題題引發(fā)了了團(tuán)隊(duì)的的思索，能否象象制造鋁鋁啤酒罐罐一樣制制造鋁復(fù)復(fù)印機(jī)鼓鼓MetaphorAnalogyModel比喻類推模型Thelaststep in

28、theknowledge-creationprocess知識創(chuàng)造造的最后后一步More immediately conceivable thanametaphororananalogy比比喻和和類推更更直接想想到Contradictionsgetresolvedand concepts becometransferablethroughconsistent andsystematic logic通過協(xié)調(diào)調(diào)和系統(tǒng)統(tǒng)邏輯，矛盾可可以解決決、概念念可以轉(zhuǎn)轉(zhuǎn)化Makestheknowledge availabletotherestofthecompany使得知識識對于公公司的其其他地方方是可利利用的D

29、eveloping low-cost disposablecopier drumresultedinnew technologiesforotheroffice products suchasmicrofilm readersand laser printers開發(fā)低成成本的可可隨意使使用的復(fù)復(fù)印機(jī)鼓鼓，為其其他辦公公產(chǎn)品引引入了一一種新技技術(shù)，如如縮影膠膠片閱讀讀器和激激光打印印機(jī)By1987 onlyfive years after themini-copierwasintroduced 74%ofCanons revenues camefromitsbusinessmachinesdiv

30、ision1987年，微型型復(fù)印機(jī)機(jī)開發(fā)后后的5年年后，佳佳能74的收收入來自自商業(yè)機(jī)機(jī)器分公公司Prooftheknowledge is aformofcapital.證明了知知識是資資本的一一種形式式StrategicImpact of KnowledgeCreationatCanon佳能知識識創(chuàng)造的的戰(zhàn)略影影響CreatingknowledgeinOrganizationsviaRedundancy通過冗余余在組織織中創(chuàng)造造知識Thefundamentalprinciple of organizational designinknowledge-creatingcompanies isr

31、edundancy in knowledge-creatingresponsibilities.知識創(chuàng)造造型公司司的組織織設(shè)計(jì)的的基本原原則是知知識創(chuàng)造造職責(zé)的的冗余AtCanon,ateam is dividedintocompetinggroups to developa varietyofapproaches andperspectives-principleofinternalcompetition.在佳能，一個(gè)團(tuán)團(tuán)隊(duì)分成成兩個(gè)互互相競爭爭組，按按不同的的方法和和觀點(diǎn)發(fā)發(fā)展內(nèi)內(nèi)部競爭爭法則Maybewastefulinthe short run,but newideasprolifer

32、ateandthe organizations knowledge-creatingability is accelerated.這可能在在短期內(nèi)內(nèi)造成浪浪費(fèi)，但但能帶來來新的想想法并增增強(qiáng)組織織的知識識創(chuàng)造能能力StrategicJob Rotation戰(zhàn)略崗位位輪換Asecondwaytobuildredundancytohelp employeesunderstand thebusinessfrom multiple perspectives建立冗余余機(jī)制的的第二種種方法可可幫助員員工從不不同的角角度理解解公司Makesorganizationalknowledgemorefluid a

33、ndeasiertoput intopractice使組織的的知識更更具有“流動(dòng)性性”，更更容易付付于實(shí)施施AtKaoCorporation, aJapaneseconsumer-productsmanufacturer,employeesare expected to holdatleastthreedifferent jobsinany given ten-year periodKao公司，一一家日本本的消費(fèi)費(fèi)品制造造企業(yè)，它的員員工總被被期望在在任意10年中中至少從從事三份份不同的的工作Researchersoftenretirefrom theR&Ddepartmentbytheage

34、 of 40 in order to transfer to other departments suchasmarketing,sales,orproduction研究人員員一般在在40歲歲時(shí)從R&D退休，.投向其其他部門門，如市市場、銷銷售和產(chǎn)產(chǎn)品Free AccessofInformation自由訪問問信息Athirdwaytobuildredundancy建立冗余余的第三三種方法法When information differentialsexist, membersofanorganization cannolongerinteractonequalterms, which hind

35、ersthe searchfordifferent interpretationsofnewknowledge當(dāng)不同信信息存在在時(shí)，組組織成員員將不再再受相當(dāng)當(dāng)條件的的制約，這些條條件是阻阻止搜索索新知識識的不同同解釋的的Kaodoesnotlimitaccess to information among employees.Allcompany information (with theexceptionofpersonnel data) is storedina singleintegrated database,open to anyemployeeregardless of posit

36、ionKao在公司員員工中不不對信息息訪問加加以限制制。公司司的所有有信息（個(gè)人數(shù)數(shù)據(jù)除外外）都存存放在一一個(gè)獨(dú)立立的完整整數(shù)據(jù)庫庫中，并并對公司司的所有有員工開開放，而而不論其其職位Knowledge-creatingRoles（知識創(chuàng)造造的角色色）Creatingnewknowledge is theproduct of adynamicinteractionamongthreeroles創(chuàng)造新知知識是三三種角色色動(dòng)態(tài)交交互的結(jié)結(jié)果Frontlineemployeesareoftencaught up in their ownnarrowperspectiveand losesightof

37、the broadercontext前線員工工常為他他們自己己的狹隘隘看法所所迷惑，而失去去對全局局的把握握Seniormanagersarticulate metaphors,symbols,and conceptualumbrellathatorientthe knowledge-creatingactivities of employees.Theyjudgeand testthe value of newknowledgecreatedandask broad questions:高級管理理人員結(jié)結(jié)合比喻喻、象征征和概念念傘，以以確定員員工知識識創(chuàng)造的的方向。他們判判斷并檢檢驗(yàn)新知知識

38、創(chuàng)造造的價(jià)值值并提出出更廣泛泛的問題題：What arewetryingtolearn?（我們將要要學(xué)什么么？）What do we needtoknow?（我們需要要知道什什么?）MiddleManagersand Teams(中層管理理人員和和團(tuán)隊(duì))Middlemanagersprovidea conceptualframework thathelpsfrontline employeestomake sense of thechaotic marketsignals中層管理理人員提提供一個(gè)個(gè)概念框框架，以以幫助前前線員工工搞清混混亂市場場信息的的意思。Teamsplay acentral

39、role in knowledgecreationasitsmemberscreatediverse pointsofviewsandthenintegrateinto anew collectiveperspective.團(tuán)隊(duì)在知知識創(chuàng)造造過程中中起了核核心的作作用，當(dāng)當(dāng)成員提提出不同同觀點(diǎn)時(shí)時(shí)，它便便綜合所所有成一一個(gè)新的的綜合觀觀點(diǎn)。后續(xù)MiddleManagersand Teams(中層管理理人員和和團(tuán)隊(duì))續(xù)前Team leadersare typicallymiddlemanagerswhosynthesizethetacitknowledge of bothfrontline em

40、ployeesandsenior executives, makeitexplicit, andincorporateitinto newtechnologiesand products團(tuán)隊(duì)領(lǐng)導(dǎo)導(dǎo)是典型型的中層層管理人人員，他他們綜合合前線員員工和高高級管理理人員的的內(nèi)在知知識，使使其外在在化，并并將其融融合入新新產(chǎn)品和和技術(shù)中中。They arethetrueknowledge engineersofthe knowledge-creatingcompany他們是知知識創(chuàng)造造型公司司真正的的“知識識工程師師”。Implementingknowledge management(KM)執(zhí)行知識識

41、管理Implementingknowledge management(KM)執(zhí)行知識識管理Knowledgemanagementconcepts（知識管理理的概念念）PreparationforKMinitiatives（知識管理理的初始始準(zhǔn)備）Knowledgemanagementstrategy（知識管理理戰(zhàn)略）ElementsofKMpractice（知識管理理實(shí)踐的的基礎(chǔ)）KMtechnologies（知識管理理技術(shù)）Case studies（示例學(xué)習(xí)習(xí)）KnowledgeManagementConcepts（知識管理理的概念念）Organizationallearning-Creat

42、ionofnewstandardoperating proceduresand business processesthat reflects organizations experiences組織學(xué)習(xí)習(xí)建立立反映組組織經(jīng)歷歷的新的的標(biāo)準(zhǔn)化化運(yùn)作程程序和商商業(yè)過程程Knowledgemanagement-Theset of processesdevelopedinanorganization to creates, gathers, stores,maintains,anddisseminates knowledge知識管理理在組組織中發(fā)發(fā)展的商商業(yè)程序序是為了了建立、聚集、存儲、維護(hù)和和傳播

43、知知識后續(xù)KnowledgeManagementConcepts（知識管理理的概念念）續(xù)前Best Practices-Successful solutionsorproblem-solvingmethodsdevelopedbyspecificorganization or industry最好的實(shí)實(shí)踐由由專門的的組織或或行業(yè)提提出的成成功解答答或解決決問題的的方法OrganizationalMemory-Storedlearningfromorganizationshistory thatcan be usedfor decision makingandotherpurposes組織存儲儲

44、存儲儲從組織織歷史中中獲取的的知識，對決策策制定和和其他活活動(dòng)都是是有用的的PreparationStepsforKMInitiatives知識管理理初始準(zhǔn)準(zhǔn)備的步步驟1)Appoint achiefknowledge officerand createa KM strategy thatislinked to corporatestrategicobjectives.任命一個(gè)個(gè)首席知知識官員員并建立立一個(gè)知知識管理理戰(zhàn)略是是與公司司戰(zhàn)略目目標(biāo)相關(guān)關(guān)的2)Deploy KM technologicalinfrastructuretoenable theprocess of creating,s

45、haring anddisseminating knowledge.配置知識識管理技技術(shù)的下下部組織織能夠建建立、共共享和傳傳播知識識3)Strengthen topmanagement commitmentbyshowingthem successfulKMpracticeinothercompanies.通過展現(xiàn)現(xiàn)其他公公司成功功的知識識管理經(jīng)經(jīng)驗(yàn)加強(qiáng)強(qiáng)高層管管理4)Develop acultureandreward systemoftrustandlearningtofoster collaborationand innovation.Makeemployeesfeelcomfortab

46、lesharing knowledge建立信任任的文化化氛圍及及回報(bào)系系統(tǒng)，培培養(yǎng)協(xié)作作和創(chuàng)新新。使員員工感覺覺到知識識共享的的好處。KnowledgeManagementStrategy知識管理理戰(zhàn)略Drivenbycompanys competitive strategy由公司競競爭戰(zhàn)略略驅(qū)動(dòng)Howitcreatesvalueforcustomers（怎樣為顧顧客創(chuàng)造造價(jià)值）Howthatvaluesupportsaneconomicmodel（價(jià)值如何何支持經(jīng)經(jīng)濟(jì)模型型）Howthe companyspeopledeliveronthevalueand theeconomics（公司的人

47、人們?nèi)绾魏螌?shí)現(xiàn)價(jià)價(jià)值）Some companiesautomateknowledgemanagement(Codification)一些公司司實(shí)行自自動(dòng)知識識管理Othersrelyontheirpeopletoshareknowledge throughmoretraditionalmeans(Personalization)另一些公公司通過過傳統(tǒng)方方式，依依靠他們們的員工工共享知知識DifferentKnowledge ManagementStrategies不同的知知識管理理戰(zhàn)略Codificationcanbethe mainemphasisformore structuredtask

48、s.Thisrequirescomprehensiveelectronic repositoryof“knowledgeobjects”tofacilitate reuse ofexplicitknowledge.Examples Anderson Consultingand Ernst &YoungfortechnologyandERP implementation.成文化主主要強(qiáng)調(diào)調(diào)將任務(wù)務(wù)結(jié)構(gòu)化化。這要要求全面面的“知知識對象象”電子子知識庫庫，以方方便的重重復(fù)使用用外在知知識。如如AndersonConsulting、Ernst &Youngfortechnology和 執(zhí)行行ERPP

49、ersonalizationcanbethe mainemphasisforless structuredtasks.This requires intensiveperson-to-person contacts,emails, videoconferences, etc.tofacilitateexchangeoftacitknowledge.Examples-McKinsey,BCG,andBainforcustomizedcorporatestrategyconsulting.人性化主主要強(qiáng)調(diào)調(diào)任務(wù)的的非結(jié)構(gòu)構(gòu)性。這這要求加加強(qiáng)人與與人的交交流、電電子郵件件和視頻頻會(huì)議等等，以方方便內(nèi)

50、在在知識的的交換。如McKinsey、BCG和Bain forcustomized corporatestrategyconsulting.Codification（成文化）Knowledgeisextracted fromthe personwhodeveloped it,made independent of thatperson,andreused forvarious purposes知識從提提出者處處獲取，并獨(dú)立立于提出出者，重重復(fù)使用用于不同同的目的的CodificationErnst& Young（成文化Ernst& Young ）Ernst& Young executivesh

51、aveinvesteda lottomake surethatthecodification processworksefficientlyErnst& Young的決策者者進(jìn)行了了大量投投資以保保證成文文化運(yùn)作作有效進(jìn)進(jìn)行The250 peopleattheCenter forBusinessKnowledgemanage theelectronic repositoryand helpconsultantsfindanduse information商業(yè)知識識中心有有250名員工工，他們們管理電電子知識識庫以幫幫助顧問問尋找和和使用信信息Specialistswritereports an

52、danalysesthat manyteamscan use專家撰寫寫報(bào)告并并分析可可使用的的后續(xù)CodificationErnst& Young（成文化Ernst& Young ）續(xù)前Each of Ernst &Youngsmore than40practiceareashas astaffmember whohelpscodifyand store documentsErnst& Young在超過40個(gè)領(lǐng)領(lǐng)域有成成員，他他們幫助助成文、存檔Resultingareadatabasesare linkedthrough anetwork.結(jié)果域的的數(shù)據(jù)庫庫通過網(wǎng)網(wǎng)絡(luò)連接接Codificat

53、ionErnst& Young成文化Ernst& YoungRandall Love, an Ernst &Youngpartner,was preparinganimportantbid fora large industrialmanufacturerErnst& Young的合作伙伙伴Randall Love準(zhǔn)備對一一個(gè)大的的工業(yè)制制造商的的投標(biāo)計(jì)計(jì)劃Hesearchedtheelectronicknowledgemanagementrepository forrelevantknowledge它查找電電子知識識管理庫庫以尋找找相關(guān)知知識Hefoundandusedseveral pre

54、viouslydeveloped solutionstodevelop apresentation on theindustry找到并使使用以前前的幾個(gè)個(gè)解決方方案以完完成行業(yè)業(yè)介紹Healso found andused propositionsthat helpedhimestimatehow muchmoneythe clientwouldsave by implementingthesystem.同時(shí)，還還找到并并使用相相關(guān)資料料，以幫幫助預(yù)測測客戶使使用該系系統(tǒng)可節(jié)節(jié)省多少少錢后續(xù)CodificationErnst& Young成文化Ernst& Young續(xù)前Love wonthe

55、projectandclosed thesale intwomonthsinsteadofthetypicalfour to six在2個(gè)月月內(nèi)贏得得項(xiàng)目并并完成交交易，而而一般需需要4到到6個(gè)月月Healso found programming documents,technical specifications,trainingmaterials, andchangemanagementdocumentation in therepository which saved research anddevelopmenttime還在知識識庫中找找到了設(shè)設(shè)計(jì)文檔檔、技術(shù)術(shù)規(guī)格、培訓(xùn)材材料和變變動(dòng)

56、管理理文件，這便節(jié)節(jié)省了研研發(fā)時(shí)間間Codificationsavedthe teamand theclientonefullyearofwork成文化為為團(tuán)隊(duì)和和客戶節(jié)節(jié)省了1年時(shí)間間Codification:CreatingValueforCustomers成文化：為客戶戶創(chuàng)造價(jià)價(jià)值Consultantsreuseexistingbrickswhileapplyingtheirskills to constructsomethingnew顧問在創(chuàng)創(chuàng)建新事事物時(shí)可可使用已已存在的的模塊Customerbenefitsbecause theconsultantscanbuildareliabl

57、e,high-quality information systemfasterand at abetter price thanothers by using workplans, software code, andsolutionsthathave beenfine-tunedandproven successful客戶也從從中獲益益，這是是由于顧顧問能建建立可靠靠的、高高質(zhì)的信信息系統(tǒng)統(tǒng)，且該該系統(tǒng)比比其他已已很好運(yùn)運(yùn)行或證證明成功功的工作作計(jì)劃、軟件程程序和其其他解決決方案更更快、更更廉價(jià)Codification: TurningaProfit成文化：帶來盈盈利Reuseofknowl

58、edgesaveswork,reducescommunicationscosts,and allowsa companytotakeonmore projects重復(fù)使用用知識可可簡化工工作、減減少通信信費(fèi)用且且能使公公司承擔(dān)擔(dān)更多的的項(xiàng)目Firmssuch as Andersen Consultingand Ernst &Younghavebeen abletogrowatratesof20%ormoreinrecentyears象AndersenConsulting和Ernst& Young等公司近近些年都都以20或更更高的速速度增長長Codification-ManagingPeople

59、成文化管理員員工Ernst& Young andAndersenConsulting hireundergraduatesfromtopuniversities andtrainthem to developand implementchangeprogramsand information systemsErnst& Young和AndersenConsulting在在高校校雇傭大大學(xué)生，培訓(xùn)他他們開發(fā)發(fā)和執(zhí)行行方案改改造和信信息系統(tǒng)統(tǒng)Usingtheknowledge managementrepository,the consultants workthroughscenariosdesi

60、gnedtoimprovebusinessprocesses顧問使用用知識管管理庫完完成方案案設(shè)計(jì)以以提高商商業(yè)運(yùn)作作水平They areimplementers, notinventors他們是執(zhí)執(zhí)行者，不是發(fā)發(fā)明者CodificationNotjustforConsultants成文化不僅僅僅是給顧顧問的HealthCare AccessHealth（衛(wèi)生保健健AccessHealth）When someonecallsthe center,aregistered nurse usesthe companysclinicaldecisionarchitecturetoassessthe c