【作者】 姜仁珍；

【导师】 裴成发；

【作者基本信息】 山西大学 ， 图书馆学， 2005， 硕士

【摘要】 隐性知识是高度个人化和难以规范化的各种内隐性知识,深植于员工个人的行动与经验中。是组织进行知识创新和形成核心竞争能力的基础和源泉。随着知识管理的不断发展,隐性知识逐渐成为知识管理的核心。但是由于隐性知识和显性知识在存在的形态、作用机理、经济价值等方面都存在着差异,其管理方式也存在着显著差异。显性知识由于容易精确表述和编码以及记录在具体的载体上,相对来说比较容易为组织获取、管理和共享利用;隐性知识是以人脑为载体的,其内隐性和错综复杂的影响因素,使得隐性知识的交流共享十分困难。因此,传统的显性知识的管理方法无法对隐性知识进行有效的管理。如何对隐性知识进行有效管理成为组织知识管理目前所面临的最大挑战。近几年,由于隐性知识在组织发展中的特殊功能和作用,国内外对隐性知识管理的研究日益增多,但目前对隐性知识管理的理解和应用还处于初级阶段,相关研究比较分散。时至今日的大部分隐性知识管理战略,大体停留在理论层面,理论探讨多,应用研究少。隐性知识管理作为一种管理理念,需要通过具体的活动来落实。当一个组织在实施隐性知识管理的时候,不能只是谈谈文化、理念什么的,必须落实到具体的活动上,和具体的活动相结合,针对具体的活动来设定。隐性知识管理必须与组织的工作流程相结合,不同的组织有不同的隐性知识,不同的隐性知识需要不同的管理方法。 本文针对隐性知识管理的现状,在概述隐性知识的概念、特征、转化方式、存在的障碍以及管理策略等方面的基础上,对于如何识别隐性知识,克服隐性知识的交流障碍,有效地促进隐性知识流动与转化进行了详细的阐述,提出了隐性知识的产权问题并进行了初步探讨。通过好利来公司的隐性知识管理案例,分析了目前国内许多组织隐性知识管理的现状。最后构建了隐性知识管理的模型和评价体系。力图为组织隐性知识的管理实践提供系统化的理论指导。更多还原

【Abstract】 Tacit knowledge is highly individual and difficult to standardize, inherent in individual action and experience. It is the basis and source to create knowledge and formulate core competitive competence of organization. With the development of knowledge management, tacit knowledge becomes the core of knowledge management. Because tacit knowledge and explicit knowledge are different in form, function and economic value, the way of management between tacit knowledge and explicit knowledge is quite different too. Explicit knowledge can express and code exactly and is easier to capture, manage and share. Inherent in individual brain, the transmission and sharing of tacit knowledge is difficult. Thus, the traditional way of explicit knowledge management isn’t fit for tacit knowledge. How to manage tacit knowledge effectively is the main challenge for organization knowledge management. In recent years, because of the special function and effect of tacit knowledge, the research of tacit knowledge is increasing but separate in the world, the understanding and application of tacit knowledge is still in primary period. Most strategy of tacit knowledge management is still theoretical, only little is practical. As a kind of managing idea, tacit knowledge management needs to be implemented by concrete activity. When tacit knowledge management is carried out in an organization, only talking about culture and theory is not enough, it must be put into practice and designed with concrete activity. Tacit knowledge management must connect with working process of organization closely, different organization has different kind tacit knowledge, and the way of different tacit knowledge management is different too.According to the actuality of tacit knowledge management, on the basis of introducing the summarization of concept, character, conversion and communication barriers, this paper expatiates on how to identify tacit knowledge and how to conquer it’s communication barriers, so that to accelerate the communication and transferability of tacit knowledge. It更多还原