知识管理绩效与组织文化相关性研究

合肥工业大学博士学位论文知识管理绩效与组织文化相关性研究姓名：陈发祥申请学位级别：博士专业：企业管理及其信息化指导教师：梁昌勇2010-11TXABSTRACTAsanewmanagementmodel,KnowledgeManagement(KM)hasbeenworldwidelyappliedinrecentyearsanditsinfluenceonorganizationalcorecompetitivepowerhasbeenprovedinvariousorganizations,suchascorporations,governmentsorscientificresearchinstitutions.Therefore,organizationspaymoreandmoreattentiononKM.However,duetotheignoranceofthedeepinfluenceoforganizationalcultureonorganizationalKM,manyKMprogramsdidn’tachievetheanticipatedmanagementtargetofanorganization.Inordertosolvethisproblem,byusingqualitativeandquantitativeresearchmethods,suchasdeductionandinduction,descriptivestatisticalanalysis,factoranalysisandregressionanalysis,thepaperconductstheoreticalexplorationandresearchonthefollowingaspects:theconcernedconceptsandtheoriesoftheorganizationalcultureinKM,themechanismoftheorganizationalcultureinKM,theinfluenceoftheorganizationalcultureinKM,theinnovationoftheorganizationalcultureinKM.Thepapertriestofindeffectivewaystoimproveorganizationalperformancethroughtheadaptationandinnovationoforganizationalculture.Themaincontentsareasfollows:1.ThebasicconceptsandtheoriesinvolvedinthestudyoforganizationalcultureinKM.Thepaperreviewsthepresentresearchoftheorganizationalcultureinknowledgemanagementbothhomeandabroad.Itexplainsthebasicconceptsoforganizationalknowledge,organizationalintellectualcapital,knowledgemanagementandorganizationalculture.ItalsooutlinedknowledgeManagementfactions,typeandmodel,thecontentandcharacteristicsoforganizationalcultureinknowledgemanagement,theassessmentmethodsoforganizationalculture.2.ThestudyoftherelationshipsbetweenKMandtheorganizationalculture.Thepaperbuildsaconceptualmodeloforganizationalknowledgemanagement,describestheenvironmentoftheorganizationalcultureinKM,anddiscussestheinteractionbetweenorganizationalcultureandknowledgemanagement.TheprojectofKMisretrictedbyorganizationalcultureaswellasitinfluencesthecontentanddevelopmentoforganizationalculture.3.ThestudyoftheinfluenceoftheorganizationalcultureinKMandKMperformance.ThepaperbuildstheevaluationsystemoforganizationalcultureinKMincludingorganizationalcohesion,constructivefaculty,ambitiousdriveandemployee’svitalitybasedonanalysingthefactorsandthetypesoftheorganizationalcultureinKM.ThepaperbuildstheevaluationsystemoforganizationalKMperformanceincludingKMactivities,knowledgestructure,economicindicatorsandenvironmentalcultureofknowledgetype.4.TheresearchsurveyontherelationshipsbetweenKMandorganizationalculture.ThepaperconstructstheoreticalassumptionsandresearchmodeloforganizationalcultureimpactinKManddesignsthequestionnaireoforganizationalcultureimpactinknowledgemanagementbyusingascientific,systematic,objective,comparableandoptimizationprinciples.Thepaperalsodesignsspecialsoftwareforonlinesurveys.Byusingregressionanalysistoanalyzethecollectedsurveydata,itgetsthefollowingconclusions:thereisapositivecorrelationbetweentheperformanceofemphasizingpersonalizationknowledgemanagementandtheopennessoforganizationalculture,thereisapositivecorrelationbetweentheperformanceofemphasizingcodificationknowledgemanagementandthecohesionoforganizationalculture.5.ThestrategicstudyoftheorganizationalcultureconstructioninKM.ThepaperestablishestheprincipleoforganizationalcultureconstructionforKM,discussesthemodesoforganizationalcultureconstructionforKM,designsthestepsoforganizationalcultureconstructionforKM.ItalsoverifiespatternsandstepsoforganizationalculturebuildingforKMbyactualcasestudiesofTXCompany.KeyWords:KnowledgeManagement;OrganizationalCulture;Mechanism;Factors;Intellectualcapital1.1.....................................................................................................21.2.....................................................................................................................41.3.............................................................................................41.4......................................................................................................................101.5...................................................................................................122.1...................................................................................................................132.2...........................................................................................142.3......................................................................................................................152.4.......................................................................................................172.5............................................................................................202.6...........................................................................................212.7............................................................................................................212.8................................................................................................................222.9.........................