tila
Thecoreofenterprisetacitknowledgemanagementistheexplicitnessoftacitknowledge.Thevalueoftacitknowledgemustberealizedthroughthetransformationofexplicitknowledge.KnowledgewithintheenterpriseItisthroughthiscyclicaltransformationthataspiralingprocessofknowledgeinnovationisformed.Thetransformationoftacitknowledgeandexplicitknowledgehasgonethroughfourcycles.(1)Thestageofsocialization
Thestageofsocializationreferstotheprocessofspreadingfromanindividual'stacitknowledgetoanotherentity'stacitknowledge.Thisistheoldestandmosteffectivewayofspreadinghumanknowledge.Intheprocessofknowledgemanagement,wesparenoefforttomaketacitknowledgeexplicitthroughinformationtechnology,butthereisalwayssomevaluabletacitknowledgethatisdifficulttotransform,andthetacitknowledgeistransmittedthroughthesocializationstageoftacitknowledge.Sharingandinnovation,enhancingthecompetitivenessoftheorganization,havebecomeaveryimportantlinkinenterpriseknowledgemanagement.Inthisprocess,participantscanobtaintacitknowledgefromotherswithoutusinglanguage.Forexample,apprenticescanlearncraftsmanshipbasedonexperience,imitation,andpractice.
(2) Ulkoistamisvaihe
Theexternalizationstageistotransformtacitknowledgeintoaformthatiseasytounderstandandacceptthroughanalogies,metaphors,hypotheses,listening,andin-depthconversations.Transformingtacitknowledgeintoexplicitknowledgeisatypicalprocessofknowledgeinnovation.Peopletransformtheirownexperienceandknowledgeintocontentthatcanbedescribedbylanguage.Itisaprocessofupgradingfromperceptualknowledgetorationalknowledge,andtransformingexperienceintoconcepts.Thepurposeofexplicitknowledgeistoshareknowledge.Undernormalcircumstances,onlythosespecific,operationalorconventionalknowledgecanbedisseminated,anddeep-levelknowledgeisnoteasyforotherstoobtain.Therefore,toimplementknowledgemanagement,wemustfirstcollectandprocessimplicitknowledgethatcanbemadeexplicit.
(3) Yhdistelmävaihe
Thisstageisthetransformationoftacitknowledgetoexplicitknowledge,anditisaprocessofestablishingareusingknowledgesystem.Itfocusesoninformationcollection,organization,management,analysisanddissemination.Inthisprocess,newideasaregeneratedintheprocessofcontinuousaggregationofinformation.Privateknowledgecannotbeshareddirectly,andonlyrelevantopinionsandinformationintheknowledgecanbetransmitted.Afterothersreceiveinformation,theymustdeeplyperceive,understandandinternalizeitbeforetheycanformtheirownnewknowledge.Theexplicitknowledgecollectedfromindividualemployeesisprocessedtoformgeneralexplicitknowledge,whichisfinallycondensedintothecoreknowledgeoftheenterprise,whichcanbeeasilyabsorbedandusedbyemployeestorealizethenormaloperationoftheorganization.
(4) Sisäistämisvaihe
Internalizationmeansthatthenewlycreatedexplicitknowledgeistransformedintothetacitknowledgeofothermembersoftheorganization.Thepurposeofimplicitknowledgeistorealizetheapplicationandinnovationofknowledge.Theinnovationandapplicationofknowledgeistheultimategoalofknowledgemanagement.Whetheranorganizationcanhaveanadvantageincompetitiondependsonwhethertheorganizationcanmakefulluseoftheorganization'sknowledge,andwhetheritcancontinuouslycreatenewknowledgeandupdateknowledge.Aftertheinternalizationstage,organizationalcompetitivenessisimproved,andknowledgemanagementcompletesabasiccycle.
Intheabovefourtransformationprocesses,thetransformationoftacitknowledgetoexplicitknowledgeisthecore,whichisthemostdirectandeffectivewayofknowledgeproduction.Thetacitknowledgeofindividualemployeesisthecoreoftheproductionofnewknowledgeinanenterprise.Howtoeffectivelystimulateindividualtacitknowledge,avoidobstaclesinthetransformationprocess,andincreasetheinteractionofthefourtransformationmethodswillaffectthecompany’slevelofnewknowledgegeneration.
Esteet
AsPolanyipointedout,iftacitknowledgeispersonalinsight,itcanonlybeobtainedthroughpersonalexperience,anditisobviouslydifficulttomaketacitknowledgeexplicit.Belowweanalyzethemainobstaclestotheexplicitizationoftacitknowledgefromtheperspectiveofthecharacteristicsofdifferenttypesoftacitknowledge.(1)Body-basedtacitknowledge
Theso-calledbody-basedtacitknowledgereferstothetacitknowledgegeneratedandappliedbythesubjectintheprocessofcognition.Thiskindoftacitknowledgeismostlyrootedintheuseofhumanbodyfunctionsortheuseoftools.Suchasartistsplayingandpainting,doctorsperformingoperationsonpatients,etc.Therearealotofhiddencomponentsintheseoperationalskillsandartisticskills.
Thistypeoftacitknowledgeismonopolistic,andtacitknowledgeisrestrictedfromenteringthefieldofpubliccommunicationorbeingshared.Thetypicalperformanceistomakeknowledgeproprietaryandcontrolthetacitknowledgewithcommercialvalue,soastoavoidtheexplicitknowledgeofknowledgeandloseitscompetitiveadvantage.Theexplicitnessofsuchtacitknowledgerequirestheestablishmentofatrustmechanism,whichcanbeobtainedthroughinternalthinkingandexternalcommunication.Inaddition,itoftenrequiresrepeatedhands-onpracticeandexperience.
(2)Puheeseen perustuva hiljainen tieto
TacitknowledgebasedonspeechreferstotheinteractionbetweentwosubjectswhentheexternalworldrecognizedbythesubjectisanothersubjectItmustbedonethroughspeech(includingbodylanguage).Thetacitknowledgegeneratedandusedinthisprocessisthetacitknowledgebasedonspeech.
Theunconsciousfeatureoftacitknowledgeisthatpeoplearenotawareofthescopeoftheirownknowledge.Explicitknowledgeiseasytoidentify,butimplicitknowledgesuchasinnerthinking,inspirationandexperienceisdifficulttodescribe.Experienceanddepthofknowledgeleadtothedeepeningoftacitknowledgeandincreasethedifficultyofexpressingknowledge.Thedifferencesinexpressionsbetweendifferentlanguagesalsoincreasethedifficultyofunderstanding.Theexplicitnessofverbal-basedtacitknowledgeoftenrequiressubjectstohaveacommonknowledgebackgroundrelatedtothesubjectofcommunication.Inaddition,storytelling,throughmetaphor,symbolism,caseanalysis,etc.,canhelpthesubjectsbuildacommoncontext.Therefore,thisapproachplaysanimportantroleintheacquisitionoftacitknowledge.
(3)Hiljainen tieto, joka perustuu yksilölliseen metakognitioon
Consideringtheinternalthinking,emotion,mentalmodel,intuitionandotherfactorsofthecognitiveindividual,thedifferenceofthesefactorswillaffectTotheindividualextractingobjectinformation,givingintelligentbehaviorandallaspectsoftheinformationtransmissionprocess,soastoformanindividual'suniquewayof"informationcognitionandregeneration".Thesearethetacitknowledgebasedontheinternalmindandthinkingofthecognitionindividual,ortacitknowledgebasedonthe"metacognition"oftheindividual.Thiskindoftacitknowledgeisembodiedintheindividual'smentalmodel,problem-solvingmethod,intuition,emotion,etc.Acquisitiongenerallyneedstobetaughtbymasterandapprentice,andconstructedatthelevelofworldviewandmethodology.
(4)Sosiaaliseen kulttuuriin perustuva hiljainen tieto
Comparedwiththeindividual’smetacognition,thesocialenvironmentformedbyrace,history,andsocialideologyandtheindividual’sTheorganizationalenvironmentwillhaveasignificantandfar-reachingimpactontheindividual's"informationcognitionandregeneration"model.Atthislevel,theformationoftacitknowledgebasedonsocialculture.Thiskindoftacitknowledgewillaffectthemetacognitionoftheindividual,theinteractionbetweentheindividualandotherindividuals,andtheprocessoftheindividual'scognitionofnaturalobjects.Forexample,thedifficultyofknowledgesharingisdifferentfordifferentculturalbackgrounds,andtheflowofknowledgesharingrequiresparticipantstoadoptanopenattitude.Theexplicitnessofthiskindoftacitknowledgeneedstoberealizedthroughlong-termexperienceofindividualsintheirenvironment.
Riski
Riski1:Tacitknowledgeisdifficulttoexpressinwords,noteasytomeasureitsvalueandnoteasytobeunderstoodbyothers,andhasbecomeasourceofcorporatecompetitiveadvantage.Comparedwithexplicitknowledge,itiseasytoexpressandtransfer,anditiseasytobeimitatedandlearnedbycompetitors,andcannotformacompany'slastingcompetitiveadvantage.Therefore,withinacertainknowledgelevel,moreandmoreexplicittacitknowledgeisIftheorganizationcannottakecertainconfidentialitymeasuresinatimelymanner,competitorswilltrytoobtaintheexplicitknowledgethathasbeenappliedorcoded,andwilluseittoformtheirowncompetitiveadvantage.Therefore,theorganizationshouldtakecertainmeasurestoensuretheexplicitnessoftacitknowledgeontheonehand,andstrengthentheconfidentialityofexplicitknowledgeontheotherhandtopreventcopyingbycompetitors.
Riski2:Thegainsgainedfromtheexplicitizationoftacitknowledgecannotmakeupforitsexcessivelyhighexplicitcost.Withtheimprovementofthelevelofexplicitness,thetransferofknowledgefromtheconnectionbetweenpeopletothelanguagemodulationprocess,theorganizationneedstocreatethenecessaryenvironmentalconditionsandtechnicalconditions,whichwillinevitablycostalotthecostof.Atthesametime,thebenefitscreatedbyexplicitnessaredifficulttomeasureinashorttime,andthecostofexplicitnesswillchangeasthedegreeofexplicitnessofknowledgeincreases.Therefore,withintheorganization,themeasurementofexplicitcostsandbenefitsisalsoanurgentproblemtobesolved.
Riski3:Failuretomakethetacitknowledgewithintheorganizationexplicitintimeorcorrectlywillalsobringgreatriskstotheenterprise.Iftheorganizationdoesnotexternalizethetacitknowledgeoftheknowledgesubjectinatimelymannerandmakefulluseofit,itmaycausetheorganizationtolosevariousopportunities.Butatthesametime,itshouldberecognizedthatnotalltacitknowledgecanorcanbeexternalizedintoexplicitknowledgecorrectly.Iftheorganizationdisregardsthetechnicallevelandotherrestrictions,itjustmakesexplicitknowledgethatcannotbemadeexplicit.Leadingtothewronginterpretationofcoreknowledge,sothatthewronguseofknowledgewillbringimmeasurablelossestotheenterprise.Thisrequirestheorganizationtograspadegree,thatis,toknowwhichknowledgecanbemadeexplicitandcanbemadeexplicit.degree.Thesolutionofthisproblemalsoneedstorelyonacertainamountofexperienceandknowledgeofmanagers.
Riski4:Forknowledgesubjects,althoughthesharingoftheirowntacitknowledgewillimprovetheoverallknowledgeleveloftheorganization,itisnotnecessarilybeneficialtoindividuals.Theinnovationandresearchofpersonalknowledgetakesalotofenergyandhardworktoachieve.Therefore,theknowledgesubjectwillunconsciouslymakeariskpredictionofhisowninputcost,opportunitycost,transactioncost,andreputationcost.Thefairnessandrationalityafterthesharingofsexualknowledgeandwhetheritmeetstheirexpectations.Oftenthesecostscannotbecompensatedbysalary.Whentheknowledgesubjectcannotobtaincompensationthroughinternalmechanisms,itwilllimitthedisseminationandsharingofknowledge,whichmakesitdifficulttoachievethepurposeofmakingpersonaltacitknowledgereasonablyexplicit.
Riskiien välttäminen
(1)Inordertoovercomethelossoftacitknowledgecausedbythebraindrain,inadditiontomakingpersonaltacitknowledgeexplicit,itcanalsobeorganizedTheorganizationallearningmechanismthatpromotesthesharingoftacitknowledgecanfullytapthetacitknowledgeinthemindoftheknowledgesubject,andspreadandsharethetacitknowledgeoftheknowledgesubjectthroughvariouschannelswithintheorganizationtobecomethetacitknowledgeoftheorganization.Inthisprocess,itreliesonthetacitknowledgecommunicationbetweenemployees.Thisrequiresknowledgesubjectsintheorganizationtohaveacomprehensiveunderstandingofhowtocoordinatetheworkoftheorganization,andtheorganizationshouldcreateaspiritofcooperationthatencouragesknowledgesubjectstodevelopInordertoachievethetacitunderstandingandcoordinationbetweenmembers,torealizetheinductionandsummaryofpersonaltacitknowledge,andtocompletetheconversiontoorganizationaltacitknowledge.
Atthesametime,wemustcontinuouslyincreasethenumberandqualityofenterprisecoreknowledge,especiallytacitknowledge.Throughthecontinuouscreationofnewtacitknowledge,thelong-termcompetitivenessoftheorganizationismaintained.Sincetechnicaltacitknowledgeisbasedonasinglesubjectinthefinalanalysis,itshouldbebasedontheperspectiveofpeople,andtheinternalcultureoftheorganizationshoulddriveknowledge.Generate,encourageemployeestoactivelyseek,share,andcreateknowledge,andformabottom-upknowledge-drivenflowmechanismwithintheorganization.
(2)Improvethetechnicallevelrequiredfortheexplicitizationoftacitknowledgeandtheprofessionalknowledgeneededfortheexplicitizationofknowledgesubjectknowledge,soastoimprovetheaccuracyoftheexplicitizationoftacitknowledge.Withintheorganization,themainbodyofknowledgemustestablishandmaintainthenecessaryknowledgetransformationabilityandtechnologyuseability,aswellastheunderstandinganddigestionabilityoftacitknowledge.Atthesametime,becausetheknowledgesubjecthasastrongsenseofresponsibilityandself-managementability,itcanbeappropriatelygrantedtherighttoprocessanduseorganizationalknowledgetoimprovepersonalknowledge.Atthesametime,knowledgetransformationtechnologymustundergocorrespondingreorganizationandadaptivechangesalongwiththecontinuousadvancementofbusinesstechnology.
(3)Useinformationtechnologyandinformationsystemoutsourcingtoreducetheexplicitcostofknowledge.Professionalinformationtechnologyoutsourcerscanprovidehigh-level,low-costtechnicalproductsandprofessionaltechnicaladvice.Atthesametime,intheprocessofmutualcooperationandexchangewithinformationtechnologyoutsourcers,relevanttechnicalknowledgecanbeincreased.Atthistime,theflowandsharingofknowledgebetweenthepartnersandtheestablishmentofaclosecooperativerelationshipbetweenthetwopartiesarerequired.Ontheonehand,theinternalstaffoftheorganizationshouldactivelyparticipateinthecooperationandprovideinformationabouttheorganization’sworkprocessesandtheintricaterelationshipsbetweendepartments,sothatthetechnicalproductsofknowledgeconversionareclosertotherequirementsofactualwork;atthesametime,byfurtherparticipatingintheknowledgeconversionoftechnicalproductsDesignandworktounderstandtheconceptandrequirementsoftheproduct,andproposeshortcomingstopromotepracticaltechnicalimprovementprograms;ontheotherhand,technologysuppliersshouldalsopayattentiontoabsorbinginternalknowledgeoftheorganizationtohelpmembersoftheorganizationdeepentheirunderstandingTheunderstandingofthistypeofproduct,fromthecustomer'spointofview,asmuchaspossibletoprovidecustomerswithhigh-efficiencyandlow-costknowledgeconversionproducts.
(4)Organizationsmustprovidelooseincentivesforknowledgesubjects.Ontheonehand,theymustabsolutelycompensatetheknowledgesubjectsfortheirnewknowledge,andproviderewardsaccordingtotheamountofknowledgeprovidedtotheorganization.Reward,sothattheexpectedvalueoftheknowledgesubjectismet,sothattherewardforpersonalcontributiontoknowledgeisgreaterthantherewardforhoardingknowledge.Establishagoodexternalsystemtopromotetheaccumulationofknowledgeandincreasethepressureandmotivationofknowledgesubjectstoprovidetacitknowledge.
Valaistuminen
tilarnenterpriseshavebeguntorealizethevalueoftacitknowledge,andtheirinvestmentinhumanresourceshasgraduallyincreased,buthowtocombinehumanresourcemanagementwithtacitknowledgemanagementResearchonthenewcompetitivenessofenterprisesisstillinadequate.Basedontheaboveanalysis,Ipersonallybelievethatthefollowingaspectsshouldbeusedtopromotetheexplicitizationoftacitknowledgeintheprocessofhumanresourcemanagement.(1)Establishanorganizationalincentivemechanismtoensurethetransformationandsharingofknowledge
Knowledgeinnovationhashighcost,highrisk,anduncertaintyinbenefitsanddistribution,whichmakestheownersofknowledgeRecyclingwilldeliberatelymonopolizetheknowledgepossessed.Theoperationofthetraditionalincentivemechanismcanonlyaggravatethismonopolyofindividuals.Therefore,organizationsneedtoestablishanappropriateincentivemechanismtoreasonablysatisfytheinterestsofthetacitknowledgeholdersandstimulatetheirdesiretoshareknowledge.Ontheonehand,theoriginalityandexclusivenessofemployees’personaltacitknowledgeshouldberecognized,andappropriateevaluationindicatorsandanevaluationsystembasedontheknowledgecontributionrateshouldbeestablished,sothatmembersoftheorganizationcanbenefitfromknowledgesharing;ontheotherhand,Employeesprovideopportunitiesforgrowth,guideemployeestoexchangeandsharetacitknowledge,andencourageemployeestogainmotivationforcontinuousinnovationanddevelopment.Thisisveryimportanttopromotetheexchangeandsharingoftacitknowledgeamongemployees.
(2)Establishingahumanresourcesknowledgebaseandforminganorganizationalknowledgemap
Integratingorganizationalresourcesandreflectingthecompetitivenessofhumanresourcesisanimportantissueinhumanresourcesmanagement.Throughtheconstructionoftheenterpriseknowledgebase,theeffectivemanagementofemployeeknowledgecanpromotetheorderlycirculationofknowledgewithintheorganizationandincreasetheutilizationrateofknowledge.Atthesametime,byregisteringtheorganization'shumanresourcesintheregisterandestablishingaskilllistdatabase,youcanfindthehumanresourcesneededbytheorganizationaccordingtothemap,andyoucanalsoformulateacontinuoushumanresourcesplantopromotetheformationofalong-termdevelopmentplanforthecompany'semployees.
(3)Establishalearningorganizationtoincreasethevalueoftacitknowledge
Learningorganizationisestablishedbycultivatingthelearningatmosphereoftheorganizationandgivingfullplaytothecreativethinkingabilityofemployees.Anorganic,highlyflexible,flat,personalized,sustainableorganization.Tacitknowledgealwaysrunsthroughtheentireprocessofknowledgeaccumulation.Ifthereisnorelevanttacitknowledge,whetheritisanindividualoranenterprise,itwillnotbeabletoobtainandabsorbotherknowledge.Therefore,theorganizationshouldcarryoutregularandirregulartraining,enhancethelearningatmospherewithintheorganization,carryoutknowledgeexchangeandsharingmeetingsbetweenemployees,andrealizethecontinuousinnovationofinternalknowledgewithintheorganization.
(4)Reorganizingtheorganizationalstructuremodelandconstructingadynamicteam
Becausetacitknowledgeisdifficulttoexpress,observeanddescribe,itsmutualtransformationcannotcontinuetheusualthinking.Inadditiontoexternalincentivessuchassalaryandrewards,companiesshouldestablishabrand-neworganizationalstructuremodel.Thestructureofdynamicteamswillfacilitatethetransformationoftacitknowledge.Thelearningoftacitknowledgecanoftenbeachievedthroughtheimperceptibilityofpeople-to-personcontact.Therefore,organizationsshouldgatheremployeeswithdifferentskillsindifferentfieldsofworkintoaspecificteaminatimelymannertorealizeacertainproject,andeffectivelyrealizethedissemination,integration,sharingandinnovationofknowledgeintheprocessofcompletingtheproject.
Inthetheoryandpracticeofknowledgemanagementresearch,moreandmoreattentionispaidtotheresearchoftacitknowledge,whichisinseparablefromthekeyroleoftacitknowledgeinknowledgemanagement.Similarly,emphasizinganddevelopingtheroleoftacitknowledgeinenterprisehumanresourcemanagementisalsoofgreatsignificanceforimprovingenterprisemanagementefficiencyandenhancingcorecompetitiveness.