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摘要:摘要:本文主要介绍关于这项研究的重要因素的相关文献;从知识管理组织内的个人关系,这可以被视为一个批准的现有理论来寻找它们之间的联系。
Knowledge management is really important to an organization as denoted by many educated with slightly the same reasons; for example, knowledge management urged to develop and retain the knowledge, which is the infinite assets as it is not depleted, but tends to be increased instead, after sharing, of the people in organization (Groff and Jones, 2003), knowledge management is a critical factor for an organization's survival via a good management of the employee competencies (Martensson, 2000), knowledge management is subject to an increase in innovativeness and responsiveness as cited from Hackbarth (1998) by Alavi and Leidner (2001), and Gartner Group (1999) stated that 'Knowledge management promotes an integrated approach to identifying, capturing, retrieving, sharing, and evaluating an enterprise's information assets.' Anyway, Kermally (2002) noticed that some organizations believe that small firms do not need to do anything about managing knowledge since the knowledge-related issues are to be concerned only in big businesses, but he argued that knowledge management is very important for all businesses and does not discriminate as far as the size of company is concerned.
There are two popular concepts of managing knowledge in an organization: knowledge creation and knowledge conversion (between tacit knowledge and explicit knowledge), as it was stated by Groff and Jones (2003) that knowledge conversion is one of the key functions of knowledge management strategy. According to Alavi and Leidner (2001), most organizations believed that much of the knowledge they needed were already existed within the organization, but the trickiest part was to identify and leverage it. Usually, individuals transformed information into knowledge once they understood it and store it within their minds, then the knowledge was transformed again into information when they would like to transfer it to one another, and there were repeatedly transformation between knowledge and information inside an organization (Hicks et al, 2006). In other words, knowledge conversion could bring about knowledge creation and vice versa. Furthermore, Nonaka (1994) added that the knowledge creation, which includes the development of organization's cognitive resources, is more dynamic than organizational learning.
As Nonaka and Takeuchi (1995) stated about the knowledge conversion, they concentrated on the interaction between tacit and explicit knowledge. Hence, the distinction between tacit and explicit knowledge should be known prior to the study of knowledge conversion. According to Newel本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。