With the advent of the era of knowledge economy, knowledge has become a strategic resource for economic development. As a new management model, knowledge management has become one of the most effective incentives for private enterprises to improve their core competitiveness, which is of great significance to the development of enterprises. Private enterprises do their own knowledge management well, which is the premise and foundation to improve their innovation ability and obtain sustainable development.
First, the importance of knowledge management in private enterprises
Economists in the "new economic growth theory" represented by Romer attribute economic growth to the growth of knowledge, and think that knowledge has changed from potential productivity to real productivity, and knowledge productivity has become a key factor to reflect competitive advantage.
John brown, the chief scientist of American Xerox Company, a model of enterprise knowledge management in the world, said: "Enterprises in the era of knowledge economy should be able to use knowledge quickly to improve their competitiveness".
Second, the meaning of knowledge management
What is knowledge management? Chinese and western entrepreneurs and scholars have different understandings and have made different definitions from their own perspectives. There are the following representatives abroad: Karl Ferrapaul, one of the founders of Dell Group in the United States, believes that "knowledge management is to improve the adaptability and innovation ability of enterprises through the sharing of knowledge and the use of collective wisdom, and it is a new way for enterprises to share explicit knowledge and tacit knowledge"; Marian broadbent believes that knowledge management is a purposeful management process. Through the rational implementation of information management and learning organization, the application of knowledge within the organization is strengthened to serve the overall interests of the organization. Malhotra believes that knowledge management is a kind of catering measure taken by enterprises for the adaptability, viability and competitiveness of the organization when facing the ever-changing discontinuous environment. The Organization for Economic Cooperation and Development (OECD) defines knowledge economy as an economy based on the production, distribution and utilization of knowledge and information. In enterprises, simply speaking, knowledge management is the acquisition of collective knowledge or skills (in the form of databases, paper documents, thinking, etc.). ), and then transfer these knowledge or skills to those who need knowledge to help enterprises achieve maximum output.
There are mainly the following kinds of understanding of knowledge management in China: knowledge management is a measure to help people reflect on their knowledge, help and develop technologies and internal structures that support people's knowledge exchange, help people obtain knowledge sources and promote knowledge exchange among them; Knowledge management is a process of transforming information from various sources available to organizations into knowledge and connecting knowledge with people. Knowledge management is the most effective way to integrate and share all information, knowledge and human resources of an enterprise, so as to give full play to its effectiveness and serve for enterprise innovation, maintaining competitive advantage and sustainable development.
Third, the characteristics of knowledge management
1. Knowledge management is an important part of strategic management. The task of knowledge management is to deal with the explicit knowledge and tacit knowledge of enterprises, and express these knowledge in an appropriate way for employees to share, absorb and use. Only by raising knowledge management to the height of strategic management can all employees form a * * * vision consistent with the strategic objectives of the enterprise, organically combine the ability of processing data and information provided by information technology with people's invention and creation ability, promote the transformation from tacit knowledge to explicit knowledge, accelerate the diffusion and activation of knowledge within the enterprise, and promote the adjustment of enterprise organizational structure to adapt to the development of the enterprise.
2. Knowledge is the starting point and destination of its management. Knowledge is the core resource for enterprises to create value, and the effective collection, storage, sharing and application update of knowledge is the key to improve the overall quality of enterprises. Therefore, knowledge has been managed as an asset, and knowledge is the starting point and destination of management, which is mainly manifested as follows: the collection and storage of knowledge is conducive to the reuse of knowledge; Organize and transform knowledge to promote the dissemination and enjoyment of knowledge; Through the deployment and transmission of knowledge, knowledge is integrated into employees, technologies, products and services to improve the organization's viability and success opportunities; Let employees master and use knowledge to the maximum extent, provide conditions and environment for the application and play of knowledge, and regard knowledge and knowledge activities as the wealth and core of enterprises.
3. Knowledge sharing and innovation are the aims of its management. The focus of knowledge management is to communicate and enjoy information through collection, storage, release and use. Knowledge sharing means that knowledge owners share their knowledge with others, which is the transformation of knowledge from individual ownership to group ownership. On the basis of resource management, the purpose of knowledge management is to realize the enjoyment and innovation of resources through the excavation and reorganization of knowledge, improve the adaptability of organizations by using collective wisdom, enable enterprises to respond to the needs of external environment quickly, and predict the development direction and changes of external markets by using the knowledge resources they have mastered.
4. Pay attention to the spiritual encouragement of employees and give them greater rights and responsibilities. Within an organization, knowledge is mastered by individuals, and people are the carriers of knowledge. The degree of human intelligence and knowledge accumulation determines the development level of enterprises, and the quality of enterprise employees and the value of positioning people have become an important symbol of knowledge management. Only by attaching importance to motivating employees, giving them greater responsibilities and rights, and attaching importance to the use of collective wisdom, so that employees with different knowledge backgrounds can concentrate on using all kinds of professional knowledge, can we improve the adaptability and innovation ability of enterprises and enhance their competitiveness.
Fourth, the status quo of knowledge management in private enterprises
1, domestic private enterprises have a low level of knowledge management. According to a sample survey of some private enterprises, as many as 65% of private enterprises in China have never heard of knowledge management, 6% have heard of it before, 5% know the general concept of knowledge management, 4% have some knowledge of it, 15% pay more attention to it, and only 5% have a deep understanding of it. In western developed countries, 80% people know about knowledge management, and only 14% people have never heard of it. From a strategic point of view, 64% of foreign organizations have knowledge management strategies, including 665,438+0% in Britain and 59% in the United States. The comparison shows that there is still a big gap between China enterprises' understanding of knowledge management and that of foreign developed countries, and it is rare to raise knowledge management to the strategic level. 3. It is difficult to implement knowledge management. The main reasons why knowledge management is difficult to implement are as follows: although some business leaders attach great importance to knowledge management, employees do not know enough about knowledge management and their enthusiasm for participation is not high; Although some business leaders are aware of the importance of knowledge, their support and investment in knowledge are not enough. In an enterprise with good knowledge management, knowledge * * * is largely confined to the same functional department, and the degree of cross-departmental knowledge * * * is very low, and the knowledge involved is not deep enough, and the scope is not wide enough, which does not form a "knowledge * * *" working environment; Information overflow and insufficient information are not conducive to the implementation of knowledge management; The low utilization rate of knowledge management system by employees hinders the implementation of knowledge management.
Five, do a good job in knowledge management countermeasures
1. Establish the concept of knowledge management and actively explore the practice of knowledge management. Most foreign countries have regarded enterprise knowledge management as an important part of enterprise strategic management, while the knowledge management of most private enterprises in China is still in its infancy, and there is still a big gap compared with foreign enterprises. Therefore, enterprises in China should first step into knowledge management in terms of ideology and concept, learn from the successful experience of knowledge management in western developed countries, look at knowledge management from a strategic perspective, dare to go out of the pure theoretical discussion period, enter the fruitful theoretical application stage, attach importance to knowledge management, actively explore and practice knowledge management models suitable for their own specific conditions, fully tap their own potential, and realize the leap-forward development of knowledge management in the era of knowledge economy.
2. Evaluate the knowledge management status of enterprises. To do a good job in knowledge management, we must first understand the situation of knowledge management in our enterprise and evaluate it. In this way, we can "know ourselves and ourselves, and win every battle." First of all, we should fully understand the role and significance of knowledge management and its influence on the long-term development of enterprises; Secondly, evaluate the current situation of enterprise knowledge management, such as the ownership of various resources, the quality of personnel, the application technology level of knowledge management tools, hardware configuration, information processing and management capabilities, knowledge enjoyment and knowledge innovation level. On this basis, we can find problems, collect and sort out information, and then decide how to carry out knowledge management practice, formulate knowledge management strategy and implementation direction. Through the evaluation of the present situation, enterprises can clearly understand whether it is necessary to systematically carry out knowledge management practice and the correct direction.
3. Design effective systems and mechanisms to ensure the smooth progress of knowledge management. The purpose of implementing knowledge management in enterprises is to integrate scattered knowledge, thus accelerating people's learning, creation and application of knowledge. Therefore, enterprise system design should focus on the full implementation of knowledge management, such as designing an effective incentive system, emphasizing people's role, emphasizing people's subjective initiative, focusing on tapping employees' talents and knowledge, and fully mobilizing everyone's enthusiasm for learning knowledge and becoming a knowledge-based talent; Design a management mechanism that can encourage everyone to enjoy knowledge, so that knowledge and knowledge, knowledge and individuals, knowledge and enterprises are closely linked, so that everyone can constantly innovate knowledge and encourage employees to produce behaviors conducive to knowledge management activities to ensure the effectiveness of knowledge management. Through effective systems and mechanisms, employees are encouraged to transform their personal knowledge into organizational knowledge, and through the continuous expansion of organizational knowledge, their personal abilities are increased and knowledge management is successfully implemented.
4. Create a corporate culture that implements knowledge management. The enterprise culture construction of knowledge management concept is an effective guarantee for enterprises to implement knowledge management. In the construction of corporate culture, first of all, all employees should establish the concept of knowledge management; Secondly, create an atmosphere of knowledge management through training, aphorisms and rules and regulations, and create a culture of enjoying knowledge; Third, it is necessary to strengthen the cultivation of employees' knowledge and ability, so that all employees can establish the concept of lifelong learning and promote enterprises to grow into knowledge-based organizations. Through cultural construction, employees can realize the benefits of knowledge management to individuals and organizations, and form good employee professional ethics, enterprise honor and team spirit. Through the process of enterprise culture construction, the enterprise can achieve cultural cohesion and form a good fashion for all employees to attach importance to and practice knowledge management.
5, the implementation of people-oriented management mode, pay attention to the training and continuing education of employees. Humanistic management is management based on humanistic philosophy theory, which emphasizes that people are the basis of enterprise management. People's value lies in the knowledge they have mastered, which can be fully enjoyed and innovated in the organization. Therefore, enterprises should adhere to the people-oriented mechanism when implementing knowledge management, which is conducive to talents to stand out, fully mobilize their initiative in learning knowledge, and give play to their innovative potential. At the same time, we should also pay attention to the training of enterprise employees, promote their knowledge to be constantly updated, and provide the premise and guarantee for practical knowledge management.
References:
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[5] Wang Liping and Cao Jianxin. On the knowledge management of SMEs in Guangdong [J]. Journal of South China University of Technology (Social Science Edition), 2004, 8: 56-58.