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论文编号：	1968
作者编号：	032112
上传时间：	2010/5/10 16:33:10
中文题目：	知识管理方法在企业竞争情报中的应用研究
英文题目：	competitive intelligence knowledge management tacit knowledge expectation management
指导老师：	刘玉照
中文关键字：	竞争情报 知识管理 隐性知识 期望管理
英文关键字：	competitive intelligence knowledge management tacit knowledge expectation management
中文摘要：	致力于提高企业竞争力的竞争情报和知识管理方法之间存在着密切的关系：竞争情报与知识同根同源，二者都是企业发展所必须的智力资本；竞争情报与知识管理共同承担企业信息/知识共享与风险防范工作，共同构建企业内外知识平台和交流网络，而且它们在流程设置上也存在着交叉重叠。笔者以竞争情报与知识管理之间的密切联系为基础，从知识管理方法的角度来探讨企业竞争情报工作发展的新思路。 本文选取知识管理方法中对人力资源要素的依赖与开发这一主要内容，研究它对企业竞争情报工作进一步发展的启发与实施。在企业竞争情报工作中，竞争情报工作者之外的其他人群主要扮演着情报源和情报顾客这两种角色。笔者以此为视角在广泛阅读文献资料的基础上进行了一系列的对比分析，参考知识管理中隐性知识管理方法以及服务型企业顾客期望管理理念，将本文研究体系分为两大部分： 第一，企业竞争情报工作中的隐性知识的开发与共享，这一部分共涉及三个课题，即连系情报需求与隐性知识的索引机制的建立，促进隐性知识共享的内部交流网络的构建，以及隐性知识开发共享的制度、文化和激励机制保障； 第二，企业竞争情报工作中的决策者研究与期望管理，这一部分共涉及两个课题，即企业决策者交流方式和决策类型特征分析及其对情报工作产生的影响；决策者期望确认循环分析及其文档化支持体系构建。另外，文章在最后部分还总结了竞争情报与知识管理结合研究涉及的其他视角，包括技术融合和组织结构融合等。
英文摘要：	There is a close relationship between competitive intelligence and knowledge management. First, competitive intelligence derives from data, fact and information, just as the same as knowledge does, and they are both important intellect capitals for companies. Second, competitive intelligence and knowledge management both strive for information and knowledge sharing and protection, knowledge platform and communicating networks establishment, and as for the process frame, they have some parts in common. With this kind of relationship, the author believed that there are some ways to improve the work of CI units in companies from the KM philosophy. Stressing the role played by human resources in organizations is one of the most important subjects in knowledge management framework. The roles played by people in competitive intelligence processes, except the producers, can be separated into two parts, i.e. intelligence providers and CI customers. With this, the author decided to discuss two subjects after reading, synthesizing, and analyzing various kinds of documents. First, as the intelligence providers, CI should research the mining and sharing of tacit knowledge in companies, which refers three subjects including building index to tie the intelligence requirement to related tacit knowledge and the knowledge’s owners, establishing and maintaining a kind of internal intelligence intercommunication networks to facilitate the sharing of tacit knowledge, and soft environment construction, such as rules and encouragements enacting, culture establishment and so on. Second, the methodology of customers’ traits research and expectation management could be introduced into CI. CI professionals and customers should reach the agreements both on the goals and performance measurement for the projects before their planning and implement. After the intelligence producing, CI professionals should pay attention to the delivery of products based on the traits of customers, which has impacts on the effectiveness and efficiency of the application to the products by customers, most of which are decision-makers. Documentation management is a supportive work to the process of expectation management and it includes documentation standardization, changes control and access authorization. At the end of this article, the technology inter-reference between CI and KM, and organizational structure adaptation followed by their two’s reconciliation are referred as other perspectives for the exploration of CI improvement.
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