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论文编号：	3341
作者编号：	043095
上传时间：	2011/6/8 17:14:00
中文题目：	母子公司知识转移模式与机制研究
英文题目：	Research on Knowledge Transfer Mode and Mechanism in Parent-Subsidiary Company
指导老师：	韩经纶
中文关键字：	母子公司；知识转移；知识生成；转移模式；转移机制
英文关键字：	Parent-Subidisary Company;Knowledge Transfer;Knowledge Creation; Transfer Mode;Transfer Mechanism
中文摘要：	在知识经济时代，经济增长已由依靠传统的生产要素转到依靠知识要素。知识观企业理论把企业看作是各类知识的集合，企业创造、共享与使用知识的能力成为企业构建核心竞争力的关键。现在学术界普遍认为母子公司内部的知识创造与知识转移是企业集团整体核心竞争力的主要来源。母子公司作为介于市场与科层之间的组织形态，由母公司及众多的子公司组成，组织庞大、经营分散，知识在组织内部的创造与转移遇到的问题更为复杂。 本文在母子公司这一组织情境下，以降低知识转移成本、提高知识转移效果为主线，重点研究知识转移与母子公司管理控制关系、知识生成机制、知识转移模式与知识转移机制，结合案例与统计分析比较系统地研究知识转化与共享管理手段、影响知识转移因素等相关问题。 本研究把母子公司知识转移的研究分类归纳为知识生成机制、知识转移模式与知识转移机制三大模块，有助于全面理解知识转移研究框架，明晰与规范研究内容；本研究首次提出母子公司知识转移的控制式、自主式、交互式与网络式四种模式，有助于反映管理实践、指明母子公司知识转移管理的优化方向；本研究还较为系统地分析知识转移机制构成要素，提供了系统的理论视角，有助于提高母子公司知识转移管理的针对性与有效性。 本文从四个方面进行研究，主要的研究发现是： 第一，交易费用决定着规制结构，母子公司的产生缘自对知识粘滞性与转移成本的降低；对于单体公司主动扩张发展为母子公司体制可以用知识转移能力的提高来解释，高的知识转移能力可较大幅度地降低公司运营与知识转移成本、增加隐性知识转移的数量，扩大了母子公司的适用范围。母子公司组织结构、母子公司关系、母子公司管理控制手段的演变与调整，主要是为了发挥知识的核心能力作用，通过知识转移，培育、保持并提高企业的竞争优势。 第二，母子公司的知识生成，从单个焦点公司（母公司或子公司）看，其知识来源分为三个部分：经营环境中的外部知识（网络知识）、企业集团内部其他公司的知识及本公司内部创造的知识，这三类都要经过SECI螺旋成为本公司知识；从母子公司整体看，知识在母子组织内流动、转移与分享，也要经过SECI交互过程，通过母公司提供的发起巴、对话巴、系统巴与演练巴，凝聚为母子公司的知识。 第三，从知识流动的方向、数量与频率角度，母子公司知识转移存在控制式、自主式、交互式与网络式四种模式。母子公司的战略、管理类型、控制模式、子公司角色、相互依赖程度、企业文化、外部环境动荡情况及子公司生命周期阶段等因素决定着对知识转移模式的选择与运用。 第四，母子公司知识转移机制由五个部分组成，分别是知识属性、知识发送方特征、知识接收方特征、知识转移渠道与母子公司管理控制手段。其中，公司内部产生的知识较之来自网络的知识更容易转移；知识发送方对权力的认知及对知识的编码与传授能力影响着知识转移效果；知识接收方对权力的认知与学习能力对知识转移效果有正向影响；公司的横向社会化机制正向影响知识转移效果；子公司自治程度与知识转移效果正相关、母公司高管外派与知识转移效果正相关；文化控制与知识转移效果正相关。 以上研究发现，对于深入理解母子公司知识转移过程、加强对知识转移活动的管理、制定高效的知识转移战略，以及对于明确与细化母子公司知识转移研究领域，均具有一定的启示意义。
英文摘要：	In the era of knowledge economy, economic growth has been transferred from relying on the traditional factors of production to relying on the knowledge element. Theory of knowledge-based view（KBV） takes firm as a collection of various types of knowledge. The capability of creating, sharing, and using knowledge is key to construct firm’s core competitiveness. Academics commonly suggested that knowledge creation and knowledge transfer within the parent company and its subsidiaries were enterprise group’s major sources of core competence. As an organizational form between market and hierarchical firm, Parent-subsidiary company consists of parent company and many subsidiaries. Due to big structure and operating dispersedly, the knowledge creation and transfer within the organization are more complex. Under the context of parent-subsidiary company, this dissertation takes reducing knowledge transfer cost and improving knowledge transfer effect as main line and focuses on the relationship between knowledge transfer and parent-subsidiary management control, knowledge creations mechanism, knowledge transfer mode, and knowledge transfer mechanism. Compining with case study and statistics analysis, this dissertation researches systematically on related fields, such as managemental means of knowledge transforming and sharing, factors which influence effects of knowledge transfer, etc. According to the literatures, this dissertation classifies the research on knowledge transfer in parent-subsidiary company into three modules: knowledge creation mechanism, knowledge transfer mode, and knowledge transfer mechanism. This classification contributes to understanding the research framwok of knowledge transfer thoroughly and defining the research fields. This dissertation presents four parent-subsidiary knowledge transfer modes for the first time: controlling mode, autonomy mode, interaction mode, and network mode. The four modes can reflect the management practice and throw light on the way to optimizing the management of knowledge transfer in parent-subsidiary company. This dissertation also analyzes systematically elements of knowledge transfer mechanism, which provides systematic theoretical perspective and constributes to prompting the pertinence and effectiveness for knowledge transfer in parent-subsidiary company. This dissertation studies from four parts. The mainly findings are listed below. First, the regulatory structure is determined by transaction cost. The emergence of parent-subsidiary organization is just because this structure can reduce knowledge stickiness and transfer cost. A firm expanding its structure from unity into parent-subsidiary can be explained by the improvement of knowledge transfer capacity. The high knowledge transfer capacity can reduce the company costs of operating and knowledge transfer. This also can prompt tacit knowledge transfer efficiently. The evolution and adjustment of parent-subsidiary’s organizational structure, relationship, and management control, are mainly to utilize core competence of knowledge, and to foster, maintain and improve company competitive advantage through knowledge transfer. Second, the knowledge creation in parent-subsidiary company, from the perspective of solo focus comapy, there are three knowledge sources: network knowledge, knowledge created by other company in parent-subsidiary company, and knowledge created by itself. These three kinds of knowledge become knowledge of its own through SECI spiral. From the perspective of overall, the knowledge flows, transfers and shares in parent-subsidiary company also through SECI spiral. Through initial ba, dialogue ba, system ba and practice ba, the knowledge is coagulated as the whole organizational knowledge finally. Third, from the perspective of knowledge flow direction, quantity and frequency, there are three kinds of knowledge transfer mode in parent-subsidiay company: controlling mode, autonomy mode, interaction mode, and network mode. The company strategies, management control type, the role of subsidiary, interdependent degree, company culture, external environment turbulence, and life cycle of subsidiary determine the choice and application of knowledge transfer mode in parent-subsidiary company. Fourth, the parent-subsidiary company’s knowledge transfer mechanism consists of five parts. They are knowledge nature, the feature of knowledge sender, the feature of knowledge recipient, knowledge transfer channel, and management control. Inner knowledge is easier to be transferred comparing with network knowledge. Knowledge sender’s cognitive of relationship between power wielding and knowledge transfer can influence the effect of knowledge transfer. The knowledge recipient’s willing and capacity of acceptance are positively related to the effect of knowledge transfer. Company’s lateral social mechanism influences the effect of knowledge transfer positively. Subsidiary’s autonomy is positively relate to the effect of knowledge transfer. The number of expatriate from the parent is positively related to the effect of knowledge transfer. The culture control also has positive influence on the effect of knowledge transfer. The finding mentioned above can shed light on deeply comprehending the process of knowledge transfer in parent-subsidiary company, enhancing the management of knowledge transfer activities, establishing strategy of efficient knowledge transfer, defining and refining research fields.
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