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It168 informatization
In the age of the knowledge economy, knowledge has become a key resource for the rapid growth of enterprises, whose competitive advantage in the future will come mainly from their ability to use, accumulate and generate knowledge resources. Knowledge sharing, on the other hand, provides the means for enterprise development of knowledge resources and for their effective development and full utilization。
Knowledge sharing refers to the explicit and hidden knowledge of individual staff members, shared by other members of the organization through a variety of means of communication, which translates into organizational knowledge wealth. Knowledge-sharing brings great core competitiveness to the organization or individual, which is characterized by the existence of two features of knowledge: non-recessionality and shared growth, which is attributed to the well-known national management consulting firm amt。
One is non-receivability: a law of diminishing returns in economics, or a law of marginal pay, does work on inputs to material elements, but not on knowledge elements. In the case of software products, as long as the cost of replicating an additional set of software remains constant, whether it sells the first set of software or the first one of 1 million, the software company will always be able to make a higher profit from it, which is a special feature of knowledge. Because the value of the software is largely determined by the knowledge it contains, the marginal cost of its input is already zero when it “stabilizes” on the software product。
The second is shared growth: unlike material products, knowledge can be shared and often doubled the stock of knowledge. When knowledge is sold, the seller does not lose it, knowledge is simply transferred, or the right to knowledge is transferred, but the seller still possesses it。
According to philosophy michael polani, human knowledge can be divided into two categories: explicit knowledge, i. E. Knowledge that can be expressed in words, graphics and mathematical formulas, that can be combined, stored, retraced and translated into relevant practice through different mechanisms, which are normative, systematic and easily communicated and shared; the other category is hidden knowledge, deeply embedded in individuals and their mental patterns, difficult to codify and communicate, skillful, situation-defined knowledge that is experienced by individuals alone, but “who knows and cannot speak”, which is highly personal and unorthodox, and which can only be shared by those who need it, imitated or shared with one another. In order to transform hidden knowledge hidden in people's minds into visible knowledge, amt advice provides a range of solutions for businesses。
First, building a knowledge-sharing platform is an effective way to promote business knowledge sharing。
The main objectives of a knowledge-sharing platform for enterprises are as follows:
One is the need for knowledge accumulation. Building a knowledge-sharing platform that provides platform support for the deposition of knowledge is an important means of promoting enterprise knowledge accumulation。
Second is the need for knowledge sharing. Knowledge-sharing takes two forms, one of which is between organizations. With the growing size of the enterprise organization, the creation of a new organization that is more or less technically different from the original organization, how to achieve “quick replication of successful models” and transpose existing management systems and technical standards into new organizations is a central issue for the enterprise to address. Another form of knowledge sharing is sharing among people. The rapid growth of enterprises meant that there would be a growing demand for talent, and the upgrading of staff knowledge and skills was an important support for enterprise development. Through the construction of shared platforms, the wealth of knowledge resources available to enterprises can be captured, deposited and inherited effectively, thus accelerating the development of talent。
Third is the need for knowledge reuse. The greater the reuse of knowledge, the greater its value. Knowledge-sharing platforms help to expand the sharing of knowledge and reduce the time available to acquire knowledge, thereby increasing the efficiency and probability of reuse。
Fourth is the need for knowledge innovation. Enterprise innovation, whether technological or managerial, is a creation of new knowledge and an innovation of knowledge. Without the exchange and sharing of knowledge, innovation is difficult to achieve. It is in continuous communication and sharing that the knowledge resources of enterprises can be effectively developed and utilized, thus contributing to their qualitative and quantitative growth。
Ii. Knowledge-sharing platforms are necessary for enterprise development
The need for a shared platform is becoming more evident when enterprises have specific prerequisites and foundations at some stage of their development. These prerequisites can also be considered as triggers for a knowledge-sharing platform, including, inter alia, the following:
(i) increased level of information development
The introduction of modern information technology for business management is a major trend in the world today. As enterprises continue to build and develop on the information path, oa systems, erp systems and project management systems that support the overall operations of the enterprise have been put in place. These systems are inseparable from the day-to-day work of the enterprise and are a step that cannot be bypassed on the information path of the enterprise. The longer an enterprise moves towards informatization, the more it becomes aware of it and the more demanding it becomes. Knowledge management is one of the soft capabilities of enterprises that use information systems not only as a means of supporting their core business but also as a means of enhancing their soft capacity。
(ii) continuous improvement of knowledge management mechanisms
The system platform is only a tool and a means to entrench the various management mechanisms of the enterprise and management thinking. The continuous improvement of management mechanisms is the direct proof of an orderly transition from enterprise management. Effective mechanisms provide strong assurance and support for business knowledge sharing. Thus, a sound knowledge management mechanism is another prerequisite for establishing a knowledge-sharing platform。
(iii) the operational model of the virtual team continues to evolve
In order to meet the challenges of a rapidly changing business environment, many enterprises have become more diversified in their modes of operation and are no longer confined to traditional functional organizational structures. A lot of work is done in teams. The operating model of this virtual team places higher demands on knowledge sharing. Under this model, each team member is required to apply its own knowledge more quickly and fully to team work and to fully share it with members from other departments. However, it is not possible for an employee to have full knowledge of a department, creating a need for a knowledge-sharing platform. The creation of a knowledge-sharing platform would not only help team members to quickly and comprehensively share the knowledge available in their respective departments, but would also create a shared platform within the virtual team。
