2011年員工培訓(xùn)外文翻譯--為什么員工不愿意知識(shí)共享

1、<p>　　3300單詞，2萬英文字符，中文5150字</p><p>　　出處：Vijayeta Srivastava. Why are Workers Resistant to Sharing Knowledge? [J]. Knowledge and process management, 2011, 11(2): 81-92. </p><p><b>　　原文

2、</b></p><p>　　Why are Workers Resistant to Sharing Knowledge?</p><p>　　Vijayeta Srivastava </p><p>　　Abstract：With ever increasing competitiveness, expanding volatility and se

3、amless fluidity of the businesses in the 21st century this paper explores and focuses on various multi-dimensional inherent factors of dynamics of an organization and an individual’s working, to understand the resistance

4、 show by people towards knowledge sharing and the plausible solutions to overcome it in the near future. Analysis of the organizational factors that result in resistance among workers towards sharing of kno</p>&l

5、t;p>　　Keywords：knowledge management, knowledge sharing, obstacles to knowledge sharing, resistance in knowledge sharing.</p><p>　　Introduction</p><p>　　Progressive evolution of global busines

6、s landscape to one being highly unstable and dynamic has drawn organizations towards proper management of knowledge to attain sustainable competitive edge over the others and deal with the ever-changing market demands. A

7、n urgent need to share the expertise and knowledge possessed by people to help innovate, expand processing and sharing of organizational knowledge has been experienced (Argote and Ingram, 2000). However Davenport(1997) s

8、uggests that knowledg</p><p>　　The paper focuses on providing a holistic view on obstacles to knowledge sharing among employees within the organization and points to the difference in attitudes shown towards

9、 the knowledge exchange on the basis of their educational, cultural, moral and psychological background. The paper identifies and justifies the concerns and rationales of underlying knowledge sharing behaviour of workers

10、. In the following sections thematic analysis on past research discloses potential reasons for resistanc</p><p>　　The key to organisational success can be attributed to effective and efficient knowledge mana

11、gement along with application and reuse of the knowledge throughout organisation (Kearns and Lederer,2003). Knowledge has become more complex as a result of advancements in the technology,business and affiliated discipli

12、nes. Knowledge is the key resource for obtaining competitive advantage and knowledge management is the key to sustaining this advantage (Wit and Huysman, 1998).</p><p>　　Knowledge sharing is critical for lea

13、rning, growth and the development of the employees and the organization. Knowledge sharing enables exchange of process know-how, lessons learnt and experiences (Ipe, 2003). Using knowledge as prime resource is the key to

14、 fulfil organisational goals and objectives. Sharing knowledge transforms knowledge into actionable process. Utilisation, exchange and application of knowledge along with brain storming helps in product and service innov

15、ation and maximise prof</p><p>　　Knowledge sharing</p><p>　　The knowledge base theory of firm acknowledges knowledge as a key resource and a critical success factor for organizations. Knowledge

16、is basically regarded as highly valuable and a critical resource for success (Grant 1996; Spender, 1996; Hendriks, 1999). Key to effectively leverage organizational knowledge resources is through effective dissemination

17、and sharing. The knowledge-sharing concept is a notion which can be recognized as collective transmission of thought; idea or experience from one </p><p>　　In order to analyse the challenges organizations fa

18、ce in dealing with knowledge sharing, we firstly decide the boundaries and assumptions on what data, information and knowledge mean and create a clear consensus about the terms. Here data can be viewed as a raw set of fa

19、cts which can be transformed into information by concentrating, contextualizing and characterizing into relevant details.Knowledge is the actionable multifaceted information. Knowledge can be applied with a set of rules

20、and exper</p><p>　　Advancement in technology has provided tools and applications which help in effective and efficient management of knowledge. These are often termed as Knowledge Management Systems. Tools a

21、nd techniques are required to facilitate knowledge sharing within the organization. It is important to point out that these tools support knowledge sharing rather than driving it (Alavi and Leidner, 1999).Employees (peop

22、le) are the main drivers of knowledge sharing in an organization, supported by processes and</p><p>　　Barriers to knowledge sharing</p><p>　　There are internal and external factors in an organiz

23、ation which increase the resistance towards knowledge sharing (Reige, 2005). These barriers to knowledge sharing can be looked from both an individual’s (Long and Fahey, 2000) and organization’s perspective (Nonaka, 1994

24、). It is worth mentioning, that these factors prevent employees from sharing knowledge with co-workers and superiors. Resistance to knowledge sharing often used as euphemism for stating the barriers to knowledge sharing

25、(Riege,</p><p>　　The sense of losing control and authority over knowledge by sharing is the most prevalent barrier to knowledge sharing among workers (Pfeffer and Sutton, 1999). This fear of losing control a

26、nd authority hinders knowledge sharing and is detrimental to growth and success. This is further aggravated as knowledge has become the critical success factor; it is not merely a resource but a valuable asset. Thus empl

27、oyees fear that by sharing they are giving absolute rights to their knowledge and cannot o</p><p>　　Within hierarchical organisational structures employees fear that sharing knowledge with their superiors ma

28、y impact their job security (Lin, H-F., 2007). Formal behaviour, limited interaction and working in silos increase resistance to knowledge sharing. Knowledge sharing needs to be embedded in daily routine. Allocation of t

29、ime for such purposes not only helps in building trust, confidence but also improves credibility of the employees (Bock et. al, 2010). In addition to these barriers an indiv</p><p>　　Various examples through

30、out history of knowledge management depict the importance and impact of cultural factors on knowledge sharing and resistance to knowledge management. These cultural factors influence communication and shape the business

31、environment made up of various people belonging to different cultures and geographies. Evidence suggests that individual’s rely more on other individuals with whom they share a relationship not entirely based upon exchan

32、ge of services. When the underlying </p><p>　　Methodology</p><p>　　Various journal articles were selected via blind search on underlying themes related to knowledge, knowledge management, knowle

33、dge sharing, barriers to knowledge sharing, knowledge management issues and obstacles, organizational culture, knowledge management and performance. It was followed by categorization of articles into various themes follo

34、wed by analysis of text and thematic analysis. After careful study the hypothesis “Does the encouragement for change in behaviour of employees in the org</p><p>　　Analysis of text helped in understanding and

35、 identifying resistance the problem. Further articles were categorised on the basis of organizational, people and technological perspective. During analysis, the plausible reasons of resistance to knowledge sharing were

36、grouped into two categories, keeping employees inside and outside of the organizational context. It was then deducted that rewards and recognition facilitate and reduce resistance to knowledge sharing in the short term w

37、ithin the organi</p><p>　　Research indicates that incentives, recognition, reward and remuneration motivate employees towards knowledge management and knowledge sharing, this indirectly boost’s the employee’

38、s and organisations performance (Riege, 2005). Although some author’s argue that it is only effective in short run (McDermott, 1999 and O’Dell and Grayson, 1998; Kohn, 1993). Providing incentives,incorporating contributi

39、on to knowledge sharing as part of employee performance review and making it one of the key perform</p><p>　　Using thematic analysis it was identified that introducing rewards and recognition and acknowledgi

40、ng employee for contribution will enhance knowledge sharing. Established formal knowledge sharing procedures promotes knowledge sharing. On the other hand looking at an individual outside the organizational context their

41、 education, social belief and understanding plays a critical role in determining impact on knowledge sharing. The key is to employ individuals conducive to collaborative working by a</p><p>　　Conclusion</

42、p><p>　　Barriers to knowledge sharing can be analysed from multi-dimensional perspective. It is worthwhile to note that resistance to knowledge sharing has been analysed from organizational, people and technolo

43、gical perspective. The study undertaken looks at the factors which increase resistance towards knowledge sharing among workers, and throws light on plausible solutions. The study focuses on obstacles faced in knowledge s

44、haring from organizational and individual perspective (employees and knowledge</p><p>　　Similarly efforts and initiative undertaken to encourage knowledge sharing can be divided into two main contexts with t

45、he first one considering the personal factors of person and the second one being the organizational factors. Here personal factors include the person’s up-bringing and surroundings, his ideology and his understanding of

46、the meaning of the word knowledge. And organizational factors indicate the organizational culture, its perspective and the organizational history along with the </p><p><b>　　譯文</b></p><

47、;p>　　為什么員工不愿意知識(shí)共享</p><p>　　摘要:隨著競爭的日益激烈，在21世紀(jì)商業(yè)的流動(dòng)性和波動(dòng)性的背景下，本文關(guān)注和研究提高組織或個(gè)人績效的多維視角下的內(nèi)在激勵(lì)因素，了解知識(shí)共享的障礙因素有助于員工進(jìn)行知識(shí)共享并提出可靠的解決措施在不遠(yuǎn)的未來得以克服這些因素。對(duì)組織因素的分析有助于員工知識(shí)共享的完成。本文是一篇綜合性研究，它對(duì)現(xiàn)有文獻(xiàn)進(jìn)行探索和分析，對(duì)阻礙知識(shí)型員工知識(shí)共享的潛在的因素和員工

48、內(nèi)在特征有獨(dú)特的見解。而且這篇文章還揭示了通過管理來克服阻礙知識(shí)型員工根深蒂固的意識(shí)并歸納了一些誤區(qū)。本文討論了知識(shí)管理的許多方面并特別關(guān)注了由于員工個(gè)人而阻礙知識(shí)共享的因素，比如知識(shí)的所有者（包括組織環(huán)境在內(nèi)）和意識(shí)形態(tài)（教育和文化環(huán)境在內(nèi)）。研究表明兩個(gè)關(guān)鍵的結(jié)果。第一，從個(gè)人的角度包括在組織內(nèi)的報(bào)酬、認(rèn)同度和動(dòng)機(jī)在內(nèi)培養(yǎng)和促進(jìn)知識(shí)共享。第二，關(guān)注個(gè)人的教育和文化環(huán)境的外部組織環(huán)境，這個(gè)角度能改變員工的行為并最大化的促進(jìn)知識(shí)共享行為

49、。本文還間接的提出了一些有價(jià)值的管理意見來處理阻礙知識(shí)共享的情況。而且本文還引導(dǎo)我們提出解決措施來幫助克服阻礙因素并鼓勵(lì)知識(shí)共享的可行性建議。本文提出了一個(gè)新的角度給研究者、從業(yè)者和學(xué)生，關(guān)于員工不愿意進(jìn)行</p><p>　　關(guān)鍵詞：知識(shí)管理；知識(shí)共享；知識(shí)共享的障礙；知識(shí)共享的阻力</p><p><b>　　一、簡介</b></p><p&g

50、t;　　全球商業(yè)格局演化成一個(gè)具有高不穩(wěn)定性和快速發(fā)展的組織，有助于知識(shí)管理來獲得可持續(xù)的競爭力來應(yīng)對(duì)不斷變化的市場要求和其他情況。其迫切需要分享知識(shí)和經(jīng)驗(yàn)來幫助人們創(chuàng)新，熟練的掌握和運(yùn)用已共享的組織知識(shí)。然而達(dá)文波特（1997）認(rèn)為知識(shí)共享是一個(gè)不可能自發(fā)的過程。因此知識(shí)共享在企業(yè)活動(dòng)過程中慢慢形成而不是命令式的知識(shí)共享將長遠(yuǎn)的培養(yǎng)和激勵(lì)在組織范圍內(nèi)的知識(shí)共享行為。本文旨在分析出員工猶豫是否知識(shí)共享的原因和分析出解決措施來克服這些阻礙

51、因素。并且本文更進(jìn)一步的分析出組織環(huán)境的內(nèi)外所有決定因素和運(yùn)用不同的方法來鼓勵(lì)員工進(jìn)行知識(shí)共享。這里的知識(shí)共享被視為是一種把人看作社會(huì)動(dòng)物的社會(huì)互動(dòng)方式。</p><p>　　本文的重點(diǎn)在于提供一個(gè)整體的觀點(diǎn)來理解組織內(nèi)員工之間知識(shí)共享的障礙和態(tài)度的差異化的研究,有助于基于員工們的教育、文化、道德和心理的背景的不同來進(jìn)行知識(shí)交換。文章分析并指出員工知識(shí)共享行為的潛在基本原理。在接下來的主題分析部分是基于過去的研究

52、來指出阻礙員工知識(shí)共享的潛在原因，并得出為了克服阻礙因素的關(guān)鍵結(jié)論。而且本文提供了關(guān)于怎樣鼓勵(lì)員工改變行為和理解知識(shí)共享能完善組織活動(dòng)和為組織帶來利益的可靠合理的解釋。使用一個(gè)基于文本分析的歸納方法,我們能得出結(jié)論并解釋在組織內(nèi)限制或不進(jìn)行知識(shí)共享的原因。GEE認(rèn)為知識(shí)的共享是一個(gè)個(gè)人主義行為。阻礙因素的顯示表明知識(shí)共享不是受一個(gè)人或一個(gè)原因的控制。這篇文章發(fā)展出兩個(gè)策略來把這些因素分類并總結(jié)提煉出不同的方法，從而鼓勵(lì)員工用積極的態(tài)度來

53、進(jìn)行知識(shí)共享行為。這篇文章還提供了對(duì)不同因素的分析，我們通過長期和具體的實(shí)證研究來證明需要分開知識(shí)型員工知識(shí)共享行為的個(gè)人因素和組織環(huán)境因素，從而分清阻礙知識(shí)共享的個(gè)人因素。</p><p>　　組織成功的關(guān)鍵可以歸因于高效的知識(shí)管理，通過組織對(duì)知識(shí)的應(yīng)用和整理。由于技術(shù)的進(jìn)步使知識(shí)變得復(fù)雜。知識(shí)對(duì)于獲得企業(yè)競爭優(yōu)勢是一個(gè)關(guān)鍵的資源，知識(shí)管理是保持這種優(yōu)勢的關(guān)鍵。</p><p>　　知識(shí)

54、共享對(duì)于雇員和組織的成長和發(fā)展來說很關(guān)鍵。知識(shí)共享對(duì)于履行組織的目標(biāo)和目的來說像是主要資源一樣重要。知識(shí)共享是把知識(shí)轉(zhuǎn)換到可以表述出來的形式的過程。知識(shí)的使用和交換這個(gè)過程與頭腦風(fēng)暴法聯(lián)系在一起使用，有利于產(chǎn)品和服務(wù)的革新，有利于把握更多的市場機(jī)會(huì)來創(chuàng)造最大的利益。</p><p><b>　　二、知識(shí)共享</b></p><p>　　公司的知識(shí)庫承認(rèn)知識(shí)是一個(gè)關(guān)鍵資

55、源和組織成功的關(guān)鍵因素，而組織獲得知識(shí)資源有效的方法就是通過有效的宣傳和分享知識(shí)。知識(shí)共享概念被認(rèn)為是思想的傳播器。想法或經(jīng)驗(yàn)從一個(gè)人到另一個(gè)人的過程；想法被詮釋為理解和學(xué)習(xí)經(jīng)驗(yàn)。知識(shí)共享也被定義為一個(gè)行為或一個(gè)行為的執(zhí)行，它有許多的優(yōu)勢。組織現(xiàn)在處于一個(gè)競爭環(huán)境，只有不斷的努力才能生存。知識(shí)共享圍繞著組織和它的戰(zhàn)略伙伴。知識(shí)共享能夠通過交流和單方面的交談而提高。知識(shí)共享在提高工作效率和把握市場機(jī)會(huì)的過程中扮演一個(gè)催化劑的作用。本文也指

56、出了一些基本原理，比如員工知識(shí)分享行為的障礙因素和詮釋了知識(shí)共享對(duì)組織的戰(zhàn)略意義。研究表明動(dòng)機(jī)和認(rèn)知對(duì)知識(shí)共享過程有促進(jìn)作用，這樣組織必須采取相應(yīng)的動(dòng)機(jī)和認(rèn)知機(jī)制來促進(jìn)知識(shí)共享。 </p><p>　　為了分析組織處理知識(shí)共享所面對(duì)的挑戰(zhàn)，我們先決定假定和定義一些數(shù)據(jù)，包括信息、知識(shí)的定義和搞清一些術(shù)語。這些數(shù)據(jù)可以轉(zhuǎn)化成一些有用的信息。知識(shí)是多層面的信息。知識(shí)可以被定義為一套創(chuàng)造價(jià)值的理論和經(jīng)驗(yàn)。這些可以被我們

57、所獲得、分享并利用。知識(shí)是才智，它能把概念、判斷、經(jīng)驗(yàn)、價(jià)值聯(lián)系起來，從而給個(gè)人和組織帶來正面激勵(lì)。知識(shí)在本質(zhì)上是獨(dú)特的 它被個(gè)人學(xué)習(xí)和應(yīng)用。知識(shí)能夠被定義為兩種：隱形知識(shí)和顯性知識(shí)。顯性知識(shí)能夠被系統(tǒng)的收集和轉(zhuǎn)化通過個(gè)人及時(shí)的組織和整理，然而隱性知識(shí)存在于員工的思想里。而且，隱性知識(shí)收集信息和認(rèn)知能力的代表。知識(shí)是經(jīng)過一段時(shí)間積累的并且像經(jīng)驗(yàn)一樣不可被破壞的；它隨著不斷的應(yīng)用而增加經(jīng)驗(yàn)。Davenport和Prusak定義知識(shí)是一個(gè)復(fù)

58、雜的結(jié)構(gòu)，它包括經(jīng)驗(yàn)、價(jià)值、環(huán)境和見識(shí)，它幫助理解和合并新的經(jīng)驗(yàn)和信息。它產(chǎn)生并應(yīng)用于工人的思想里。再組織里，它不僅被寫入文件和知識(shí)庫，還在組織的活動(dòng)和實(shí)踐中體現(xiàn)。Kalkan認(rèn)為組織不僅應(yīng)該管理它還應(yīng)該使用知識(shí)。產(chǎn)品的傳統(tǒng)因素給了知識(shí)出路，像商業(yè)增長的核心一樣?，F(xiàn)在這個(gè)時(shí)代被標(biāo)識(shí)出知識(shí)是關(guān)鍵資源的知識(shí)時(shí)代。組織依靠知識(shí)為他們的主要資源。知識(shí)是</p><p>　　技術(shù)的進(jìn)步提供了一個(gè)工具和用途，它幫助我們有效的

59、進(jìn)行知識(shí)管理。它們被叫做知識(shí)管理系統(tǒng)。工具和技術(shù)的運(yùn)用促進(jìn)了在組織范圍內(nèi)的知識(shí)共享。它對(duì)知識(shí)共享所起的作用很大。雇員們是組織內(nèi)知識(shí)共享的主導(dǎo)者，但是記錄過程也要靠技術(shù)的支持。很多技術(shù)可以起到確保知識(shí)共享的作用。</p><p><b>　　三、知識(shí)共享的障礙</b></p><p>　　這里有許多組織內(nèi)部和外部因素阻礙了員工進(jìn)行知識(shí)共享。這些阻礙知識(shí)共享的因素可以全部

60、被看作為個(gè)人和組織的因素。值得一提的是，這些因素阻礙了雇員和優(yōu)秀人員的知識(shí)共享。阻礙知識(shí)共享的因素一般是比較隱形的。</p><p>　　當(dāng)前阻礙員工之間知識(shí)共享的因素最主要的問題是員工控制和不愿意分享知識(shí)。這些因還怕而不愿與其他員工分享知識(shí)的員工不利于他們的發(fā)展和成功。這就進(jìn)一步闡述了知識(shí)是成功的關(guān)鍵因素；它不是唯一的資源，但是卻是有形資產(chǎn)。這樣的員工害怕他們分享了他們所有的知識(shí)和經(jīng)驗(yàn)之后并且得不到期望的報(bào)酬和

61、利益。所以他們害怕把只是放在公共領(lǐng)域，這就是阻礙知識(shí)共享的原因。他們擔(dān)心在知識(shí)共享過程中，他們分享了知識(shí)就失去了優(yōu)勢地位，從而影響了個(gè)人職業(yè)的成功。組織架構(gòu)也在知識(shí)共享中扮演了一個(gè)非常重要的因素。在等級(jí)制度的組織中，這種制度比無等級(jí)制度的組織更容易阻礙知識(shí)共享行為，其主要由組織文化決定的。Reige認(rèn)為應(yīng)創(chuàng)造更多的正式的、正規(guī)的交流渠道，限制個(gè)人交流或自己努力去獲取知識(shí)。許多雇員敘述他們?cè)诠ぷ鲿r(shí)所體會(huì)的知識(shí)和經(jīng)驗(yàn)，這樣不斷的對(duì)知識(shí)積累，

62、可以給他們帶來工作上的安全感。然而，這種行為反而阻礙了知識(shí)共享。</p><p>　　在等級(jí)制度的組織架構(gòu)里，員工們害怕與他們的上級(jí)知識(shí)共享會(huì)影響他們自己的工作前途。正式的活動(dòng)、相互限制的關(guān)系和封閉的工作環(huán)境阻礙了知識(shí)共享行為。知識(shí)共享應(yīng)融入每天的工作中。為知識(shí)共享而合理的安排實(shí)踐不僅可以建立員工的自信，還可以提高員工知識(shí)的信任。另外，個(gè)人的年齡、性別、文化、信仰、社會(huì)或文化北京也影響知識(shí)共享的行為。學(xué)歷水平和交

63、流的技巧性也扮演了一個(gè)至關(guān)重要的角色。研究表明，交流在所有的因素中是最重要的一環(huán)。另外個(gè)人需求、組織文化是知識(shí)共享所面臨的最大阻礙；了解并掌握知識(shí)是非常重要的。阻礙因素的轉(zhuǎn)變對(duì)知識(shí)共享可能起到促進(jìn)或妨礙的作用。為了更高效的知識(shí)共享組織需要一個(gè)非常有效的計(jì)劃。</p><p>　　通過知識(shí)管理的歷史案例可以得出文化因素對(duì)知識(shí)共享的重要性和阻礙知識(shí)共享的影響。這些文化因素影響著員工之間的交流和組織環(huán)境的形成。證據(jù)表明

64、個(gè)人更依靠其他人，不是因?yàn)樗麄兛梢怨蚕砗徒粨Q知識(shí)或經(jīng)驗(yàn)。當(dāng)員工之間存在這些關(guān)系時(shí)，如合理的理由、信任、承諾、愛、共同的目的、敬佩和尊敬，知識(shí)共享就會(huì)自然而然的生成。情感和精神常常激勵(lì)人們和他們關(guān)系好或敬佩的人分享他們的經(jīng)驗(yàn)或知識(shí)。</p><p><b>　　四、措施</b></p><p>　　許多關(guān)于知識(shí)的期刊被員工盲目的檢索出來，知識(shí)管理、知識(shí)共享、阻礙知識(shí)共

65、享、知識(shí)管理的問題和障礙、組織文化、知識(shí)管理和表現(xiàn)。這些是對(duì)不同內(nèi)容和主題的分析并加以分類得出的標(biāo)題。通過對(duì)“是否鼓勵(lì)組織內(nèi)員工改變行為，通過動(dòng)機(jī)和認(rèn)知的介紹幫助面對(duì)知識(shí)共享的挑戰(zhàn)”問題的仔細(xì)研究，我們對(duì)其做出了定義。這項(xiàng)論文分析出知識(shí)共享從個(gè)人到組織的挑戰(zhàn)。</p><p>　　通過對(duì)內(nèi)容的分析，我們能夠理解和鑒別出問題的阻礙因素，從而進(jìn)一步基于組織，個(gè)人和技術(shù)將這些因素分類。通過分析，阻礙知識(shí)共享的因素可以被

66、一些可靠的原因分為兩類（組織的內(nèi)部和外部環(huán)境）。從個(gè)人角度，員工的技術(shù)、工作經(jīng)驗(yàn)、是否信任其他員工和利益扮演了知識(shí)共享行為是否受到阻礙的重要角色。這可以被說是隨著員工之間信任的增加有利于知識(shí)共享行為。</p><p>　　研究表明，動(dòng)機(jī)、認(rèn)知、福利和報(bào)酬等因素激勵(lì)員工知識(shí)共享和知識(shí)管理，這些間接地決定了員工的工作表現(xiàn)，即使一些作者認(rèn)為這些因素只能在短期內(nèi)有較好的效果。員工的動(dòng)機(jī)是關(guān)鍵績效指標(biāo)因素之一，它能確保知識(shí)

67、共享在一個(gè)積極的環(huán)境中。比如惠普、恩斯特、畢馬威會(huì)計(jì)事務(wù)所都把知識(shí)管理和共享添加到每年的計(jì)劃中去，從而對(duì)員工知識(shí)共享有積極的影響。福利和認(rèn)知激勵(lì)的引進(jìn)有利于員工做出更多的貢獻(xiàn)。教育、文化和行為對(duì)知識(shí)共享有至關(guān)重要的影響。這些方面有利于公司做出平穩(wěn)的改變，幫助組織營造一個(gè)知識(shí)共享環(huán)境。</p><p>　　知識(shí)管理的探索學(xué)習(xí)的一個(gè)部分，其應(yīng)用在一個(gè)當(dāng)前商業(yè)環(huán)境下，推進(jìn)公司的知識(shí)管理。我們發(fā)現(xiàn)它在知識(shí)管理的早期階段仍

68、被采用。通過最初的調(diào)查研究，一些支持和反對(duì)因素被分析出來。通過對(duì)阻礙知識(shí)共享障礙的研究，我們發(fā)現(xiàn)知識(shí)共享所面臨的挑戰(zhàn)可以被組織、個(gè)人、技術(shù)三方面做出解釋。由于研究范圍的限制，我們只能從個(gè)人因素分析知識(shí)共享的挑戰(zhàn)和阻礙因素。這些因素是通過個(gè)人所處的內(nèi)外部組織環(huán)境分析出來的。</p><p><b>　　五、結(jié)論</b></p><p>　　阻礙知識(shí)共享的因素能夠從多維的

69、角度分析出來。從組織、個(gè)人、技術(shù)三方面的角度分析出阻礙知識(shí)共享的因素對(duì)我們來說十分有借鑒意義。通過對(duì)個(gè)人和組織阻礙因素的學(xué)習(xí)，幫助我們研究這些因素并得出的一些可行性結(jié)論。研究分析了工人的行為特征，這有利于我們了解和分析激勵(lì)員工知識(shí)共享的因素。本文分析了組織的內(nèi)外部特征和員工的行為和心里特征。通過綜合性的學(xué)習(xí)和研究，我們對(duì)員工分享他們的想法和經(jīng)驗(yàn)的因素有一定的把握。這需要我們清楚的了解組織行為的內(nèi)部和外部環(huán)境并且了解知識(shí)共享行為的基本原則

70、，這對(duì)研究知識(shí)共享的阻礙因素是非常重要的。這樣全面和深刻的研究不僅有利于分析阻礙知識(shí)共享的因素，還可以幫助組織或知識(shí)管理的參與者分析和提出解決知識(shí)共享瓶頸的措施和方法。而推動(dòng)知識(shí)共享的關(guān)鍵在于為知識(shí)共享提供平臺(tái)并且承認(rèn)員工的貢獻(xiàn)。我們需要在員工環(huán)境里培養(yǎng)知識(shí)共享的氛圍，其可以通過隊(duì)員工表現(xiàn)和行為的評(píng)估而建立相對(duì)的措施。然而，它不像想象中的那么簡單，因?yàn)榻M織內(nèi)部的環(huán)境是非常復(fù)雜的。通過對(duì)數(shù)據(jù)的分析，我們認(rèn)為人們通常拒絕知識(shí)共享。員工們認(rèn)為

71、他們通過努力的工作而獲得這些知識(shí)，并且這些知識(shí)對(duì)他們很重要，所以他們不愿意知識(shí)共享。員工之</p><p>　　一般鼓勵(lì)員工知識(shí)共享可以被分為兩類，一類是員工個(gè)人因素，另一類是組織因素。這里的個(gè)人因素包括個(gè)人的教養(yǎng)和環(huán)境，他的意識(shí)形態(tài)和他對(duì)知識(shí)的理解力。而組織因素則包括組織文化和組織的歷史背景。即使做了許多的研究，但是知道現(xiàn)在依然表明組織因素在知識(shí)交換的過程中扮演主要的影響因素。一份高效的研究同樣也表明他們個(gè)人的