【摘要】：知識(shí)的跨學(xué)科、跨專業(yè)發(fā)展趨勢(shì)，，使得企業(yè)改變傳統(tǒng)組織管理模式，建立研發(fā)團(tuán)隊(duì)開發(fā)新產(chǎn)品或服務(wù)。而研發(fā)團(tuán)隊(duì)之所以能實(shí)現(xiàn)團(tuán)隊(duì)協(xié)同作用，其關(guān)鍵在于共享的專有知識(shí)和技能以及由其互動(dòng)而產(chǎn)生的創(chuàng)新知識(shí)。而專有技術(shù)、經(jīng)驗(yàn)等知識(shí)體現(xiàn)個(gè)體核心競(jìng)爭能力，通常難以描述和編纂，需花費(fèi)大量時(shí)間和精力將其顯性化，故缺乏激勵(lì)動(dòng)機(jī)時(shí)，員工將不會(huì)發(fā)生知識(shí)共享行為。因此，管理者需制定激勵(lì)機(jī)制誘導(dǎo)研發(fā)人員產(chǎn)生共享動(dòng)機(jī)，發(fā)生知識(shí)共享行為。 本文介紹了團(tuán)隊(duì)與研發(fā)團(tuán)隊(duì)、知識(shí)與研發(fā)知識(shí)以及知識(shí)共享的基本理論，對(duì)企業(yè)內(nèi)部研發(fā)團(tuán)隊(duì)知識(shí)共享、團(tuán)隊(duì)知識(shí)共享激勵(lì)機(jī)制、公平偏好以及工作設(shè)計(jì)等問題的相關(guān)文獻(xiàn)進(jìn)行了綜述分析，得出文獻(xiàn)綜述結(jié)論，由此提出論文的主要研究內(nèi)容和基本框架。 論文選擇企業(yè)研發(fā)團(tuán)隊(duì)為研究對(duì)象，從其成員內(nèi)外動(dòng)機(jī)視角考慮影響其知識(shí)共享動(dòng)機(jī)的因素，發(fā)現(xiàn)經(jīng)濟(jì)動(dòng)機(jī)和人際互惠動(dòng)機(jī)追求公平交換心態(tài)，而利他動(dòng)機(jī)和自我實(shí)現(xiàn)動(dòng)機(jī)追求的內(nèi)在滿足感主要來自于工作設(shè)計(jì)。論文分別建立了基于公平偏好和工作設(shè)計(jì)的研發(fā)團(tuán)隊(duì)知識(shí)共享激勵(lì)模型，采用理論分析、數(shù)值仿真等方法分析公平偏好心理和工作設(shè)計(jì)對(duì)研發(fā)團(tuán)隊(duì)知識(shí)共享行為的作用機(jī)制以及對(duì)代理人最優(yōu)激勵(lì)機(jī)制設(shè)計(jì)的影響。研究結(jié)果表明：①在公平偏好的促使下，同情偏好的研發(fā)成員傾向于增加知識(shí)共享努力水平，提高團(tuán)隊(duì)協(xié)同作用，而自豪偏好的員工則與之相反；企業(yè)在招聘、選拔研發(fā)人員時(shí)，應(yīng)通過合理選拔方式規(guī)避掉自豪偏好的員工；在從事研發(fā)工作時(shí)，如研發(fā)人員公平感較弱，企業(yè)應(yīng)加大業(yè)績激勵(lì)強(qiáng)度；反之，企業(yè)就應(yīng)加大創(chuàng)新知識(shí)產(chǎn)權(quán)激勵(lì)強(qiáng)度。②在適當(dāng)范圍內(nèi)，隨效價(jià)和工作挑戰(zhàn)性水平增大，研發(fā)人員本職工作和知識(shí)共享努力水平均增大，企業(yè)應(yīng)增大業(yè)績和創(chuàng)新知識(shí)產(chǎn)權(quán)激勵(lì)強(qiáng)度；否則，如工作挑戰(zhàn)性水平超過其承受能力，則會(huì)產(chǎn)生負(fù)向激勵(lì)。③當(dāng)團(tuán)隊(duì)協(xié)同系數(shù)增大時(shí)，企業(yè)應(yīng)加大業(yè)績激勵(lì)強(qiáng)度，減少創(chuàng)新知識(shí)產(chǎn)權(quán)激勵(lì)強(qiáng)度。
[Abstract]:The interdisciplinary and cross-professional development trend of knowledge makes enterprises change the traditional organizational management model and establish research and development teams to develop new products or services. The key to achieve team synergy lies in the sharing of expertise and skills, as well as the innovative knowledge generated by their interactions. However, knowledge such as know-how and experience reflects the core competitive ability of individuals, which is usually difficult to describe and compile, and it takes a lot of time and energy to make it explicit. Therefore, when there is no incentive motivation, employees will not have knowledge sharing behavior. Therefore, managers should establish incentive mechanism to induce R & D personnel to share motivation and knowledge sharing behavior. This paper introduces the basic theory of team and R & D team, knowledge and knowledge sharing, and the incentive mechanism of internal R & D team knowledge sharing. This paper summarizes and analyzes the relevant literatures on the issues of fairness preference and job design, and draws a conclusion of literature review, and then puts forward the main research contents and basic framework of the thesis. This paper chooses the enterprise R & D team as the research object, considers the factors that affect the knowledge sharing motivation from the perspective of the internal and external motivation of its members, and finds out that the economic motivation and interpersonal reciprocity motivation pursue the mentality of fair exchange. The internal satisfaction of altruistic motivation and self-actualization motivation mainly comes from job design. In this paper, the incentive model of knowledge sharing of R & D team based on fair preference and job design is established, and the theoretical analysis is used. Numerical simulation and other methods are used to analyze the effect of fair preference psychology and job design on the knowledge sharing behavior of R & D team and on the design of the agent's optimal incentive mechanism. The results show that, driven by a preference for fairness, sympathetic R & D members tend to increase the level of knowledge sharing efforts and team synergy, while proud employees tend to be the other way around. When selecting R & D personnel, we should avoid employees with pride preference through reasonable selection. In R & D work, if R & D personnel have a weak sense of fairness, the enterprise should increase the intensity of performance incentive; conversely, Enterprises should increase the incentive intensity of innovation intellectual property. Within the appropriate scope, the level of R & D staff's own work and knowledge sharing efforts increases with the increase of titer and job challenge. Enterprises should increase the incentive intensity of performance and innovation intellectual property rights; otherwise, if the level of work challenge exceeds their ability to bear, it will produce negative incentive .3 when the team synergy coefficient increases, the enterprise should increase the intensity of performance incentive. Reduce the incentive intensity of innovation intellectual property.
【學(xué)位授予單位】：重慶大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F272

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 郝文杰;鞠曉峰;;企業(yè)研發(fā)團(tuán)隊(duì)知識(shí)共享影響因素的實(shí)證研究[J];北京理工大學(xué)學(xué)報(bào);2010年02期

2 李訓(xùn);曹國華;;基于公平偏好理論的激勵(lì)機(jī)制研究[J];管理工程學(xué)報(bào);2008年02期

3 李訓(xùn);;公平偏好下的團(tuán)隊(duì)效率研究[J];管理工程學(xué)報(bào);2009年02期

4 袁茂;雷勇;蒲勇健;;基于公平偏好理論的激勵(lì)機(jī)制與代理成本分析[J];管理工程學(xué)報(bào);2011年02期

5 王艷梅;趙希男;;考慮內(nèi)在動(dòng)機(jī)的工作設(shè)計(jì)與激勵(lì)的模型分析[J];管理工程學(xué)報(bào);2011年03期

6 李衛(wèi)東;劉洪;;不同團(tuán)隊(duì)類型研發(fā)人員知識(shí)共享意愿激勵(lì)的實(shí)證研究[J];管理學(xué)報(bào);2011年11期

7 疏禮兵;;企業(yè)研發(fā)團(tuán)隊(duì)內(nèi)部技術(shù)知識(shí)轉(zhuǎn)移的過程機(jī)理與途徑研究[J];管理學(xué)報(bào);2012年02期

8 王挺;;關(guān)系維度因素控制下的虛擬研發(fā)團(tuán)隊(duì)知識(shí)網(wǎng)絡(luò)衰變過程分析[J];工業(yè)技術(shù)經(jīng)濟(jì);2013年03期

9 田慶鋒;張芳;;研發(fā)團(tuán)隊(duì)內(nèi)部知識(shí)轉(zhuǎn)移過程機(jī)制分析[J];科技和產(chǎn)業(yè);2013年07期

10 尹惠斌;游達(dá)明;;研發(fā)團(tuán)隊(duì)知識(shí)沖突對(duì)企業(yè)突破性創(chuàng)新績效影響的實(shí)證研究[J];管理學(xué)報(bào);2014年03期

相關(guān)博士學(xué)位論文 前1條

1 趙亞靜;我國中小企業(yè)知識(shí)產(chǎn)權(quán)建設(shè)政策體系研究[D];東北師范大學(xué);2012年

本文編號(hào)：2144149