本文選題：家族企業(yè) + 知識共享��； 參考：《華僑大學》2017年碩士論文

【摘要】：進入知識經(jīng)濟時代,知識是一個現(xiàn)代企業(yè)保持競爭優(yōu)勢的核心資產(chǎn),是企業(yè)創(chuàng)造財富的重要資源。而知識的創(chuàng)新和價值的創(chuàng)造依賴于企業(yè)高層管理團隊之間的共享思想、觀點和專業(yè)知識。但是,位于福建沿海泉州,眾多的家族企業(yè)中,由于高層管理團隊中各成員背景不同、經(jīng)驗不一、專業(yè)認知和個人愛好差異,因而在企業(yè)經(jīng)營決策時知識得不到充分地共享。這種情況,短期內(nèi)影響高層管理團隊的穩(wěn)定高效,讓企業(yè)蒙受經(jīng)濟損失;從長遠看最終將會影響到企業(yè)的生死存亡�；诖�,本文結(jié)合國內(nèi)外學者的研究成果以及SECI等理論模型,以泉州A家族企業(yè)的實際情況為案例,分析家族企業(yè)高層管理團隊現(xiàn)狀,找出高層管理團隊存在的問題,分析其中的原因并提出一些管理建議與啟示。泉州A公司高層管理團隊在知識共享過程中存在團隊意愿低、渠道缺乏以及制度不完善等問題。導致這三大問題的原因主要有如下幾個方面:A公司傳統(tǒng)的家族企業(yè)文化,缺乏完善的溝通渠道,信息化建設(shè)亟需進一步完善,需要搭建高水平的資源管理平臺,針對高層管理人員的培訓相對較少,公司的組織制度與家族化的管理方式。這些原因共同影響著知識轉(zhuǎn)化與共享的社會化、外在、組合化、外化四個階段。為了促進A公司高層管理團隊有效地實施知識共享,首先要構(gòu)建企業(yè)文化營造知識共享的氛圍,具體來說,要用堅持不懈的精神在企業(yè)管理團隊中樹立以人為本的價值觀,擴展家族信任。其次要多途徑提升知識轉(zhuǎn)化與共享的能力,主要從拓寬知識共享的正式與非正式溝通渠道來提升社會化與外化能力,從構(gòu)建技術(shù)平臺與渠道來提升結(jié)合化能力,從組織定期培訓來提升內(nèi)化與外化能力。第三要引入現(xiàn)代企業(yè)治理理念,完善公司治理結(jié)構(gòu),以促進管理方式的改變。第四要完善激勵機制與考核制度,提升知識共享的意愿,具體通過建立科學合理的物質(zhì)激勵體系,適度授權(quán)于高層管理人員,以其他高層次的精神激勵為輔助。
[Abstract]:In the era of knowledge economy, knowledge is the core asset of a modern enterprise to maintain its competitive advantage and an important resource to create wealth.The innovation of knowledge and the creation of value depend on the sharing of ideas, viewpoints and expertise among senior management teams.However, in many family enterprises located in Quanzhou, Fujian coastal area, knowledge is not fully shared in business decision-making because of different backgrounds, different experiences, different professional cognition and personal preferences of members of senior management team.This situation will affect the stability and efficiency of the senior management team in the short term, and let the enterprise suffer economic losses; in the long run, it will ultimately affect the survival and death of the enterprise.Based on this, this paper analyzes the current situation of the senior management team in Quanzhou A family enterprise, and finds out the problems existing in the senior management team by combining the research results of scholars at home and abroad and the theoretical model such as SECI, taking the actual situation of Quanzhou A family firm as an example.Analyze the reasons and put forward some management suggestions and enlightenment.In the process of knowledge sharing, Quanzhou A senior management team has some problems, such as low team willingness, lack of channels and imperfect system.The main causes of these three problems are as follows: a company's traditional family business culture, lack of perfect communication channels, information construction needs to be further improved, need to build a high-level resource management platform.There is relatively little training for senior managers, and the organization system and family management methods of the company.These reasons affect the socialization, externalization, combination and externalization of knowledge transfer and sharing.In order to promote the effective implementation of knowledge sharing by the senior management team of Company A, the first step is to construct the culture of the enterprise to create the atmosphere of knowledge sharing, specifically, to set up the people-oriented values in the enterprise management team with the spirit of perseverance.Expand family trust.Secondly, it is necessary to enhance the ability of knowledge transformation and sharing through many ways, mainly by broadening the formal and informal communication channels of knowledge sharing to enhance the ability of socialization and externalization, and by constructing technology platforms and channels to enhance the ability of integration.Organize regular training to enhance internalization and externalization.The third is to introduce the concept of modern corporate governance and perfect the corporate governance structure to promote the change of management style.Fourth, it is necessary to improve the incentive mechanism and examination system, enhance the willingness to share knowledge, specifically through the establishment of a scientific and reasonable material incentive system, appropriately authorized to the senior management, with other high-level spiritual incentives as the assistance.
【學位授予單位】：華僑大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.91;F426.8

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