本文選題：網(wǎng)絡(luò)一致性 + 正式工作流�。� 參考：《東南大學(xué)》2017年碩士論文

【摘要】：知識(shí)交換整合是企業(yè)通過知識(shí)交流創(chuàng)造個(gè)人價(jià)值和組織價(jià)值的重要能力。本文運(yùn)用社會(huì)網(wǎng)絡(luò)方法,融合員工互動(dòng)行為和組織氛圍視角,引入正式網(wǎng)絡(luò)與非正式網(wǎng)絡(luò)一致性概念,研究了知識(shí)交換整合的前因及形成機(jī)理。實(shí)證結(jié)果表明:在正式順序工作流網(wǎng)絡(luò)中,隨網(wǎng)絡(luò)一致性增加,知識(shí)交換整合減少,低網(wǎng)絡(luò)一致性有助于形成知識(shí)交換整合能力。在正式互動(dòng)工作流網(wǎng)絡(luò)中,隨網(wǎng)一致性增加,知識(shí)交換整合先增加后減少;而且,存在一個(gè)正式互動(dòng)工作流網(wǎng)絡(luò)與非正式咨詢網(wǎng)絡(luò)重疊的最適宜的半正式組織狀態(tài),這一狀態(tài)的知識(shí)交換整合能力最強(qiáng)。此外,組織溝通在正式互動(dòng)工作流與非正式網(wǎng)一致性形成知識(shí)交換整合能力的過程中發(fā)揮中介機(jī)理作用,組織會(huì)逐步形成正式組織、半正式組織和非正式組織三種組織形式以形成不同的溝通氛圍進(jìn)而形成不同的知識(shí)交換整合能力。該結(jié)論是對(duì)以往有關(guān)知識(shí)交換整合能力前因研究的有力補(bǔ)充,也對(duì)企業(yè)從正式與非正式網(wǎng)絡(luò)互動(dòng)方面提升知識(shí)交換整合能力有重要指導(dǎo)。本文通過區(qū)別于過去將組織成員看作同質(zhì)主體單獨(dú)分析其行為或是只關(guān)注組織結(jié)構(gòu)或氛圍的宏觀特征,通過探究正式順序工作流環(huán)境和正式互動(dòng)工作流環(huán)境這兩種不同的正式工作流環(huán)境對(duì)產(chǎn)生知識(shí)交換整合能力的過程的不同之處,該研究結(jié)果為企業(yè)培育知識(shí)交換整合能力提供了思路和指導(dǎo)。(1)對(duì)于大多以正式順序工作流為主的企業(yè)或部門及團(tuán)隊(duì)而言,應(yīng)盡可能保持簡(jiǎn)單、扁平的正式組織結(jié)構(gòu),減少各種非正式溝通渠道,避免組織內(nèi)非正式咨詢網(wǎng)絡(luò)的影響,進(jìn)而通過對(duì)顯性知識(shí)的溝通提高知識(shí)交換整合能力;(2)對(duì)于以正式互動(dòng)工作流為主的企業(yè)或部門及團(tuán)隊(duì)而言,應(yīng)不斷鼓勵(lì)組織成員通過各種正式或非正式渠道自發(fā)相互交流形成非正式咨詢網(wǎng)絡(luò),進(jìn)而促進(jìn)組織內(nèi)的頻繁互動(dòng)溝通有助于提升對(duì)復(fù)雜隱性知識(shí)的交換與整合能力,但是過多的非正式交流也會(huì)對(duì)正式互動(dòng)工作流的完成帶來成本和干擾,所以,培育適宜的非正式咨詢網(wǎng)絡(luò)對(duì)這類組織最有利。所以,在管理實(shí)踐中,企業(yè)可以借鑒上述思路根據(jù)自身不同組織、部門或團(tuán)隊(duì)的順序工作流和互動(dòng)工作流比重,通過采取各類促進(jìn)組織溝通的方式,制定相應(yīng)的培育知識(shí)交換整合能力的策略。因此,本文的研究對(duì)目前復(fù)雜動(dòng)蕩環(huán)境下企業(yè)根據(jù)自身工作流特征培育知識(shí)交換整合能力具有重要的現(xiàn)實(shí)指導(dǎo)價(jià)值。
[Abstract]:Knowledge exchange integration is an important ability for enterprises to create individual value and organizational value through knowledge exchange. In this paper, the concept of consistency between formal and informal networks is introduced to study the antecedents and formation mechanism of knowledge exchange integration. The empirical results show that in formal sequential workflow networks, with the increase of network consistency, knowledge exchange integration decreases, and low network consistency contributes to the formation of knowledge exchange integration capability. In the formal interactive workflow network, with the increase of network consistency, the integration of knowledge exchange increases first and then decreases; moreover, there is a most suitable semi-formal organization state where the formal interactive workflow network overlaps with the informal consulting network. This state of knowledge exchange and integration is the strongest. In addition, organizational communication plays an intermediary role in the process of formalizing the integration ability of knowledge exchange between the formal interactive workflow and the informal network, and the organization will gradually form a formal organization. Semi-formal organization and informal organization form three organizational forms to form different communication atmosphere and then form different knowledge exchange and integration ability. This conclusion is a powerful supplement to the previous researches on knowledge exchange integration capability, and also has important guidance for enterprises to enhance the knowledge exchange integration ability from the aspect of formal and informal network interaction. This paper analyzes the behavior of organizational members separately or focuses on the macro characteristics of organizational structure or atmosphere by differentiating them from the past when they are regarded as homogeneous subjects. By exploring the differences between the formal sequential workflow environment and the formal interactive workflow environment, two different formal workflow environments, the formal workflow environment and the formal interactive workflow environment, are used to explore the differences between the two formal workflow environments on the process of generating the ability to integrate knowledge exchange The results of this study provide ideas and guidance for enterprises to cultivate the ability of knowledge exchange and integration. (1) for enterprises or departments and teams that mostly focus on formalized sequential workflow, they should maintain a simple and flat formal organizational structure as far as possible. Reduce all kinds of informal communication channels, avoid the influence of informal consultation network within the organization, and then improve the ability of knowledge exchange and integration through the communication of explicit knowledge; (2) for enterprises or departments and teams with formal interactive workflow, Members of the organization should be continuously encouraged to spontaneously communicate with each other through various formal or informal channels to form informal consultative networks, thereby facilitating frequent and interactive communication within the organization to enhance the ability to exchange and integrate complex tacit knowledge, However, too much informal communication can also bring cost and interference to the completion of formal interactive workflow. Therefore, it is most advantageous for such organizations to cultivate appropriate informal consulting network. Therefore, in management practice, enterprises can learn from the above ideas according to their own different organizations, departments or teams of the order of workflow and interactive workflow proportion, through the adoption of various ways to promote organizational communication, To formulate the corresponding strategies to foster the ability of knowledge exchange and integration. Therefore, the research in this paper has important practical guiding value for enterprises to cultivate the ability of knowledge exchange and integration according to their own workflow characteristics under the current complex and turbulent environment.
【學(xué)位授予單位】：東南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F279.2

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