本文關(guān)鍵詞：SD公司知識(shí)管理策略研究　出處：《華南理工大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 室內(nèi)設(shè)計(jì)公司 知識(shí)管理 發(fā)展戰(zhàn)略

【摘要】：隨著中國(guó)的經(jīng)濟(jì)發(fā)展，，SD室內(nèi)設(shè)計(jì)公司走過了探索與發(fā)展的25年，也取得了一定的成績(jī)和經(jīng)驗(yàn)。為了更長(zhǎng)遠(yuǎn)的發(fā)展，需要一套科學(xué)的管理方法將SD公司的核心競(jìng)爭(zhēng)力---知識(shí)傳承下去。在國(guó)外已經(jīng)有部分百年設(shè)計(jì)企業(yè)成功運(yùn)用“知識(shí)管理”的方法將企業(yè)核心競(jìng)爭(zhēng)力傳承發(fā)展，但如何將知識(shí)管理系統(tǒng)運(yùn)用在國(guó)內(nèi)民營(yíng)室內(nèi)設(shè)計(jì)公司還是需要研究的。 本文主要運(yùn)用了文獻(xiàn)回顧和訪談的方法針對(duì)SD室內(nèi)設(shè)計(jì)公司設(shè)計(jì)管理流程中的知識(shí)管理的應(yīng)用情況進(jìn)行診斷，分析出主要存在的六個(gè)問題：難以找到正確的信息；知識(shí)隨人員變動(dòng)而流逝；缺乏知識(shí)擴(kuò)散的激勵(lì)機(jī)制；師徒制導(dǎo)致的弊端；隱性知識(shí)顯性化程度不高；由粗放型設(shè)計(jì)轉(zhuǎn)為集約型設(shè)計(jì)的選擇。 本文參考成功案例并結(jié)合國(guó)情，針對(duì)SD公司的六個(gè)問題量身定做了一套逐步完善知識(shí)管理系統(tǒng)的策略：建立搜索引擎；例會(huì)強(qiáng)制性分享；建立激勵(lì)機(jī)制；隔代師徒模式；表格化管理；制定長(zhǎng)期集約型發(fā)展戰(zhàn)略。這套知識(shí)管理解決方案符合中國(guó)國(guó)情的大背景所以對(duì)國(guó)內(nèi)民營(yíng)設(shè)計(jì)公司有普遍參考性，是有一定應(yīng)用價(jià)值的研究。
[Abstract]:With the economic development of China, SD Interior Design Company has gone through 25 years of exploration and development, and has also made certain achievements and experience in order to develop in the longer term. A set of scientific management methods is needed to pass on the core competence of SD Company-knowledge. Some design enterprises have successfully applied "knowledge management" in foreign countries for one hundred years. The core competitiveness of the enterprise will be inherited and developed. However, how to apply knowledge management system to domestic private interior design companies still needs to be studied. This paper mainly uses literature review and interview method to diagnose the application of knowledge management in the design management process of SD interior design company. Six main problems are analyzed: it is difficult to find the correct information; Knowledge passes along with the change of people; Lack of incentive mechanism for knowledge diffusion; The malpractice caused by the system of teacher and apprentice; The degree of tacit knowledge dominance is not high; From extensive design to intensive design choice. This paper, referring to the successful cases and combining with the national conditions, tailor-made a set of strategies to perfect the knowledge management system step by step according to the six problems of SD company: establishing a search engine; Mandatory sharing at regular meetings; Establishing incentive mechanism; Alternate mode of teacher and apprentice; Tabular management; To formulate a long-term intensive development strategy. This set of knowledge management solutions in line with the background of China's national conditions so it has a general reference for domestic private design companies is a certain value of application of the research.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272

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