Traditional economy 实物资产

Wealth and value based on physical assets

Knowledge economy. 知识无形资产

Wealth economy based on knowledge, technology and learning.

What is KM?

Use knowledge to improve organizational.

For individuals – know what you need to know, how find out, how make good use, how to share with
others.

For organizations – use and manage knowledge to enhance performance.

Why KM?

Competitive market - KM helps organizations stay competitive by leveraging their knowledge

effectively.

竞争激烈的市场： 市场竞争日益激烈，创新速度不断加快。知识管理通过有效利用知识，帮
助组织保持竞争力。

Managing Complexity - KM helps manage the increasing complexity by organizing and making
knowledge accessible.

管理复杂性： 随着公司变得越来越复杂，跨国经营也越来越多，知识管理通过组织知识并使
其易于获取，有助于管理日益增加的复杂性。

Loss of knowledge - Factors such as early retirements can lead to the loss of valuable knowledge. KM
helps preserve this knowledge for future use.

知识流失： 提前退休和员工流动等因素会导致宝贵知识的流失。知识管理有助于保存这些知
识，以备将来使用。
人力资本： 由拥有人力资本的个人所有。当员工离职时，他们会带走自己的人力资本。

结构资本： 由组织拥有。即使员工离职，结构资本也会留在组织中。

Human Capital

Human capital refers to the knowledge, skills, and ability of people in an organization.

Owned by the individuals who possess it. When employees leave, they take their human capital with
them. 如果没有知识管理系统，员工离职时就会带走他们的技能和知识。

Structural Capital

includes copyrights, corporate culture, management processes

Owned by the organization. It remains with the organization even after employees leave. 由组织拥
有。即使员工离职，结构资本也会留在组织中。

Consumer Capital

Value of organization's relationships with customers.

Includes customer loyalty, distribution channels, brands.

three levels of refinement related to knowledge

Data:

Definition: A set of discrete facts.

Example: Simple observations.

定义： 一组离散的事实。

举例说明： 简单的观察。

Information:

Definition: A message meant to change the receiver's perception.

Example: Data vested with meaning. 定义：信息： 旨在改变接收者感知的信息。

示例：具有意义的数据： 具有意义的数据。

Knowledge:

Definition: Experiences, values, insights, and contextual information.

Example: Justified, true beliefs. 定义： 经验、价值观、见解和背景信息。

示例：合理、真实的信念： 合理、真实的信念。
Transmission of information can occur through hard networks and soft networks:

Hard network:

Has a visible and definite infrastructure.

Messages transmitted include email, traditional mail, delivery service packages, and Internet
transmissions. 传输的信息包括电子邮件、传统邮件、快递服务包裹和互联网传输。

Soft network:

Less formal and visible.

Information transmission occurs through personal interactions and informal channels. 信息传递通过
个人互动和非正式渠道进行。

Types of knowledge

Explicit Knowledge

Definition: Knowledge that can be codified and transmitted in a systematic and formal language. 可
以用系统和正式的语言编纂和传播的知识。

Characteristics: Easily expressed and transferred to others in a straightforward manner. 易于表达并

以直截了当的方式传递给他人。

例如：文件、数据库、电子邮件、

Tacit knowledge

Definition: Personal, context-specific knowledge that is difficult to formalize, record, or articulate. 难

以正规化、记录或表述的个人的、与具体环境相关的知识。

Stored in the heads of people, difficult to articulate and express to others 储存在人们的头脑中，难
以向他人表达和表述.

例如：经验知识、洞察力、直觉
From Data to Information:

Contextualized: Understanding the purpose for which the data was gathered. 了解收集数据的目的。

Categorized: Identifying the key components of the data. 确定分析单位或数据的关键组成部分。

Calculated: Analyzing the data mathematically or statistically. 用数学或统计学方法分析数据。

Corrected: Removing errors from the data. 消除数据中的错误。

Condensed: Summarizing the data in a more concise form. 以更简洁的形式总结数据。

From Information to Knowledge:

Comparison: Comparing the information with other known situations. 将信息与其他已知情况进行

比较。

Consequences: Considering the implications of the information for decisions and actions. 考虑信息
对决策和行动的影响。

Connections: Understanding how the information relates to another knowledge. 了解信息与其他知

识的联系。

Conversation: Discussing the information with others to gain different perspectives. 与他人讨论信息，
以获得不同的观点。

Organizational learning is process by which organizations acquire, retain, and apply knowledge to
improve their performance.

It involves the ability to learn from past experiences and adapt to changing circumstances. 组织学
习是组织获取、保留和应用知识以提高绩效的过程。它涉及从过去的经验中学习并适应不断变
化的环境的能力。
Factors triggered interest in KM.

Faster Change: Things change quickly now, so organizations need to adapt fast.

Staff Changes: People leave companies, taking their knowledge, so it's important to preserve and
share what they know. 人员变动： 员工离开公司，带走了他们的知识，因此保存和分享他们的
知识非常重要。

Globalization: Companies are global, so they need to share knowledge across distances. 全球化： 公
司全球化，因此需要跨越距离共享知识。

Benefits of KM

Cost Savings: By reducing the number of times the company has to solve the same problem, KM
helps cut costs. 节约成本： 通过减少公司解决同一问题的次数，知识管理有助于降低成本。

Preserving Intellectual Capital: KM reduces the loss of intellectual capital when employees leave the
company. 保护知识资本： 知识管理可减少员工离职时知识资本的损失。

Increasing Productivity: By making knowledge available more quickly and easily, KM boosts
productivity. 提高生产力： 知识管理可以更快、更方便地提供知识，从而提高生产率。

Enhancing Employee Satisfaction: KM empowers employees by providing greater personal

development opportunities, leading to higher satisfaction.

提高员工满意度： 知识管理为员工提供更多个人发展机会，从而提高他们的满意度。

Three technologies in developing KMS (Knowledge Management System)

Communication Technologies: These technologies enable users to access the knowledge they need
and communicate with each other, particularly with experts. 这些技术使用户能够获取所需的知识，
并相互交流，特别是与专家交流。

Collaboration Technologies: These tools facilitate group work and collaboration among users.

这些工具有助于用户之间的小组工作和协作。

Storage Technologies: Utilizing a database management system, these technologies capture, store,
and manage knowledge effectively. 这些技术利用数据库管理系统，有效地获取、存储和管理知
识。
Knowledge sharing can be challenging due to various reasons:

Lack of Skill: Some individuals may not have the necessary skills in knowledge management
techniques, making it difficult for them to share knowledge effectively. 有些人可能不具备知识管理
技术方面的必要技能，因此难以有效地共享知识。

Time Constraints: Even if they are willing to share, individuals may feel they do not have enough time
to dedicate to knowledge sharing activities. 即使个人愿意分享，他们也可能认为自己没有足够的
时间专门用于知识分享活动。

Lack of Understanding: Some people may not fully understand the concepts of knowledge
management and the benefits it can bring, leading to reluctance in sharing knowledge. 有些人可能
并不完全理解知识管理的概念及其带来的好处，因而不愿分享知识。

Factors Leading to Success of Knowledge Management Systems:

Assessment of Need: Companies must assess their need for a KM system to ensure it aligns with
organizational goals.

需求评估： 公司必须评估其对知识管理系统的需求，以确保该系统符合组织目标。

Senior Management Support: Support from senior management is crucial for the success of the KM
system, as it helps secure resources and demonstrates the system's importance. 高级管理层的支持：
高级管理层的支持对知识管理系统的成功至关重要，因为这有助于确保资源并证明系统的重
要性。

Multiple Channels for Knowledge Transfer: Organizations need to have multiple channels for
knowledge transfer to ensure that knowledge is shared effectively among employees. 多种知识传播
渠道： 组织需要有多种知识传递渠道，以确保知识在员工之间有效共享。
Factors Leading to Failure of Knowledge Management Systems:

Mismatch with Organization's Needs: If the KM system does not meet the organization's needs or is
not aligned with its goals, it is likely to fail. 如果知识管理系统不能满足组织的需求，或与组织的
目标不一致，就很可能失败。

Lack of Commitment: Without commitment from employees and stakeholders, the KM system is
unlikely to be used effectively. 缺乏承诺： 没有员工和利益相关者的承诺，知识管理系统就不可
能得到有效利用。

Incentives: If there are no incentives for employees to use the KM system, they may not see the
value in doing so and may not use it effectively. 激励机制： 如果没有激励员工使用知识管理系统
的措施，他们可能看不到这样做的价值，也就不会有效地使用知识管理系统。

Approaches in Knowledge Management: 知识管理方法：

Process Approach:

Description: Organized and formal, it documents knowledge but may miss personal insights.

Example: Using software to store manuals and guidelines.

说明： 有组织、正规，记录知识，但可能会遗漏个人见解。

举例说明： 使用软件存储手册和指南。

Practice Approach:

Description: Informal and social, it focuses on shared experiences and personal connections.

Example: Learning from colleagues through discussions and workshops.

描述：非正式和社会性： 非正式、社会化，注重共享经验和个人联系。

例如：通过讨论和研讨会向同事学习： 通过讨论和研讨会向同事学习。

Knowledge repository

Description: A place where knowledge is captured and stored.

Example: A digital database or a shared drive where documents and information are stored.

描述：获取和存储知识的地方： 获取和存储知识的地方。

例如：数字数据库或共享驱动器： 存储文件和信息的数字数据库或共享驱动器。

Chapter 2

Organizational Problem

问题：组织有严格的信息结构，但知识变化很快。

影响： 这种不匹配会导致问题和错失新创意的机会。

Dependency on Individuals for Knowledge:

问题： 知识与人共存，当人离开时，知识就会丢失。

影响： 组织可能难以留住关键知识和专长。

Fragmented Knowledge:

Issue: Knowledge is often fragmented within organizations, leading to disjointed information.

Impact: This fragmentation can hinder collaboration and decision-making.

问题： 组织内部的知识往往支离破碎，导致信息脱节。

影响： 这种割裂会阻碍协作和决策。

Subjective View of Knowledge:

Knowledge as Capability:

Description: Knowledge is seen as a strategic capability that can provide a competitive advantage.

Example: Leveraging knowledge to innovate and stay ahead of competitors.

知识即能力：

描述：知识被视为一种战略能力，可以为企业提供价值： 知识被视为一种战略能力，可以提
供竞争优势。

举例说明： 利用知识进行创新并领先于竞争对手。

Knowledge as State of Mind:

Description: Knowledge is seen as an individual's beliefs and understanding.

Example: Beliefs held by employees in an organization.

作为精神状态的知识：

描述： 知识被视为个人的信念和理解。

举例说明： 组织中员工所持有的信念。

Knowledge as Objects:

Description: Knowledge is viewed as something that can be stored, transferred, and manipulated.

描述： 知识被视为可以存储、传输和操作的东西。

Knowledge as Practice:

Description: Knowledge is seen as collective and cannot be separated into individual elements.

Example: Knowledge shared among a group of employees.

描述： 知识被视为集体的，不能分割为个人要素： 知识被视为集体的，不能分割成单独的元

素。

举例： 一群员工共享的知识。

2 level of knowledge: Shallow and Deep knowledge

Categories of knowledge

Procedural Knowledge:

Description: Describes how to solve a problem or perform a task, focusing on sequences of steps or
actions.

Example: Knowing how to ride a bicycle.

程序性知识：

描述： 描述如何解决问题或执行任务，重点是步骤或动作的顺序。

例如：知道如何骑自行车

Declarative Knowledge:

Description: Describes factual information or what is known about a problem.

Example: Knowing that the Earth revolves around the Sun.

描述： 描述事实信息或已知问题。

例如：知道地球围绕太阳转

Meta-Knowledge:
Description: Describes knowledge about other knowledge, used to select the best knowledge for
solving a problem.

Example: Knowing when to use a certain problem-solving technique.

描述： 描述有关其他知识的知识，用于选择解决问题的最佳知识。

示例：知道什么时候使用某种解决问题的方法： 知道何时使用某种解决问题的技巧。

General knowledge

描述： 许多人都拥有的知识，易于在他们之间传递。

例如：知道头痛可能是脑出血的症状： 知道头痛可能是脑出血的症状。

Specific knowledge

描述： 少数人掌握的知识，传递成本高。

举例说明： 知道为中风病人做手术的具体步骤。

Types of Knowledge:

Simple Knowledge:

Description: Focuses on one basic area of expertise.

Example: Knowing how to operate a specific machine.

描述： 专注于一个基本的专业知识领域。

例如： 知道如何操作特定的机器。

Complex Knowledge:

Description: Draws upon multiple distinct areas of expertise.

Example: Integrating knowledge from engineering, marketing, and finance to develop a new product.

描述： 利用多个不同领域的专业知识。

举例说明： 整合工程、营销和财务方面的知识，开发一种新产品。

Support Knowledge:

Description: Relates to organizational infrastructure and operations, facilitating day-to-day activities.

Example: Knowledge about internal processes and systems used to manage inventory.
描述： 与组织的基础设施和运作有关，有助于日常活动的开展。

举例说明： 用于管理库存的内部流程和系统知识。

Tactical Knowledge:

Description: Pertains to the short-term positioning of the organization relative to its markets,
competitors, and suppliers.

Example: Knowledge about current market trends and competitor strategies.

描述： 与组织的短期定位有关： 与组织相对于市场、竞争对手和供应商的短期定位有关。

举例说明： 有关当前市场趋势和竞争对手战略的知识。

Strategic Knowledge:

Description: Pertains to the long-term positioning of the organization in terms of its corporate vision
and strategies for achieving that vision.

Example: Knowledge about long-term industry trends and future market opportunities.

描述： 涉及组织在企业愿景和实现该愿景的战略方面的长期定位。

举例说明： 有关长期行业趋势和未来市场机遇的知识。

Characteristics of Knowledge:

Explicitness:

Description: Refers to how much knowledge exists in an explicit form.

Example: Manuals or documents that clearly describe a process are explicit knowledge.

明确性：

描述： 指有多少知识以明确的形式存在。

举例说明： 清晰描述流程的手册或文件就是显性知识。

Codifiability:

Description: Reflects how easily knowledge can be articulated or codified.

Example: Knowledge about complex computer issues may be hard to codify.

可编纂性：
描述： 反映知识是否易于表述或编纂。

示例：复杂的计算机问题的知识可能难以编纂： 有关复杂计算机问题的知识可能难以编纂。

Teachability:

Description: Indicates how easily knowledge can be taught to others.

Example: Teaching someone to play basketball involves transferring tacit knowledge.

可教性：

描述： 表示将知识传授给他人的难易程度。

举例说明： 教人打篮球涉及隐性知识的传授。

Specificity:

Description: Refers to how specific or general knowledge is.

Example: Knowledge that is very specific to a certain field or situation is considered highly specific.

具体性：

描述： 指知识的具体或一般程度。

举例： 对某一领域或情况非常具体的知识被认为是高度具体的。

Types of Expertise:

Associational Expertise:

Description: Relies on recognizing patterns and associating them with specific actions.

Example: An IT technician who can fix common problems based on past experiences but may not
understand the underlying theory.

描述： 依靠识别模式并将其与具体行动联系起来。

例如： IT 技术人员可以根据过去的经验解决常见问题，但可能不了解基本理论。

Motor Skills Expertise:

Description: Involves physical skills learned through practice.

Example: Riding a bicycle or kicking a football, where expert actions seem automatic due to extensive
practice.
描述： 涉及通过练习学到的身体技能。

例如：骑自行车或踢足球： 骑自行车或踢足球，由于大量练习，专家的动作似乎是自动完成
的。

Theoretical (Deep) Expertise:

Description: Requires a deep understanding of theoretical concepts in a field.

Example: Engineers and scientists who solve complex technical problems based on theoretical
knowledge acquired through formal training and hands-on experience.

描述：要求对理论有深刻的理解： 要求深入理解某一领域的理论概念。

例如：解决复杂问题的工程师和科学家： 工程师和科学家根据通过正规培训和实践经验获得
的理论知识解决复杂的技术问题。

KM Solution 知识管理解决方案包括用于促进知识管理的方法和工具。

KM Processes are the broad processes that help in discovering, capturing, sharing, and applying
knowledge. 知识管理流程是有助于发现、获取、共享和应用知识的广泛流程。

KM Systems are technologies and mechanisms designed to support Knowledge

Management processes. They can be classified into four types based on the process they
support: 知识管理系统是为支持知识管理流程而设计的技术和机制。根据所支持的流程，它们
可分为四种类型：

1. Knowledge Discovering Systems: Help discover new knowledge or insights

within the organization. 帮助在组织内部发现新知识或新见解。
2. Knowledge Capture Systems: Aid in capturing and storing knowledge from
various sources. 帮助从各种来源获取和存储知识。
3. Knowledge Sharing Systems: Facilitate sharing knowledge among
employees or teams. 促进员工或团队之间的知识共享。
4. Knowledge Application Systems: Assist in applying knowledge to solve
problems or make decisions. 协助应用知识解决问题或做出决策。
KM Mechanisms are the methods or approaches used to facilitate knowledge management
processes. Examples include learning by doing, on-the-job training, observation, and face-to-face
meetings. Long-term mechanisms include hiring a chief knowledge officer, cooperative projects,
organizational policies, and employee rotation. 知识管理机制是用来促进知识管理过程的方法或
途径。例如，边做边学、在职培训、观察和面对面会议。长期机制包括聘请首席知识官、合作
项目、组织政策和员工轮换。

KM Technologies are the tools or technologies used to support knowledge management systems.
These technologies benefit from the KM infrastructure, especially the information technology
infrastructure. Examples include artificial intelligence technologies. 知识管理技术是用于支持知识
管理系统的工具或技术。这些技术得益于知识管理基础设施，特别是信息技术基础设施。例如
人工智能技术。

The implementation of KM systems can have significant organizational impacts:

Shift to a People-Centric Approach: Organizations become more focused on individuals and their
contributions rather than just processes. 组织更加关注个人及其贡献，而不仅仅是流程。

Cost and Cultural Transformation: Implementing KM can be costly and requires top-down directives.
It often involves transforming internal and external cultures and structures. 实施知识管理的成本可
能很高，而且需要自上而下的指令。它通常涉及内部和外部文化与结构的转型。

Strategic Use of Information Systems: KM often involves the strategic use of information systems,
which may not yield immediate returns but can lead to long-term benefits. 知识管理通常涉及信息
系统的战略性使用，这可能不会产生立竿见影的效果，但却能带来长期效益。

Impact on People

知识管理有助于员工相互学习和从外部学习。

它使组织能够成长并适应市场和技术的变化。

知识管理提高了员工的灵活性和工作满意度。

员工可以从过去成功或失败的业务问题解决方案中吸取经验教训。

Impact on Processes:

知识管理可改善营销、制造和会计等组织流程。
它有助于选择最合适的流程，从而提高效率。

知识管理能够快速适应不断变化的环境，保持有效性。

它能提高效率，使组织更具生产力和成本效益。

知识管理鼓励创新，利用共享知识开发创造性的解决方案和流程。

Chapter 3

Nonaka’s Model of Knowledge Creation and Transformation

Socialization: Sharing experiences and skills without language, through observation and practice.

通过观察和实践，在没有语言的情况下分享经验和技能。

Externalization: Articulating tacit knowledge into explicit concepts using language and models.

用语言和模型将隐性知识表述为显性概念。

Combination: Systemizing concepts into a knowledge system, combining different bodies of explicit
knowledge.

将概念系统化，形成知识体系，将不同的显性知识结合起来。

Internalization: Embodying explicit knowledge into tacit knowledge through personal experience,
learning by doing.

通过个人经验将显性知识转化为隐性知识，在实践中学习。

Knowledge Infrastructure 知识基础设施

 People core: Evaluate employee profiles 评估员工档案.

 Content core: Identify knowledge centres 确定知识中心.

 Technical core: The total technology required to operate the knowledge environment 运行知识环
境所需的全部技术.

Knowledge elicitation 知识汲取

知识汲取是从专家那里提取知识的过程。这通常是通过引导式询问和人工方法完成的，而传统
的访谈仍是主要方法。这是因为访谈可以捕捉到通过肢体语言表达的重要隐性知识，而机器无
法做到这一点。人工知识激发的重点是从专家那里提取知识，并使其易于理解，以便存储和应
用。
Unstructured Interview

(early stage ) ()

在项目初期进行一次非结构化访谈，从概念上了解问题和解决问题的一般策略。专家们自然地
讨论主题，重点是广泛的问题。问题是一般性的，采用提示或间接询问的方式。例如，"您如
何确定卫星何时出现故障？

Structured Interview

在项目后期进行结构化访谈，一次只针对一个问题，以了解具体细节。它深入探究每个问题，
以深度优先的方式发掘重要细节。这种方法以概念为导向，深入挖掘已发现的概念。

One-On-Many Interviews: Several experts work closely together, discussing different areas of
specialization. This can lead to immediate resolution of differences and deeper knowledge sharing.

几位专家密切合作，讨论不同的专业领域。这可以立即解决分歧，加深知识共享。

Many-On-One Interviews: Several KEs interview a single expert. While this can provide alternative
perspectives, the expert may feel overwhelmed and become defensive.

几位关键专家对一位专家进行访谈。虽然这可以提供不同的视角，但专家可能会感到力不从心，
产生防卫心理。

Many-On-Many Interviews: Involves multiple experts and KEs, allowing for synergism and multiple
perspectives. However, larger groups may find it difficult to accomplish anything meaningful and may
lead to redundancy. 涉及多个专家和关键专家，可以产生协同效应，提供多种视角。然而，规
模较大的小组可能会发现很难完成任何有意义的工作，并可能导致重复。

Problems with Interviewing

存在一些困难：

 回顾程序性知识

 无效的长期记忆

 口述手工任务

 口述汇编知识

 缺乏背景：不是真实问题，收集的知识可能代表对问题的一般理解。

There are two types of cases:

familiar (well-known to experts, shows typical knowledge)

unusual (uncommon, provides deeper knowledge).

熟悉的（专家熟知的，展示典型知识）

不寻常（不常见，提供更深层次的知识）。

Cases can be used

retrospectively (expert explains how they solved it)

observationally (expert solves it while being observed).

回顾（专家解释他们是如何解决的）

观察法（专家在被观察时解决问题）。

Chapter 4

Expert System

When to Use Expert Systems:

High Potential Payoff or Reduced Risk: When solving a problem could lead to significant benefits or
when there's a need to minimize potential risks. 当解决问题可带来巨大收益或需要将潜在风险降
至最低时。

Faster Solution Development: When there's a need to develop a solution quickly, faster than human
experts could accomplish. 当需要快速开发解决方案时，其速度比人类专家更快。

Training and Development: To provide expertise for training purposes, enabling the sharing of
knowledge with a large number of people. 为培训目的提供专业知识，实现与大量人员共享知识。

Benefits of Expert System

- Increased outputs
- Increased productivity
- Decreased decision-making time
- Reduced downtime
- Flexibility

Limitations of Expert Systems

Knowledge not always readily available 知识并非总能随时获得

Difficult to extract expertise from humans 难以从人类中提取专业知识.

Lack of end-user trust 缺乏最终用户信任

Knowledge subject to biases 知识存在偏差

Systems may not be able to arrive at conclusions 系统可能无法得出结论.

Success Factors of Expert Systems

- Management champion 管理层支持

- User involvement 用户参与
- Training 培训
- Expertise from cooperative experts 合作专家的专业知识
- Qualitative, not quantitative, problem 定性而非定量问题
- User-friendly interface 用户友好界面
- Expert’s level of knowledge must be high 专家的知识水平必须高.

Knowledge codification

process of organizing and representing knowledge before it is accessed by authorized personnel.

知识编码是在授权人员获取知识之前对知识进行组织和表述的过程。

Purpose of Codification:

Making corporate-specific knowledge visible, accessible, and usable for value-added decision
making. 让企业特有的知识变得可见、可获取、可用于增值决策。

Leveraging tacit knowledge through a form that produces the highest return for the business. 通过
能为企业带来最高回报的形式利用隐性知识。

Organizing, categorizing, indexing, and accessing explicit knowledge to make it visible, accessible,
and usable. 对显性知识进行组织、分类、索引和访问，使其可见、可访问和可用。

Benefits of knowledge Codification

Training: Codified knowledge can be used to train new employees more efficiently, ensuring that they
have access to the necessary information and expertise to perform their roles effectively. 培训： 编
纂知识可用于更有效地培训新员工，确保他们获得有效履行职责所需的信息和专业知识。

Decision-making: A well-organized knowledge base can provide valuable insights and information for
decision-making processes, helping to improve the quality and speed of decision-making within an
organization. 决策： 一个组织良好的知识库可以为决策过程提供有价值的见解和信息，有助于
提高组织内决策的质量和速度。

Consistency: Codifying knowledge helps to ensure consistency in how information is accessed, used,
and applied across different parts of the organization. 一致性： 编纂知识有助于确保组织内不同
部门在获取、使用和应用信息时保持一致。
Efficiency: By making knowledge more accessible and searchable, codification can help employees
find information faster, reducing the time spent searching for information. 通过使知识更容易获取
和搜索，编纂可以帮助员工更快地找到信息，减少搜索信息所花费的时间。

Innovation: A well-organized knowledge base can also support innovation by providing employees
with access to a wide range of information and ideas that can inspire new ways of thinking and
working. 一个组织良好的知识库还可以支持创新，为员工提供广泛的信息和想法，从而激发新
的思维和工作方式。

Considerations for Knowledge Codification: 知识编纂的注意事项：

Not an easy or straightforward process. 这不是一个简单或直接的过程。

Recorded knowledge is often difficult to access due to fragmentation or poor organization. 记录在案
的知识往往由于支离破碎或组织不善而难以获取。

Diffusion of new knowledge can be slow. 新知识的传播可能比较缓慢。

Preparation for Codification: 编纂前的准备工作：

Identify organizational goals served by codified knowledge. 确定编纂知识的组织目标。

Assess existing knowledge that can address these goals. 评估能够实现这些目标的现有知识。

Evaluate the usefulness of existing knowledge for codification. 评估现有知识对编纂的有用性。

Determine how to codify knowledge, considering the challenge of codifying tacit knowledge. 考虑到
编纂隐性知识的挑战，确定如何编纂知识。

Knowledge Transfer Fundamentals:

 Definition: Transmission of knowledge from one source to another, including

absorption and appropriate use. 将知识从一个来源传递给另一个来源，包括吸
收和适当使用。
 Goal: Facilitate knowledge sharing, collaboration, and networking. 促进知识共
享、协作和联网。
Knowledge Transfer Prerequisites: 知识转移的先决条件

 Knowledge is personal and involves providing one's own property. 知识是个人

的，涉及提供自己的财产。
 Involves political, interpersonal, leadership, and organizational considerations.
涉及政治、人际、领导和组织方面的考虑。
 Guidelines include building trust, promoting collaboration, accommodating
change, and prioritizing reasoning over processing. 指导原则包括建立信任、
促进合作、适应变化以及推理优先于处理。

Inhibitors of Knowledge Transfer: 知识转移的阻碍因素：

 Factors such as lack of trust, insufficient time and places for conferences,
status of the knower, and quality and speed of transfer can hinder knowledge
transfer.
 缺乏信任、会议时间和地点不足、知情者的地位、转让的质量和速度等因素都
会阻碍知识转让。

Trust as a Key Success Factor: 信任是成功的关键因素：

 Establishment of an environment where employees feel free to share insights,

experiences, and know-how is crucial. 建立一个让员工能够自由分享见解、经
验和技术诀窍的环境至关重要。
 Trust supports knowledge management by encouraging reciprocity, free
exchange, and innovation recognition. 信任通过鼓励互惠、自由交流和创新认
可来支持知识管理。
 Lack of trust can lead to hoarding knowledge and building suspicion. 缺乏信任
会导致知识的囤积和猜疑。

 Building Trust:
 Decentralizing or flattening the organizational structure to enable
teamwork in decision-making. 下放权力或扁平化组织结构，使团队合
作参与决策。
 Reducing control-based management and encouraging management
by results. 减少控制型管理，鼓励成果管理。
 Revisiting the company's mission statement and ethics policy to
demonstrate new views. 重新审视公司的使命宣言和道德政策，以展示
新的观点。
5 types of Knowledge Transfer

Serial Transfer:

 Definition: Knowledge gained from a task in one setting is transferred to the

next time the team does the task in a different setting.
 Focus: Collective knowledge of the team rather than individual knowledge.
 定义： 从某一任务中获得的知识会在下一次团队在不同的环境中执行任务时进
行转移。
 重点： 团队的集体知识而非个人知识。

Near Transfer:

 Definition: Explicit knowledge gained from a frequent and repeated task is

reused by other teams doing similar work.
 Context: Receiving team does a task similar to the source team in a similar
context.
 定义： 从一项频繁和重复的任务中获得的显性知识被从事类似工作的其他团队
重复使用。
 背景： 接收团队在相似的环境中完成与源团队相似的任务。

Far Transfer:

 Definition: Tacit knowledge gained from a non-routine task is shared with

other teams doing similar work in a different part of the organization.
 Context: Receiving team does a task similar to the source team but in a
different context.
定义： 从一项非例行任务中获得的隐性知识与在组织不同部门从事类似工作的
其他团队共享。
背景： 接收团队在不同的环境中执行与源团队类似的任务。

Strategic Transfer:

 Definition: Collective knowledge of the organization is utilized for a strategic

task critical to the whole organization.
 Context: Receiving team does a task impacting the whole organization in a
different context from the source team. 定义： 组织的集体知识被用于对整个
组织至关重要的战略任务。
 - 背景： 接收团队在不同于来源团队的背景下完成影响整个组织的任务。
Expert Transfer:

 Definition: Team seeks expertise from others in the organization for a

technical question beyond their own knowledge.
 Context: Receiving team does a different task from the source team but in a
similar context.
- 定义： 团队向组织中的其他人寻求专业知识，以解决超出自身知识范围的技术问题。
- 背景： 接收团队执行的任务与源团队不同，但背景相似。

Chapter 5
Knowledge Discovery / Creation Tools
Purpose: To find useful patterns in data, offering discovery services and tools to aid
in discovering new information and knowledge. 从数据中发现有用的模式，提供发现
服务和工具，帮助发现新的信息和知识。

Types of Tools:
Intelligent Agents:
Systems with inferential capabilities that use prior knowledge to connect user
requests with relevant documents, aiding in intelligent retrieval and overcoming
information overload. 具有推理能力的系统，利用先验知识将用户请求与相关文档联
系起来，帮助进行智能检索和克服信息过载。
Search Engines:
Function: Assist users in locating information via search. 协助用户通过搜索查找
信息。
Use: Integral to large information storage and retrieval systems (IRS) internally
or externally (e.g., on the Internet). 内部或外部（如互联网）大型信息存储和检索
系统（IRS）的组成部分。
Characteristics: Require indexing of information for subsequent search and
retrieval. 需要为信息编制索引，以便随后进行搜索和检索。

Data Mining:

 Definition: Exploration and analysis of large volumes of data to discover

meaningful patterns and rules. 探索和分析大量数据，以发现有意义的模式和
规则。

 Process: Extracts useful information and knowledge from large data volumes
for applications such as decision making, sales, marketing, and customer
 support. 从大量数据中提取有用的信息和知识，用于决策、销售、营销和客户
支持等应用。

Knowledge Transfer/ Sharing tools

Collaboration Services:
Purpose: Facilitate interaction between individuals working on cross-
disciplinary teams or across different locations. 促进在跨学科团队或不同地点工
作的个人之间的互动。
Types: Conversation-based, transaction-based, collaboration-based (jointly
working towards a shared goal). 以对话为基础、以交易为基础、以协作为基础（共
同致力于实现共同目标）。

Communication Tools:

 Examples: Email, instant messaging (IM), teleconferencing, web conferencing,

video conferencing.
 Purpose: Enable quick and efficient communication, overcoming geographical
barriers. 实现快速高效的沟通，克服地域障碍。

Groupware:

 Definition: Technologies facilitating group work, including communication,

cooperation, coordination, problem-solving, etc. 促进小组工作的技术，包括沟
通、合作、协调、解决问题等。
 Types: Synchronous (real-time) or asynchronous (not real-time). 同步（实时）
或非同步（非实时）。
 Examples: Electronic meeting rooms, information kiosks, discussion boards,
whiteboards, workflow management tools, application sharing tools. 电子会议
室、信息亭： 电子会议室、信息亭、讨论板、白板、工作流程管理工具、应用
程序共享工具。

Intranet (Knowledge Portal):

 Purpose: Drive organizational efficiency, support sharing of best practices,

facilitate internal communications. 提高组织效率，支持分享最佳实践，促进内
部交流。
 Features: Focuses on user needs, supports organizational goals and
processes, enables collaboration and communities, promotes learning and
 innovation, delivers bottom-line results. 关注用户需求，支持组织目标和流程，
促进协作和社区，推动学习和创新，提供底线成果。

Advantages: Facilitates quick and efficient communication, enables collaboration

across geographical boundaries, supports rich media. 促进快速高效的沟通，实现跨
地域协作，支持富媒体。

Disadvantages: Requires users to be online simultaneously for synchronous tools,

quality dependent on network conditions, privacy concerns in some tools. 同步工具
要求用户同时在线，质量取决于网络条件，某些工具存在隐私问题。

Introduction to Management (CRM) Customer Relationship

CRM is a generic term for software, methodologies, and strategies that help
companies manage relationships with customers. 客户关系管理是帮助企业管理与客
户关系的软件、方法和战略的总称。

It covers all aspects of interaction with customers, including sales and service. 它涵盖
与客户互动的所有方面，包括销售和服务。

Importance of CRM:

 Helps companies understand customers' needs and wants. 帮助企业了解客户

的需求和愿望。
 Allows companies to gather and access information about customers' profiles,
preferences, purchasing histories, etc. 允许公司收集和获取有关客户的概况、
偏好、购买历史等信息。
 Enables companies to anticipate future customer needs and develop new
market niches. 使企业能够预测未来的客户需求并开发新的市场。
 Aims to achieve better customer loyalty. 旨在提高客户忠诚度。

Benefits of CRM Implementation:

 Meets increasing customer expectations for fast, personalized service and

convenience. 满足客户对快速、个性化服务和便利性日益增长的期望。
 Helps companies compete effectively in a customer-oriented economy by
streamlining customer-centric processes. 通过简化以客户为中心的流程，帮助
企业在以客户为导向的经济环境中有效竞争。
  Integrates marketing, sales, and service activities to improve customer
satisfaction and increase business. 整合营销、销售和服务活动，提高客户满意
度，增加业务量。
 Saves money through automated customer service and allows personalized
support for profitable customers. 通过自动化客户服务节约成本，为盈利客户
提供个性化支持。
 Utilizes customer data for cross-selling and up-selling, such as Amazon's
product recommendations. 利用客户数据进行交叉销售和追加销售，如亚马逊
的产品推荐。

Links between KM and CRM:

 CRM is seen as an application within the KM tools framework.

 客户关系管理被视为知识管理工具框架内的一种应用。
 KM tools help manage knowledge/information about customers, competitors,
regulators, and suppliers. 知识管理工具有助于管理有关客户、竞争对手、监管
机构和供应商的知识/信息。
 KM ensures knowledge/information is shared and available to the right people
at the right time. 知识管理确保知识/信息的共享，并在正确的时间提供给正确
的人。
 KM helps leverage knowledge assets to achieve a competitive advantage. 知识
管理有助于利用知识资产实现竞争优势。

Competitive Intelligence (CI) 竞争情报

A systematic process for gathering and analyzing information about competitors and
the competitive environment. 收集和分析有关竞争对手和竞争环境信息的系统过程。

Helps in making strategic business decisions and achieving organizational goals.

有助于做出战略性商业决策和实现组织目标。

Enables businesses to define market spaces, provide leading products and services,
identify competitor vulnerabilities, compete effectively, and protect advantages. 使企
业能够确定市场空间、提供领先的产品和服务、识别竞争对手的弱点、进行有效竞争
并保护优势。