1、本科毕业论文（设计）外文翻译题目XX企业知识型员工的激励研究学院商学院专业人力资源管理班级学号学生姓名指导教师外文题目KNOWLEDGEMANAGEMENTFORSUSTAINABLECOMPETITIVENESSINSMALLANDMEDIUMSURVEYINGPRACTICES外文出处KNOWLEDGEMANAGEMENT外文作者GAMMELGAARD原文KNOWLEDGEMANAGEMENTFORSUSTAINABLECOMPETITIVENESSINSMALLANDMEDIUMSURVEYINGPRACTICESGAMMELGAARDKNOWLEDGE,UNLIKENATURALRES
2、OURCESANDOTHERPHYSICALCAPITAL,ISNOTDEPLETEDWHENITISUSEDINDEED,ITISEXPANDEDANDOPENTOFURTHERGROWTH,REFINEMENTANDMARKETABILITYKNOWLEDGEMANAGEMENTKM,DIRECTSANDENHANCESORGANISATIONALDECISIONSASTOHOW,WHERE,ANDWHENTOCREATEANDACCOUNTFORNEWKNOWLEDGEITFACILITATESEDUCATION,TRAINING,TECHNICALREFRESHMENTANDONTHE
3、JOBEXPERIENCECAPTURINGKNOWLEDGEPREVENTSTHELOSSOFCRITICALKNOWLEDGEDUETORETIREMENT,DOWNSIZINGANDOUTSOURCINGKMSHOULDINCORPORATETACITANDEXPLICITKNOWLEDGETHATCOULDBEEVALUATEDANDINTEGRATEDINTOTHEORGANISATIONALMEMORYTACITKNOWLEDGE,AKEYCOMPONENTOFSOCIALLYCONSTRUCTEDKNOWLEDGENONAKAANDTAKEUCHI,1995,ISMAINLYCA
4、PTUREDTHROUGHINFORMALDISCUSSIONSITISMAINLYPEOPLEBOUNDANDDIFFICULTTOFORMALISEANDTHEREFOREDIFFICULTTOTRANSFERORSPREADTACITKNOWLEDGEISMAINLYLOCATEDINPEOPLESHEADSANDTHEREFORECANNOTBETREATEDINTHESAMEWAYASEXPLICITKNOWLEDGEISTREATEDINFACT,TACITKNOWLEDGECANBELOCATED,BUTITCANNOTBEREADILYCAPTUREDTHEWAYEXPLICI
5、TKNOWLEDGEISCAPTURED,BECAUSEITRESIDESINTHEMINDSOFPEOPLEKNOWLEDGEIDENTIFICATIONTHREESURVEYORSINTERVIEWEDSAIDTHATABIGCHALLENGEWASINIDENTIFYINGACCURATELYWHATKNOWLEDGEWASUSEFULANDWHERETOGETTHEAPPROPRIATEKNOWLEDGETHEYALSOSAIDTHATTHEKEYCHALLENGESWERETOMAINTAINTHEALREADYEXISTINGKNOWLEDGEANDLEVERAGINGITKAMA
6、RAETAL2002STATEDTHATTOHAVETHEKNOWLEDGEOFTHEPEOPLESKILLSFORASPECIFICTASK,KNOWLEDGEOFTHEABILITIESOFSUPPLIERSANDSUBCONTRACTORS,ANDKNOWINGWHOTOCONTACTWHENTHEREISAPROBLEMWASCONSIDEREDTOBEAKEYASPECTOFANYKMSTRATEGYINSMALLORGANISATIONS,MOSTKNOWLEDGEIDENTIFICATIONISDONETHROUGHINFORMALNETWORKS,BUTASORGANISATI
7、ONSGROWTHESENETWORKSCANNOTPOSSIBLYBEAWAREOFTHEENTIREKNOWLEDGEAFEWEXPERTSWITHINTHEORGANISATIONMAYBECALLEDORCONTACTEDREPEATEDLY,NEVERHAVINGTIMETOFULLYRESPONDTOTHEIRDUTIESFOREXAMPLE,EMPLOYEESCOULDRARELYFINDKEYDOCUMENTSWITHOUTTHEHELPOFEXPERTSWITHINEACHWORKAREA,LEAVINGTHEEXPERTSFEELINGOVERWHELMEDBYCALLST
8、HATMAKEPOORUSEOFHIS/HERTIMEAKEYSTEPHEREISTOCAPTURETHEKNOWLEDGEOFEXPERTISETOGUIDESEEKERSTOTHEAPPROPRIATEDOCUMENTSANDEXPERTSTHEFIELDSTUDYINDICATESTHATMANYSMESSEEMTOHAVEEFFICIENTANDINFORMALCOMMUNICATIONNETWORKSTHEYCANAFFORDFASTRESPONSETOINTERNALPROBLEMSOLVINGHOWEVER,THEYOFTENLACKTIMEORRESOURCESTOIDENTI
9、FYANDUSEIMPORTANTEXTERNALSOURCESOFSCIENTIFICANDTECHNOLOGICALEXPERTISE1KNOWLEDGECAPTUREBARCHAN1999SUGGESTSTHATTHEORGANISATIONLOSESMORETHANTHEPEOPLEKNOWLEDGE,EGINVESTMENTMADEFORPROFESSIONALDEVELOPMENTANDCOMPETENCE,WHENAMEMBEROFSTAFFLEAVESANORGANISATIONWHENEMPLOYEESLEAVETHEORGANISATION,THECOEMPLOYEESTE
10、MPORARILYMAINTAINTHEPOSITIONUNTILANOTHERPERSONISRECRUITEDINSMES,THEATTEMPTSMADETOTRANSFORMTACITKNOWLEDGEINTOEXPLICITKNOWLEDGEHAVE,INTHEMAIN,BEENUNSUCCESSFULTHEABILITYTOSURVIVEANDTHRIVERELIES,TOSOMEEXTENT,ONANORGANISATIONSABILITYTOMAINTAINANDRETAINOLDANDNEWKNOWLEDGEINTHEFACEOFCOMPLEXITY,UNCERTAINTYAN
11、DRAPIDCHANGEBROOKING1996,STATESTHATONLY20PERCENTOFKNOWLEDGEAVAILABLETOANORGANISATIONISACTUALLYUSEDWHATHAPPENSTOTHEREMAINING80PERCENTOFTHEEMPLOYEESKNOWLEDGEHENCETHECAPTUREOFEMPLOYEESKNOWLEDGEISVITALTOTHEORGANISATION,ESPECIALLYKEYDECISIONS,MADEBASEDONEXPERIENCEANDINFORMATIONWHICHISUSUALLYSHAREDINFORMA
12、LLYITSEEMSTHATTHEIMPORTANCEOFTHEEMPLOYEESKNOWLEDGEISOFTENREALISED,PERHAPSTOOLATE,WHENTHEEMPLOYEEISABOUTTOLEAVETHEORGANISATION,ASHE/SHEPREPARESTOTAKEWITHHIM/HERKNOWLEDGEANDEXPERIENCEGAINEDOVERTHEYEARSINTHEFIELDSTUDY8OUTOF12INTERVIEWEES67PERCENTINCLUDINGTHESURVEYORS,AGREEDTHATKNOWLEDGECAPTUREWASACHALL
13、ENGESOMEOFTHEMECHANISMSFORKNOWLEDGECAPTURE,INTHEORGANISATIONSINTERVIEWED,INCLUDEDFORMALMEETINGS,WHEREMEETINGSAREMINUTEDANDCIRCULATED,ANDACENTRALDATABASEFORCAPTURINGPROJECTREVIEWSTHEINTERVIEWEESALSOREVEALEDINSTANCESWHEREMEMBERSOFSTAFFHADTOSUBMITREPORTSAFTERATTENDINGEXTERNALSEMINARSANDEXHIBITIONSTWOOU
14、TOFTHE11ORGANISATIONSPRODUCEDNEWSLETTERSTWICEAYEARTHETACITKNOWLEDGEWHICHISDIFFICULTTOCODIFYISSHARED,CAPTUREDANDTRANSFERREDTHROUGHTELEPHONES,MOBILEPHONESANDINFORMALFACETOFACEMEETINGS2KNOWLEDGESTOREDSTORINGOFKNOWLEDGEISANIMPORTANTCHALLENGEFORSMESCONVERTINGTACITINTOEXPLICITKNOWLEDGEANDSHARINGSUCHKNOWLE
15、DGEISESSENTIALINANORGANISATIONWITHSCARCERESOURCESONEOFTHEMAINCHARACTERISTICSOFSMESISTHATTHEHIERARCHYISOFTENCONTRACTED,ANDDECISIONMAKINGISCENTRALISEDATOWNER/MANAGERLEVELTHEORGANISATIONCHARTISRARELYFORMALISEDINSMES,THEOWNER/MANAGERSPERSONALITY,SKILLS,RESPONSIBILITIES,ATTITUDESANDBEHAVIOURHAVEADECISIVE
16、INFLUENCEONTHEORGANISATIONSTRATEGYHE/SHEHASASIGNIFICANTINFLUENCEINSUPPORTINGORGANISATIONALKNOWLEDGEPROGRAMMESANDPRACTICESSMES,HOWEVER,HAVEDIFFERENTORGANISATIONALSTRENGTHSTOMANAGEORGANISATIONALKNOWLEDGEBYVIRTUEOFTHEIRSIZEANDSTRUCTUREEGBUANDSTURGES,2001CONSTRUCTIONSMESAPPEARTOBELIMITEDINTHETYPEOFTECHN
17、OLOGYEMPLOYEDFORMANAGINGKNOWLEDGETHEPILOTSTUDYREVEALSTHATTHEYARECONCERNEDWITHTELEPHONES,FAXES,EMAILS,ANDINTERNETANDINTRANETFACILITIESRECORDINGTHEVALUABLEEXPERIENCEINELECTRONICFORMDOCUMENTS,DATABASES,WEBPAGES,KNOWLEDGEBASEDSYSTEMSCANHELPTOPREVENTTHEREPETITIONOFMISTAKESANDTHEREUSEOFBESTPRACTICE,WHILER
18、EDUCINGCOSTSANDIMPROVINGCONSISTENCYTHISCANALSOHELPTOTRAINNEWSTAFFANDTOPRESERVETHECOMPANYSEXPERTISE,ESPECIALLYBEFOREKEYMEMBERS/EMPLOYEESOFSTAFFLEAVETHEORGANISATIONSTOREDKNOWLEDGECOULDBEDISSEMINATED,THROUGHKNOWLEDGETRANSFERORKNOWLEDGESHARING3KNOWLEDGEDISSEMINATIONKNOWLEDGEDISSEMINATIONCONSISTSOFKNOWLE
19、DGETRANSFERANDKNOWLEDGESHARINGINTHESTUDY,6OUTOFTHE1250PERCENTOFTHOSEINTERVIEWEDAGREEDTHATKNOWLEDGEDISSEMINATIONISACHALLENGELACKOFTIME,LACKOFCOMMUNICATIONSKILLSANDRAPIDCHANGEININFORMATIONANDCOMMUNICATIONTECHNOLOGIESICTAREHIGHLIGHTEDASSOMEOFTHEMAINCONCERNSFORKNOWLEDGEDISSEMINATIONTHEELEMENTOFTRUSTPLAY
20、SANIMPORTANTROLEINKNOWLEDGEDISSEMINATIONEDVINSSON2002STATEDTHATTRUSTTIESTOGETHERANATTENTIVESYSTEM,WHICHFORMSTHECOLLECTIVEMINDREQUIREDFORRELIABLEPERFORMANCETRUSTISCONSIDEREDIMPORTANTFORKNOWLEDGEDISSEMINATION,ASSTATEDBYSOMEOFTHERESPONDENTSFACETOFACEDISCUSSIONSAREANIMPORTANTMETHODOFKNOWLEDGEDISSEMINATI
21、ONMOTIVATINGTHEEMPLOYEESTOSHARETHEKNOWLEDGETHEYHAVEINVOLVESPEOPLEMANAGEMENT,WHERETRUSTITSELFISANINCENTIVETHEESTABLISHMENTOFAPSYCHOLOGICALCONTRACTBETWEENEMPLOYERANDEMPLOYEEISACONSTRUCTIVEAPPROACHINDEVELOPINGAKNOWLEDGESHARINGCULTURETHECONCEPTOF“KNOWLEDGEISPOWER”HASTOBETACTFULLYTEMPEREDBYTHENOTIONTHATS
22、HAREDKNOWLEDGESTAYSWITHTHEGIVER,WHILEITENRICHESTHERECEIVERTHISNOTIONOF“INCREASINGRETURNSOFKNOWLEDGE”NEEDSTOBEVIGOROUSLYPROMOTEDMOTIVATIONISTHERESPONSIBILITYOFBOTHMANAGEMENTANDINDIVIDUALSTAFFORGANISATIONSMUSTFINDWAYSTOMOTIVATEEMPLOYEESTOSHAREWHATTHEYKNOWANDTOAPPLYTHEKNOWLEDGEOFOTHERS,CONTRIBUTINGTOAK
23、NOWLEDGESHARINGCULTURE4KNOWLEDGECREATIONKNOWLEDGECREATIONISAPROCESSOFADDINGVALUETOPREVIOUSKNOWLEDGETHROUGHINNOVATIONDUFFY,2000ONEOFTHEINTERVIEWEESINVOLVEDINTHEPILOTSTUDYPUTFORTHHISTHOUGHTSASFOLLOWS“IFTHEORGANISATIONDIDNOTCREATENEWKNOWLEDGE,ITWOULDNOTSURVIVE”NEWSKILLSANDCOMPETENCESOFTHEEMPLOYEESHAVEA
24、VITALROLETOPLAYINTHESURVIVALOFANORGANISATIONFOUROUTOFTWELVE33PERCENTINTERVIEWEESNOTEDTHATKNOWLEDGECREATIONISALEARNINGCURVEFORTHEINDIVIDUAL,ASWELLASTHEORGANISATIONITISALSOACCEPTEDTHATKNOWLEDGECREATIONISACHALLENGE,WHICHTOSOMEEXTENTCOULDBESEENASANINDICATIONOFTHELACKOFRESOURCESINSMESTOIDENTIFYANDUSEIMPO
25、RTANTEXTERNALSOURCESOFSCIENTIFICEXPERTISEANDADVICEROTHWELLANDMARK,1992INGENERATINGNEWKNOWLEDGEINFORMATIONOVERLOADANDTIMEWERETHETWOMAINCONSTRAINTSFORKNOWLEDGECREATIONFORTHEORGANISATIONSTHATPARTICIPATEDINTHEPILOTSTUDYTHESMESNEEDTODEVELOPTHEIRUNDERSTANDINGOFKM,ASAKEYBUSINESSDRIVERRATHERTHANASARESOURCEI
26、NTENSIVEADDITIONALINITIATIVEWHILEINTRODUCINGKM,ALOGICALSEQUENCEISTOBEUSEDTOMINIMISEEFFORTANDCOSTBECAUSESMESBYNATUREDONOTHAVEMUCHFINANCIALBACKINGANDINVESTMENTONKMPROGRAMMESLEVYETAL2003STATETHATSMESAREKNOWLEDGECREATORSBUTAREPOORATKNOWLEDGERETENTIONTHEYNEEDTOBEPROACTIVEINKNOWLEDGESHARINGARRANGEMENTSTOR
27、ECOGNISETHATKNOWLEDGEHASVALUEANDTHEVALUEADDEDISDERIVEDFROMKNOWLEDGEEXCHANGETHISWOULDHELPSMESTOIMPLEMENTKMATTACTICALANDSTRATEGICLEVELSANDPROVIDETHEMWITHASUSTAINABLECOMPETITIVEADVANTAGELACKOFTIME,LACKOFCOMMITMENTANDUNWILLINGNESSTOSHARETHEIRKNOWLEDGEARESOMEOFTHEBARRIERSIDENTIFIEDFORTHEIMPLEMENTATIONOFK
28、MINTHEPILOTSTUDYCONDUCTEDON11CONSTRUCTIONSMESMANAGINGKNOWLEDGEASSETSINSMESISNOTEASYKMISANINTEGRATEDANDCOMPLEXSOCIALPROCESSWHICHINVOLVESCULTURE,PEOPLE,FINANCE,TECHNOLOGYANDORGANISATIONALSTRUCTURESATITSCORETOREMAINCOMPETITIVEINTHEMARKET,THEROLEOFOWNER/MANAGERISVERYIMPORTANTANDTHESTRATEGYRELATEDDECISIO
29、NSTAKENAREATTHEVERYHEARTOFTHEFIRMSACTIVITYINSMES,THEHIERARCHYISOFTENCONTRACTEDANDDECISIONMAKINGISCENTRALISEDATOWNER/MANAGERLEVELTHEORGANISATIONCHARTISRARELYFORMALISEDTHEOWNER/MANAGERHASASIGNIFICANTINFLUENCEINSUPPORTINGORGANISATIONALKNOWLEDGEPROGRAMMESANDPRACTICESSMALLFIRMSAREBELIEVEDTOHAVERELATIVEAD
30、VANTAGESINTHEMOTIVATIONOFTHEIRSTAFFANDCOMMITMENT,REFLECTEDINFLEXIBILITYANDSPEEDOFRESPONSETOSERVICEDELIVERYPEOPLEDONOTLIKECHANGEITTAKESTIMEANDEFFORTTOGETPEOPLETOACCEPTANDLEARNNEWWAYSOFWORKINGINSUCHAWAYTHATTHEYAREABLETOAPPLYTHEMWITHEASEOWNER/MANAGERSHAVETOUNDERSTANDTHEVALUEOFINVESTINGINKMANDTHEBENEFIT
31、SOFALLOWINGPEOPLETOHAVERESOURCESFOREFFECTIVEKMPRACTICESEMPLOYEESSHOULDNOTBEAFRAIDOFMAKINGMISTAKES,BUTSHOULDBEENCOURAGEDTOSHARETHELESSONSLEARNTINORDERTOCURBREPETITIONSOFTHESAMEMISTAKESANENVIRONMENTTHATALLOWSTHISTOPREVAILISLIKELYTOCONTRIBUTEPOSITIVELYTOACULTURETHATSUPPORTSKMINORGANISATIONS5POTENTIALBE
32、NEFITSOFKMSYSTEMATICCAPTUREANDCODIFICATIONOFKNOWLEDGEMAKESITEASIERTODISSEMINATEANDUSEKNOWLEDGEIMPROVEDINTERACTIONANDITERATIONBETWEENKNOWLEDGEWORKERS,AUGMENTEDBYAPPROPRIATETECHNOLOGY,EFFECTIVELYAMPLIFIESKNOWLEDGEFROMBEINGTACITANDINDIVIDUALINTOAFORMTHATISMOREWIDELYUSEDTHROUGHOUTTHEORGANISATIONONANONGO
33、INGBASISSKYRMEANDAMIDON,1997THEPOTENTIALBENEFITSOFKMFORSURVEYINGPRACTICESAREASFOLLOWSIMPROVEDABILITYTOSUSTAINCOMPETITIVEADVANTAGEOFANORGANISATIONIMMEDIATERESULTSINSOLVINGORGANISATIONWIDEPROBLEMSIMPROVEDORGANISATIONALPRODUCTIVITYINDELIVERINGSERVICESTOCLIENTSDEVELOPMENTANDCONSTANTIMPROVEMENTOFCOMPETIT
34、IVELONGRANGESERVICEANDTECHNOLOGYSTRATEGIESIMPROVEMENTSINTHEQUALITYOFANORGANISATIONSWORKFORCE,THROUGHCAPACITYBUILDINGANDUPSKILLINGSTIMULATIONANDMOTIVATIONOFEMPLOYEESFORMALISEDKNOWLEDGETRANSFERSYSTEMCANBEESTABLISHEDBESTPRACTICES,LESSONSLEARNEDIMPROVEDCAPTUREANDUSEOFKNOWLEDGEFROMSOURCESOUTSIDETHEFIRMIM
35、PROVEDINTEGRATIONOFKNOWLEDGEWITHINTHEFIRMBETTERONTHEJOBTRAININGOFEMPLOYEESENHANCEDCLIENTRELATIONSBETTERCLIENTINTERACTIONDEVELOPMENTOFCULTUREFORORGANISATIONALGROWTHANDSUCCESSIMPROVEDEMPLOYEERETENTIONENHANCEDBUSINESSDEVELOPMENTANDTHECREATIONOFOPPORTUNITIESFORORGANISATIONSANDENHANCEDANDSTREAMLINEDINTER
36、NALADMINISTRATIVEPROCESSESOTHERBENEFITSAREASFOLLOWSENHANCINGPERFORMANCEANDPRODUCTIVITYBYSOLVINGEMERGINGORGANISATIONALPROBLEMSAKMSYSTEMCOULDPROVIDECRITICALINFORMATIONANDKNOWLEDGETO“KNOWLEDGEWORKERS”EFFICIENTLYANDEFFECTIVELYSOASTOREDUCECOSTANDTIMEWHILEIMPROVINGTHEQUALITYOFPERFORMANCELIEBOWITZ,1999FOST
37、ERINGINNOVATIONANDSERVICESKMENABLESANINNOVATIONSTRATEGYTHATWOULDOTHERWISENOTBEPOSSIBLEFIRMSWITHMOREINNOVATIVECREATIONAPPROACHESINFORMEDBYKNOWLEDGECREATIONHAVEBEENFOUNDTOBEMOREPROFITABLEOVERTIMEENABLINGIDENTIFICATIONOFKNOWLEDGEGAPSKMIDENTIFIESWHATKNOWLEDGEISNEEDEDTOSUPPORTTHEOVERALLORGANISATIONALGOAL
38、SITALSOFOCUSSESONTHEEFFORTSKNOWLEDGENEEDEDTOSATISFYTHEPRESENTCLIENTSANDTOWINNEWCLIENTSIDENTIFYINGKNOWLEDGEFLOWKMPROVIDESAMAPOFKNOWLEDGEFLOWSWITHINANDACROSSTHEORGANISATIONSITALSOHIGHLIGHTSBOTHTHEBESTPRACTICESANDBARRIERSTOKNOWLEDGESHARINGIDENTIFYINGKNOWLEDGEASSETSKMPROVIDESTHEINVENTORYOFKNOWLEDGEASSET
39、S,ALLOWINGTHEMTOBECOMEMOREVISIBLEANDTHEREFOREMOREMEASURABLEANDHELPSTOPROVIDEACLEARERUNDERSTANDINGOFTHECONTRIBUTIONOFKNOWLEDGETOORGANISATIONALPERFORMANCEITALSOSUGGESTSPOTENTIALREUSEORBETTERUSEOFVALUABLEKNOWLEDGEIMPROVINGEFFICIENCYSYSTEMATICINFORMATIONANDKMPROCESSESAVOIDTHEDUPLICATIONOFEFFORTANDSAVEEX
40、TERNALEXPENDITUREONKNOWLEDGEALREADYKNOWNINTERNALLYSHARINGKNOWLEDGEWITHCLIENTSSHARINGKNOWLEDGECANHELPNEWCLIENTSUNDERSTANDANORGANISATIONSOVERALLCONTEXTANDSTRUCTUREALSO,PROVIDESTHECLIENTSUPPLIERWITH“SHAREDSPACES”INWHICHTOSHAREINTELLIGENCEANDMATERIALSANDENCOURAGEINNOVATION6STRATEGIES,TOOLSANDTECHNIQUESF
41、OREFFECTIVEKMCOMPAREDWITHLARGEORGANISATIONS,SMALLERORGANISATIONSTENDTOHAVELESSECONOMICPOWERAND,THEREFORE,FINDITDIFFICULTTOCOMMITTHERESOURCESTOIMPLEMENTFORMALKMSTRATEGIESEGBUANDBOTTERILL,2002THISWASEVIDENTINTHEPILOTSTUDY,WHEREINFORMALFACETOFACESOCIALINTERACTIONWASTHEMOSTEFFECTIVETECHNIQUEUSEDINTHESHA
42、RINGOFKNOWLEDGEDUETOAHOSTOFCOMPLEXFACTORS,INCLUDINGFINANCE,SIZEANDSTRUCTUREOFTHEFIRMS,MOSTOFTHEKMSTRATEGIESADOPTEDAREINFORMALTHESEISAPLACEFORBOTHINFORMALANDFORMALKMSTRATEGIES（节选）译文具有竞争力企业的知识管理测量方法GAMMELGAARD知识有别于其他自然资源和物质资本，是用不完的资源。实际上，它是对进一步完善和市场化发展的花费和开发。知识管理是指导和提高组织决定如何、在何处创造新知识。它促进教育，培训，技术茶点和在职经
43、验。防止因退休，裁员和外包损失关键知识。知识管理应包括可进行评估并集成到组织记忆的隐性知识和显性知识。隐性知识的一个关键组成部分是社会构建的知识NONAKAANDTAKEUCHI,1995，主要是通过非正式讨论的捕获。这主要是人的约束，难以形式化，因此很难转移或分散。隐性知识在人们的生活中很重要，因此不能以同样的方式处理隐性知识。事实上，隐性知识可以被定位，但不能像捕获显性知识那样被轻易捕获，因为它在人们的心中驻留。知识鉴定三个测量师说，一个很大的挑战是准确地确定什么知识是有益的和在哪里得到相应的知识。他们还说，关键挑战是维持现有的知识和利用它。卡马拉等指出，任何知识管理战略的关键环节是拥有应
44、对特点知识，应付供应商和分包商的能力、知识，知道能联系谁的能力的人。在小型组织，大部分知识鉴定是通过非正式网络，但随着组织成长，这些网络不可能认识整个知识。没有时间来充分完成他们的职责，组织内的一些专家可能多次被批评。例如，专家没有在该工作领域进行指导，员工很少能找到自己所存在的问题。使专家有种不堪重负的感觉，他/她的时间使用不当。这里的一个关键步骤是捕获的专业知识，引导求职者找到适当的能力。该领域的研究表明，许多中小企业似乎有有效率的和非正式网络。它们能够快速解决内部问题。然而，他们往往缺乏时间或资源来识别和使用重要的外部的科学和技术。1、知识获取BARCHAN（1999）认为，组织知识的损
45、失比人的知识多，例如投资取得的专业发展能力，当员工离开组织，联合雇员暂时维持位置，直到另一人被招募。中小型企业企图由显性知识向隐性知识转化，最后没有成功。一定程度上，能以生存和发展为依托，一定程度上对组织能力，保持和保留的复杂性，不确定性和迅速变化的知识面对以老的体系，BROOKING说，一个组织提供的知识只有百分之二十的人在使用。其余百分之80的雇员的知识会发生什么变化因此，对组织来说，雇员的知识获取是非常重要的，尤其是关键的决定，就经验和信息共享通常是非正式的。当员工即将离开该组织时，雇员知识的重要性常常被实现，或许为时已晚，因为他/她准备带走他/她多年来获得的知识和经验。在实地考察的百分
46、之67的受访者，包括测量师，一致认为知识的捕获是一个挑战。在机构采访中，一些知识捕获机制，包括正式会议，其中会议会议记录和分发，以及用于捕获项目评审的中央数据库。受访者还透露，工作人员必须提交在参加外部研讨会和展览的报告。两个组织每年两次开展的11个生产通讯。隐性知识是难以编纂共享，通过电话、移动电话和非正式的面对面的会议是很难捕获转移。2、知识储存知识的存储是一个中小型企业的重要挑战。转换成显性知识和隐性知识共享对这样一个资源匮乏的组织至关重要。中小企业的主要特点之一是承包层次和决策都集中在老板手里，组织图表很少正规化。中小型企业，所有者/经理的个性，技能，责任，态度和行为对组织的战略有决定
47、性的影响。他/她在支持组织知识的方案和做法有着显著的影响。然而，中小企业有不同组织力量来管理他们的大小和组织结构的组织知识的优点EGBUANDSTURGES,2001。在有限的技术内完成中小型企业管理知识建设。试点研究表明，它们与电话，传真，电子邮件，互联网及内联网设施有关。以电子形式记录了宝贵的经验（文件，数据库，网页，以知识为基础的系统）可以帮助防止重蹈覆辙的最佳做法和再利用，同时降低成本，提高一致性。这也可以帮助培训新员工，维护公司专长，尤其是在核心员工离职前，储备知识可以通过知识转变成分享传播知识。3、知识的传播知识的传播由知识共享和知识转移构成，在这项研究中，百分之五十的受访者一致认
48、为，知识传播是一个挑战。由于时间不够，信息和通信技术（ICT）的迅速变化是对知识传播的突出关注。信任在知识的传播起着重要的作用。EDVINSSON（2002）指出，信任将每个人联系在一起，构成一个系统，形成集体意识需要可靠性。信任被认为是重要的知识传播，正如受访者的所说那样。面对面的讨论是一个重要的知识传播方法。激励员工分享他们的知识涉及到人的管理，信任本身就是一种激励，一个雇主和雇员之间心理契约的成立，是在发展知识共享文化建设性的态度。体现了“知识就是力量”概念，必须通过巧妙的由给予者提供知识来增强其接受者。这种“越来越多的只是回报”需要大力推广。激励是管理人员和个别工作人员的责任。组织必须
49、设法鼓励员工分享他们所知道并适用于别人的知识，促进知识分享的文化。4、知识创造知识的创造是一种通过创新来增值的过程（DUFFY，2000年）。在试点之一的受访者参与研究提出他的想法如下“如果该组织并没有创造新的知识，便无法生存。”在一个组织的生存和发展中，新的技能和能力的员工都可以发挥至关重要的作用。百分之33受访者指出，知识的创造是一种个人以及该组织的学习曲线。它也承认，知识的创造是一个挑战，这在一定程度上可以被看作是对资源缺乏的中小企业识别和使用中产生新的科学知识和咨询也是重要的外部来源的一种表示知识（ROTHWELL和MARK，1992年）。信息超载和时间是两个知识的组织，是参与试点研究主要制约因素。中小型企业需要发展自己的知识的管理，作为一个关键的业务驱动而不是作为一个资源密集型的其他倡议。同时引入知识管理，逻辑顺序是用来减少工作量和成本，因为中小型企业的性质没有太多的资金支持和知识管理方案的投资。LEVY等指出中小型企业是知识的创造者，但知识的保留较差。他们在知识共享时要积极主动地认识知识的价值和增值是由知识交流而得。这将帮助中小企业在战术和战略实施知识管理水平，提供一个可持续的竞争优势。在试点研究的中小型企业中，缺少时间，缺少沟通和不愿分享他们的知识是知识管理中的试点研究执行过程中发现的一些障碍。保持市场竞争力，对管理者是非常重要的，战略的决定是企
