The Empirical Analysis Of Influence Factors And The Study Of Application For Knowledge Management At SMEs

In the early 1960s, the United States management professor Dr. Peter Drucker (Peter F. Drucker) first proposed by knowledge workers and knowledge management concept, that we are entering a knowledge society, in this society the most basic economic resources is no longer capital, natural resources or labor the driving force, but is knowledge and, in this society of knowledge work ers will play a major role. And in the 1980s, the "future typical of a knowled ge-based enterprises from a wide range of experts, according to these experts from colleagues, customers and the vast amounts of information to their superio rs, autonomous decision-making and self-management."In today's era of knowledge economy, the Chihpen (intellectual capital) will gradually replace the traditional capital, land, labor become the most import ant modern enterprise resources has become a reality. Now in the information exchange rate at an accelerated pace, the increasingly shorter product life cycle of the situation, knowledge management has become necessary.Various levels of innovation is not a castle in the air, can be built only on the staff of the enterprises at all levels have the knowledge and understanding of the assets on the basis of, knowledge management for enterprise innovati on and development is essential, but also the competitiveness of enterprises, which have a lasting basis. However domestic enterprises in the knowledge man agement has just started, especially SMEs, both from the hardware layout (ERPintroduction, etc.) or from the management software (such as the building of corporate culture), both still have a long way to go.Domestic scholars on the study began in knowledge management for innovative research, in the 1980s, national studies mainly concentrated in technolo gy innovation, in the late 1990s, the country began to innovative research organizations and institutions to develop in the direction of innovation based on kn owledge management research.Many scholars also from the perspective of the organization itself change s to adapt to study enterprise knowledge management by the organization innovation efforts. Hot on the network organization, and other aspects of informatio n technology organizations or quantitative perspective. They believe that knowle dge management is a continuing practice, it is to encourage and promote absorption, transmission, sharing, the process of knowledge innovation, and business operations to staff performance combination.According to the Center for Knowledge Management survey shows that in the knowledge-sharing organizations on the issue is not the root of all staff on the sharing of knowledge refusal. For sharing, there may be reluctant to part of the staff, may also have some knowledge to share, but this part of a ver y small proportion of the. This requires, let staff know that any enterprise to encourage the sharing of knowledge and sharing of knowledge can be rewarded,the key is to let him know how to share knowledge. Domestic scholars fromthe acquisition of knowledge to share knowledge of the issues, but their subjects are against the large and medium-sized enterprises, SMEs should introduce knowledge management, or how the introduction of knowledge management, were not found on the literature.Therefore, in this context, the author through literature research, in light of its own work practice, in some interviews with the leaders of SMEs, the impact of SMEs identified knowledge management effectiveness of the five fact ors, and in accordance with the classification designed questionnaire. Author By analyzing survey results, identify the impact in the final enterprise knowledg e management effectiveness of the four major factors: leadership indeed, humanresources, infrastructure and organizational culture, and has no significant impact on the organizational structure factors are given a reasonable explanation. Th e author in his article Finally, the analysis of the actual case, by attempting to"knowledge management" research to identify a suitable for China's SMEs "knowledge management."The final article in a more valuable conclusion that the introduction of SMEs in the process of knowledge management, more than large enterprises sho uld pay attention to organizational culture and leadership indeed, and should focus on human resource and infrastructure configuration, and the diversity of S MEs organizational structure, its effect has not knowledge management significant effects, therefore, in its introduction in the process of knowledge managem ent, organizational structure can be neglected problem.