The Study Of Organizational Tacit Knowledge Transfer Based On The Post-modern Perspective

Tacit knowledge is an experienced knowledge that a person gets by their interpretation of the objective, values, conventions and management of a business based on their belief and worldview. This kind knowledge is relative closely to a person's special experience. It has following features:highly personalized, hard to formalize, hard to communicate, hard to share. The advantages of this knowledge is availability,steady and monopolistic. The flow of tacit knowledge has been the difficulty of enterprise knowledge management and has gradually become a focus of human resource management as a result of increasing attention from theoretical and business circles. However, in knowledge-based economy, the tendency of humanization and diversification is inevitable, the limitation of the current research at home and abroad on the organization of the flow of implicit knowledge also stands out.Point One, the assumptions of these kinds of research, based upon Tailor System scientific management of traditional industrial society, which treats employees as the tools of knowledge production but ignores the pursuing of them as human beings.Point Two, The former research attached more importance to improving organizations abilities:e.g. the way how recessive knowledge can strength innovation and new products development capacities, how to reduce the cost in an effective way improving performance of organization,and how to promote nuclear competence of enterprises and form sustainable advantage. But research of this kind ignores the mutual development of employees and organizations in the process of knowledge transfer.Point Three, the tactics research on recessive knowledge transfer, the former research focused on advancing the recessive knowledge transfer of employees by means of external encouragement, believed that organization members were reluctant to share knowledge with others in the absence of awards., pointed that the organization can officially and unofficially encourage knowledge share among employees in an effective way by adopting flexible control measures but neglected self-control of employees with considerable knowledge.Point Four, the former research method on organization recessive knowledge transfer, was fond of general and comprehensive, with obvious characteristics of subject, purpose, integrity and unity, being much too rational and rigid, attached too much importance main factors and tactics and stressed the suitability of research results but ignored applicability based on scenes.This article starts from the four aspects and makes further investigations to obtain firsthand material. It gives an incisive analysis and forms the tacit knowledge transfer model in the view of postmodernism to build the storyline of postmodern tacit knowledge transfer.The conclusions are as follows:1. The driving force of the tacit knowledge transfer is discourse power, staff learning and sharing of tacit knowledge is derived from the pursuit of the discourse power, mainly reflected in two aspects:First,pursuit of the discourse power which is derived from the job promotion; Second, pursuit of the discourse power which arising from being respected, admired, followed.2. Way of knowledge transfer is a small narrative, the tacit knowledge can't be transferred by collective learning or training, but can be transferred in the communication of daily work. The transfer of tacit knowledge need the both sides observe carefully, in-depth understanding, it is built up gradually by studding the detail.3.External incentives to promote sharing of tacit knowledge of employees cannot play very good results, the knowledge workers should be given more respect and trust, Because knowledge workers can be self-management, and Initiative for the sharing of tacit knowledge and learning. Knowledge-based employees pursue self-realization, job satisfaction and good development platform. Therefore, the spirit of incentive-based intrinsic motivation would be more effective to promote the tacit knowledge sharing of knowledge employees.4. The transfer of tacit knowledge not only can improve organizational performance, and can form the core competitiveness of enterprises, but also can greatly enhance the employee's personal capacity, which can promote the organization's progress. Meanwhile, the organization's progress can react to individual employees, motivate employees to grow, thus forming a virtuous cycle of a common growth of enterprise and its employeesFinally, the limitations of this study are summarized and analyzed.