Knowledge Integration Based On Value Network

With the development of knowledge economy, knowledge plays a more and more important role in the enterprise and the competition advantages of enterprises depends on knowledge management. Knowledge integration is an important part of knowledge management. It means that the enterprise integrates and re-constructs knowledge in different levels using scientific methods, so that fragmented knowledge, explicit knowledge and implicit knowledge integrate and form a new knowledge system. Therefore, knowledge integration is a process of knowledge innovation, and is particularly important for enterprise development and learning.At the same time, as the economic systems become more complex, the business organization is in fact a network. Value chain is evolving into value network which contains suppliers, channel partners, service providers and competitors. The value chain relationship between different enterprises has evolved into value network relationship and internal relations between different departments in the same enterprise also constitutes intrinsic value network. In this context, the knowledge integration has extended from the enterprise to enterprise organizations and knowledge sharing and transformation also happen on the level of value network. In this thesis, we analyze based on value network and the purpose of the study is to provide some advice on knowledge integration under the condition of value network.This thesis is divided into six parts. Chapter 1 is the introduction. Chapter 2 introduces the definition of value network and reviews the literature about knowledge integration and value network. Chapter 3 analyzes the factors that have an important impact on knowledge integration under the condition of value network. Chapter 4 and 5 are the main body of the thesis. Chapter 4 puts forward the key dimension of dividing knowledge integration mode, that is, the strategic core enterprise is responsible for standards development. With the dimension, knowledge integration model is divided into controlled integration mode and decentralized integration model. Then Chapter 5 sums up three means of knowledge integration (cultural means, technological means and organizational means). The organizational means is the focus. In addition to business process reengineering and knowledge team, the thesis proposes another two organizational means: modularity and loosely coupled system. Finally, based on the above chapters, Chapter 6 analyzes the case of Li & Fung Group, in order to provide some suggestions on knowledge integration for the enterprises in the context of value network.