Studies On The Construction Of Corporate Culture Based On The Tacit Knowledge Sharing

In today's highly competitive knowledge economy, knowledge has become the most important strategic resource, important manifestation of competitive advantage and an important wealth creation source of Company. In response to face intense competition and tough challenges of domestic and international market, many companies employ knowledge management experts, and introduce knowledge management systems to launch knowledge management activities, for the accumulation, innovation and use of knowledge, in order to ensure their competitive advantage. In knowledge management, knowledge sharing is the key and core of knowledge management, knowledge sharing is an important part of successful knowledge management implementation.In practice, some relative researches suggested that knowledge sharing is difficult to carry out, especially tacit knowledge-sharing, which faces many obstacles. It becomes the bottleneck of the effective implementation of knowledge sharing. In order to solute this difficulty, many companies have introduced the system of knowledge sharing and the information management technologies. However, the degree of tacit knowledge sharing did not improve after these introductions. Because the enterprises did not create a good atmosphere for the sharing of the tacit knowledge, that is, corporate culture. Tacit knowledge is attached to its carrier and tacit knowledge sharing needs some support of culture environment. However, most companies often ignore the cultural building, or the existing corporate culture is not suitable for the implementation of tacit knowledge sharing. In view of this, through the research of a large number of relevant literatures, this paper integrated the theories of knowledge-sharing, enterprise knowledge management, human resource management and organizational behavior, adopted the way of theoretical analysis and case studies , from the perspective of tacit knowledge sharing, and built the corporate culture, which is suited for the tacit knowledge sharing. This paper proposed the countermeasures of corporate culture scientifically and systematically, so as to promote the effective implementation of tacit knowledge sharing and enable the enterprise culture sharing to get twice the result with half the effort.This paper was divided into six parts. The first part of the article outlined the research methods, research status at home and abroad, and innovations of the research; the second part dealt with the relative theories of knowledge and knowledge-sharing, and proposed the classification of knowledge and the process and model of tacit knowledge sharing; from the subjective and objective point of view, through the analysis of factors which hinder the sharing of tacit knowledge, the third part educed the conclusion that corporate culture is the biggest obstacle of tacit knowledge sharing; the fourth part discussed the connotation and the hierarchical structure of the corporate culture, with emphasis on the links between corporate culture and the tacit knowledge sharing, and clarified the interaction of tacit knowledge sharing and corporate culture; from the broad corporate culture, the fifth part, combining with the scientific development concept, proposed the construction of corporate culture of the tacit knowledge sharing, from the spiritual level, system level, behavioral level and physical level, and put over the measures and methods of construction at every level; on the basis of theoretical research in the front, the sixth part selected the Shanxi Tong Shi Da Coal and chemical company to carry the case study, through study the status of the company's staff tacit knowledge sharing, corporate culture built on a number of feasibility of proposed opinions.