建筑外文翻譯---承包企業(yè)在項(xiàng)目和組織機(jī)構(gòu)層面的知識(shí)管理和組織文化的成功應(yīng)用

1、<p><b>　　英文原文</b></p><p>　　Organizational Culture and Knowledge Management Success at Project and Organizational Levels in Contracting Firms</p><p><b>　　ABSTRACT</b>

2、</p><p>　　This research focuses on contracting firms within the construction sector. Itcharacterizes and evaluates the composition of organizational culture using four culturetypes (Clan, Adhocracy, Market,

3、and Hierarchy), the strategic approach for knowledgeflow, and the success of KM systems at different hierarchical levels of contractingorganizations (project and parent organization level). Responses from managers of loc

4、al or overseas contracting firms operating in Hong Kong were collected using a care</p><p>　　Concept of Knowledge Management</p><p>　　Knowledge management emerged from the world of academia in t

5、he 90s and has become a hot issue, especially for business and technology leaders (Frappaolo 2002).The motivation for actively engaging in knowledge management is to improve employees’ decision-making and productivity (K

6、oenig 2002). The concept of knowledge management is nothing new, but the terminology is new. The exact definition of knowledge management is difficult to clarify and is still the subject of an ongoing debate. There are a

7、</p><p>　　Models of Organizational Culture</p><p>　　Cameron and Quinn (1999) developed a widely adopted organizational cultural framework. Organizational culture is an organization’s values, ass

8、umptions and expectations (Hooijberg & Petrock 1993). It serves as a filter through which strategies are decided and performance results (Saint-Onge 2002). Four models of culture are determined through an organizatio

9、nal culture assessment instrument (OCAI) (O’Neill & Quinn 1993). The OCAI approach uses two sets of questionnaires to assess current and ideal</p><p>　　Hierarchy culture is considered as the earliest app

10、roach, recognized by a formalized and structured working place (Cameron & Quinn 1999). This culture emphasizes internal issues and intends to provide a stable environment to increase productivity, or to generate effi

11、cient and reliable products by setting up rules, policy or specialization. Market culture focuses on management of external affairs. This is regarded as a results-oriented and customer-based culture. It contributes to or

12、ganizational </p><p>　　Knowledge Management Strategies</p><p>　　The purpose of having KM strategies is to improve an organization’s competitiveness (Bellaver & Lusa 2002). Implementation of

13、knowledge management has to be delivered through a number of tools, for example, research collaboration, conferences, seminars, personal interaction, job rotation, the Internet, etc. The final strategy should reflect a c

14、ompany’s competitive strategy and is usually decided by the top management. The two kinds of KM strategy are codification and personalization (Koenig 2001</p><p>　　Critical Success Factors for KM practice<

15、;/p><p>　　Hariharan and Cellular (2005) suggest the “4 pillars” of KM critical success factors.The first type is leadership, people and culture; the second is KM processes and technology; the third is relevance

16、 to business and objectives; and the last is measurement of KM.</p><p>　　Koenig (2002) pointed out that the effect of KM should be justified by differences in people’s behavior after applying KM, therefore m

17、easuring performance is an indicator of success. Cong and Pandya (2003) point out that successful KM practice not only contributes to the awareness and support from managers, but should also raise the awareness and suppo

18、rt of staff. The effectiveness of KM can be evaluated through staff involvement and motivation in projects. The greater the staff involvement, the</p><p>　　Conclusions</p><p>　　This research inv

19、estigated knowledge management at project and organization levels in Hong Kong’s contracting firms. Three main areas were studied: organizational value, knowledge flow and KMS success factors. The organizational value wa

20、s analyzed according to mean scores, rankings and the four cultural models. The four models of culture are the Hierarchy, Market, Clan and Adhocracy cultures. The popularity of the models and the composition of each mode

21、l were analyzed. Clan culture is the most p</p><p>　　The investigation of knowledge flow presents the KM strategy applied in construction projects or organizations. The two main KM strategies, codification a

22、nd personalization, were found to be employed in projects and organizations in a nearly 50-50 mix, which indicates that these two strategies are equally important for KM, with neither of them dominating. It was further f

23、ound that face-to-face means like staff or group meetings were the most valued by industry practitioners, coinciding with prev</p><p>　　Results from the study on KMS success indicators emphasize that support

24、 for KMS from the management level is crucial, and this may require a KM champion to drive its successful implementation. Respondents generally believed that KM is critical and beneficial, as stated by 64% at project and

25、 74% at organization level. The data reveal that the application of KM echoes an organization’s culture. It is in this respect that cultivating the right organizational culture is a prerequisite for successful</p>

26、<p>　　In conclusion, based on the data collected from respondents in the contracting sector of the construction industry in Hong Kong through random sampling, the research identifies critical findings that senior m

27、anagement and many others should take into consideration before establishing a KMS or the implementation of a KM solution. The above areas have a significant effect on the likelihood of success and should not be ignored.

28、</p><p><b>　　中文譯文</b></p><p>　　承包企業(yè)在項(xiàng)目和組織機(jī)構(gòu)層面的知識(shí)管理和組織文化的成功應(yīng)用</p><p><b>　　摘要 </b></p><p>　　This research focuses on contracting firms within the

29、construction sector.本文研究范圍主要集中于建筑領(lǐng)域的承包公司。It它描述和評估characterizes and evaluates the composition of organizational culture using four culture組織文化在使用四個(gè)文化types (Clan, Adhocracy, Market, and Hierarchy), the strategic approach f

30、or knowledge類型（家族式文化，無組織文化，市場文化和層級文化）時(shí)的構(gòu)成，對知識(shí)的流動(dòng)策略和以及知識(shí)管理系統(tǒng)在不同層次的承包組織（工程項(xiàng)目和家族式企業(yè)）的成功案例。通過電子郵件分發(fā)問卷的形式從香港內(nèi)地和海外承包公司的經(jīng)理手中獲取調(diào)查結(jié)果并收集起來。本文在四個(gè)文化模塊中分析組織價(jià)值觀，發(fā)現(xiàn)家族式文化在工程項(xiàng)目和組織機(jī)構(gòu)層面被認(rèn)為是最流行的，這意味著承包企業(yè)的文化在很大程度上依賴誠實(shí)的溝通，對人的尊敬、信任和團(tuán)隊(duì)意識(shí)。另一方面，著

31、重穩(wěn)定性和連</p><p><b>　　知識(shí)管理的概念</b></p><p>　　知識(shí)管理這一概念出現(xiàn)于90年代的學(xué)術(shù)界，之后就成為熱點(diǎn)話題，尤其是對商業(yè)領(lǐng)導(dǎo)和技術(shù)領(lǐng)導(dǎo)（Frappaolo 2002）而言。積極推動(dòng)知識(shí)管理的動(dòng)機(jī)在于提高管理者的決策水平和生產(chǎn)力（Koenig 2002）。知識(shí)管理的概念沒有什么新意，只是術(shù)語是新的。關(guān)于知識(shí)管理的準(zhǔn)備定義很難去闡明，

32、并且這仍然是一個(gè)不斷有爭議的話題。知識(shí)管理的定義有很多，比如，F(xiàn)rappaolo (2002)認(rèn)為知識(shí)管理可以看做是集中智慧來提高責(zé)任和創(chuàng)新能力的杠桿，同時(shí)他也強(qiáng)調(diào)實(shí)踐和經(jīng)驗(yàn)的重要性。Cong and Pandya (2003)提到知識(shí)管理有三個(gè)要素：人、過程和技術(shù)；在這三個(gè)要素中，所要付出的努力值大約是70%、20%和50%。根據(jù)Palmer and Platt (2005)的說法，知識(shí)管理有5個(gè)階段：范圍瀏覽，初步理解，深刻了解，履

33、行和監(jiān)控。盡管知識(shí)管理是管理知識(shí)，但是并不意味著管理所有的知識(shí)，相反，它只是管理對于組織而言最精華的知識(shí)，不論這些知識(shí)是隱晦的還是明了的。許多人可能認(rèn)為信息技術(shù)（IT）就是知識(shí)管理（KM），但是兩者是不能等同的，信息技術(shù)是知識(shí)管理的促成者，而且無疑導(dǎo)致了知識(shí)管理的革命(Mar</p><p>　　在剛開始，我們提到，承包公司有需要管理的知識(shí)庫：有關(guān)先進(jìn)機(jī)器和技術(shù)的知識(shí)，工程項(xiàng)目中人事管理的經(jīng)驗(yàn)，不同建筑材料或產(chǎn)品

34、的性能以及工程管理的經(jīng)驗(yàn)教訓(xùn)。</p><p><b>　　組織文化的模型</b></p><p>　　Cameron and Quinn (1999)發(fā)展了一個(gè)被廣泛采用的組織文化的框架。組織文化是一個(gè)組織的價(jià)值觀、預(yù)估值和期望值(Hooijberg & Petrock 1993)。它被認(rèn)為是策略決定和執(zhí)行結(jié)果的過濾器(Saint-Onge 2002)。通過

35、組織文化的評估工具（OCAI）確定了四個(gè)文化模型(O’Neill & Quinn 1993).組織文化評估工具利用兩次問卷調(diào)查，分別在六個(gè)重要的文化領(lǐng)域評估現(xiàn)如今和理想中的組織價(jià)值觀。這四個(gè)文化模型是文化換，市場文化，家族式文化和無組織文化。</p><p>　　層級文化被認(rèn)為是最早的模型，它被看做是有組織的和正式的工作場所(Cameron & Quinn 1999)，這種文化強(qiáng)調(diào)內(nèi)部事務(wù)并且試圖

36、提供穩(wěn)定的環(huán)境來提高生產(chǎn)力，或者通過制定規(guī)章制度、依靠政策或?qū)I(yè)化來調(diào)高效率和生產(chǎn)可靠產(chǎn)品。市場文化集中于外部事務(wù)管理，這被認(rèn)為是一種因果文化或基于消費(fèi)者的文化。家族式文化是關(guān)于人和個(gè)人分享的文化，這種文化著重團(tuán)隊(duì)合作、忠誠、承諾和雇員的參與，它在根本上可以幫助人力資源管理的發(fā)展。無組織文化是有活力和創(chuàng)造力的，這種文化有很強(qiáng)的評估風(fēng)險(xiǎn)的能力和發(fā)展雇員潛力和創(chuàng)造力的能力，這種組織通常會(huì)有自己獨(dú)特的產(chǎn)品并且他們的目標(biāo)是追求新資源。</

37、p><p><b>　　知識(shí)管理策略</b></p><p>　　擁有知識(shí)管理策略的目標(biāo)是提高企業(yè)的競爭力(Bellaver & Lusa 2002)。知識(shí)管理的實(shí)現(xiàn)必須要通過一些工具，例如：合作調(diào)查、會(huì)議、研討會(huì)、個(gè)人交流、工作輪流制和互聯(lián)網(wǎng)等等。最終策略應(yīng)該能夠反映公司的競爭策略，而這一策略通常是公司最高管理知識(shí)管理者決定的。知識(shí)管理策略有兩種：分類管理策略和

38、個(gè)性化策略(Koenig 2001)。分類管理策略提供在數(shù)據(jù)庫系統(tǒng)中儲(chǔ)存的知識(shí)，它把人和信息聯(lián)系起來(Palmer & Platt 2005)。而個(gè)性化策略則著重那些儲(chǔ)存在人腦中的有關(guān)組織的知識(shí)，并且是通過人的交流來分享這些知識(shí)。和分類管理策略不同，個(gè)性化策略更注重人與人之間的交流，積累的知識(shí)不再是主要的交流的工具，而是技術(shù)。這兩種策略可以并存，而所占比例則依賴于不同集團(tuán)的本質(zhì)和功能。Hansen et al. (1999)建議

39、在進(jìn)行決策時(shí)應(yīng)該80-20劃分，這就是說一個(gè)決策應(yīng)該在知識(shí)管理策略中得到80%的支持，而剩下的20%要支持這主要的80%。他們稱大多數(shù)組織遵循這種80-20的策略，而任何自稱“優(yōu)于”這種策略的最終的結(jié)果都是失敗.Koenig (2001)質(zhì)疑這種80-20的分配比率，</p><p>　　知識(shí)管理實(shí)踐成功的關(guān)鍵要素</p><p>　　Hariharan and Cellular (200

40、5)提出了知識(shí)管理成功的“四個(gè)支柱”要素一說“第一根支柱”是領(lǐng)導(dǎo)能力、人和文化?！暗诙е笔侵R(shí)管理過程和技術(shù)；“第三個(gè)支柱”是商務(wù)和目標(biāo)，最后一個(gè)是知識(shí)管理的測量。</p><p>　　Koenig (2002)提出知識(shí)管理對不同人的行為的影響必須在知識(shí)管理實(shí)施后進(jìn)行證明，因此，對行為的衡量是成功的一大要素。Cong and Pandya (2003)指出成功的知識(shí)管理的實(shí)踐不僅有助于得到管理者的了解和支持

41、，而且還可以獲得公司員工的理解和支持。知識(shí)管理的成效可以通過員工的參與和工程的推動(dòng)來評估。員工越多的參與，知識(shí)傳遞的潛力就會(huì)越大。其次，對以往所做工程的鞏固能力也是非常關(guān)鍵的。在建筑行業(yè)，始終存在的一個(gè)問題就是在進(jìn)行下一個(gè)工程之前雇員通常沒有時(shí)間去分享和評估(Palmer & Platt 2005)。如果在不同的工程之間可以分派出更多的時(shí)間，那么人們就可以進(jìn)行更多的實(shí)踐交流，并且能夠反應(yīng)從上一個(gè)工程所獲取的知識(shí)，從而能夠做到更高

42、效率的知識(shí)的分享(Fernie et al. 2003; Love et al. 2005)。</p><p><b>　　結(jié)論：</b></p><p>　　這次研究調(diào)查了香港承包公司在項(xiàng)目和組織機(jī)構(gòu)層面上的知識(shí)管理狀況，主要涉及三個(gè)領(lǐng)域：組織價(jià)值觀、知識(shí)流動(dòng)以及知識(shí)管理系統(tǒng)的成功要素。組織價(jià)值觀的研究的依據(jù)主要是平均得分、排名以及四個(gè)文化模式。四個(gè)文化模式分別是層

43、級文化、市場文化、家族式文化和無組織文化，對各個(gè)模式的流行程度和組成部分都進(jìn)行了相應(yīng)的研究。盡管研究表明，26家承包企業(yè)的企業(yè)文化依賴于團(tuán)體合作，互聯(lián)網(wǎng)和雇員，在項(xiàng)目和組織機(jī)構(gòu)層面上最流行卻是家族式文化。這一發(fā)現(xiàn)也說明建筑行業(yè)不僅是以項(xiàng)目為基礎(chǔ)的行業(yè)，同時(shí)也是一個(gè)以“人”為基礎(chǔ)的行業(yè)。關(guān)于知識(shí)流動(dòng)的調(diào)查顯示出了在建筑工程和建筑機(jī)構(gòu)中應(yīng)用的知識(shí)管理策略。研究發(fā)現(xiàn)，在各個(gè)項(xiàng)目和機(jī)構(gòu)中，知識(shí)管理的兩大基本策略--分類編輯策略和個(gè)性化策略各占百

44、分之五十左右，也就是說這兩種策略在知識(shí)管理中重要性相當(dāng)，都處于統(tǒng)治性地位。進(jìn)一步研究表明，像員工或集團(tuán)會(huì)議這種“面對面”式的方式最為業(yè)內(nèi)人士所看重，而根據(jù)之前的研究結(jié)果，像信息和通信技術(shù)知識(shí)作為促成因素而不會(huì)扮演主導(dǎo)者的角色。</p><p>　　關(guān)于知識(shí)管理系統(tǒng)成功指標(biāo)研究結(jié)果強(qiáng)調(diào)了管理層對知識(shí)管理系統(tǒng)的支持是至關(guān)重要的，而要促成它的成功試行的實(shí)行還需要一個(gè)知識(shí)管理的先行者。在問卷調(diào)查中，大部分的被訪者（64%

45、的項(xiàng)目層面和74%的組織機(jī)構(gòu)層面）都相信知識(shí)管理十分重要并且可以使公司受益。資料表明，對于知識(shí)管理的應(yīng)用可以反映出一個(gè)機(jī)構(gòu)的文化。從這個(gè)角度上來說，培養(yǎng)正確的組織文化是承包公司成功試行知識(shí)管理的先決條件。與其它知識(shí)密集型產(chǎn)業(yè)不同，建筑業(yè)需要根據(jù)持股人的不同要求來完成一項(xiàng)工程。在這個(gè)行業(yè)中，知識(shí)轉(zhuǎn)換很少起作用，在項(xiàng)目工程中也不會(huì)得到應(yīng)有的償付。</p><p>　　最后，從香港建筑行業(yè)隨即抽樣挑選出的27個(gè)承包商的