摘要
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摘要
进入知识经济时代，知识是一个现代企业保持竞争优势的核心资产，是企
业创造财富的重要资源。而知识的创新和价值的创造依赖于企业高层管理团队
之间的共享思想、观点和专业知识。但是，位于福建沿海泉州，众多的家族企
业中，由于高层管理团队中各成员背景不同、经验不一、专业认知和个人爱好
差异，因而在企业经营决策时知识得不到充分地共享。这种情况，短期内影响
高层管理团队的稳定高效，让企业蒙受经济损失；从长远看最终将会影响到企
业的生死存亡。基于此，本文结合国内外学者的研究成果以及 SECI 等理论模型，
以泉州 A 家族企业的实际情况为案例，分析家族企业高层管理团队现状，找出
高层管理团队存在的问题，分析其中的原因并提出一些管理建议与启示

泉州 A 公司高层管理团队在知识共享过程中存在团队意愿低、渠道缺乏以
及制度不完善等问题。导致这三大问题的原因主要有如下几个方面： A 公司传
统的家族企业文化，缺乏完善的沟通渠道，信息化建设亟需进一步完善，需要
搭建高水平的资源管理平台，针对高层管理人员的培训相对较少，公司的组织
制度与家族化的管理方式。这些原因共同影响着知识转化与共享的社会化、外
在、组合化、外化四个阶段

为了促进 A 公司高层管理团队有效地实施知识共享，首先要构建企业文化
营造知识共享的氛围，具体来说，要用坚持不懈的精神在企业管理团队中树立
以人为本的价值观，扩展家族信任。其次要多途径提升知识转化与共享的能力，
主要从拓宽知识共享的正式与非正式沟通渠道来提升社会化与外化能力，从构
建技术平台与渠道来提升结合化能力，从组织定期培训来提升内化与外化能力

第三要引入现代企业治理理念，完善公司治理结构，以促进管理方式的改变

第四要完善激励机制与考核制度，提升知识共享的意愿，具体通过建立科学合
理的物质激励体系，适度授权于高层管理人员，以其他高层次的精神激励为辅
助

关键词：家族企业 知识共享 高层管理团队Abstract
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ABSTRACT
In the era of knowledge economy, knowledge is the core assets of a modern
enterprise to keep its competitive advantage, is an important resource for enterprises
to create wealth. The innovation of knowledge and the creation of value depend on
the sharing ideas, views and professional knowledge of the top management team.
However, Quanzhou is located in the coastal areas of Fujian, many family business,
because of the different members of the senior management team in a professional
background, experience, cognition and personal hobbies are different, so in the
business decision-making knowledge can not be fully shared. The sustainable
development of the short term effect of the senior management team is stable and
efficient, so that enterprises suffered economic losses, the long run will eventually
affect the enterprise of vital importance. Based on this, this paper combined with the
research results of domestic and foreign scholars such as SECI model, according to
the actual situation of Quanzhou A family enterprise as the case, analysis of the
current situation of the senior management team of family enterprises, find out the
existing problems of the senior management team, analyze the reasons and put
forward some management suggestions and enlightenments.
QuanzhouA company senior management team in team knowledge sharing, lack of
channel and low willingness of imperfect system exist in the process, the cause of
these three problems are mainly the following several aspects: A, the traditional
family enterprise culture, the lack of perfect communication channels, the information
construction to further improve the resource management platform to build a high
level and for the training of senior management personnel is relatively small, the
company&39;s organization system and the management of family. These factors affect
the transformation and sharing of knowledge in the four stages: socialization,
externalization, combination and externalization.
In order to promote the A Corporation&39;s top management team to share knowledge
effectively, we should first establish knowledge sharing enterprise culture atmosphere,
in particular, to establish a people-oriented values with the spirit of unremittingly in
enterprise management team, expand the family trust; secondly more ways to华侨大学硕士学位论文
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improve the ability of knowledge transfer and sharing, mainly through broadening the
knowledge sharing the formal and informal channels of communication to promote
the socialization and externalization of ability, from the construction technology
platform and channel to enhance the combining ability, from the organization of
regular training to improve the internal and external ability; third to introduce modern
enterprise management concept, perfecting the corporate governance structure, to
promote the management of change; fourth fifth incentive the mechanism and
evaluation system to promote knowledge sharing intention, specifically through the
establishment of a scientific and rational incentive system, moderate Authorized by
top management, with other high-level spiritual incentives as an auxiliary.
Key words: Family business Knowledge sharing top management team目 录
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目 录
摘要....I
第 1 章 绪论....1
1.1 研究背景与意义........... 1
1.2 研究内容........... 2
1.3 研究的思路与方法....... 3
1.3.1 研究的技术线路....3
1.3.2 研究方法....4
1.4 论文的创新点... 5
第 2 章 关键概念与相关理论综述....6
2.1 家族企业与高层管理团队....... 6
2.1.1 家族企业的内涵....6
2.1.2 高层管理团队的内涵........8
2.2 知识管理与知识共享... 9
2.2.1 知识管理内涵........9
2.2.2 知识共享..10
2.3 小结...... 15
第 3 章 泉州 A 公司高层管理团队知识共享现状及问题分析......17
3.1 泉州 A 公司概况及其发展中出现的问题..... 17
3.2 泉州 A 公司高层管理团队构成......... 19
3.3 泉州 A 公司高层管理团队知识共享的现状. 21
3.3.1 特殊血缘关系，推动知识共享的实现..21
3.3.2 非家族成员的危机意识，促进技术的创新......21
3.3.3 企业战略的转变，促进知识的整合......23
3.4 泉州 A 公司管理团队知识共享存在的问题. 24
3.4.1 团队成员知识共享意愿低...........24
3.4.2 缺乏有效的知识共享渠道...........24
3.4.3 知识共享相关制度不完善...........26华侨大学硕士学位论文
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第 4 章 泉州 A 公司影响高层管理团队知识共享的原因分析........27
4.1 知识共享的社会化过程与 A 公司低意愿原因分析.. 27
4.2 知识共享的外化过程与 A 公司低意愿原因分析...... 29
4.3 知识共享的结合化过程与渠道平台不畅原因分析. 30
4.4 知识共享的内化过程与相关制度不完善原因分析.
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