科研管理

科研管理 ›› 2018, Vol. 39 ›› Issue (10): 159-167.

• 论文 • 上一篇    下一篇

基于系统动力学的企业知识刚性演化与影响研究

周钟1，2，陈智高3   

  1. 1.上海应用技术大学经济与管理学院，上海201418；
    2.上海应用技术大学企业战略管理协同创新中心，上海201418；
    3. 华东理工大学商学院，上海200237
  • 收稿日期:2015-04-22 修回日期:2018-06-04 出版日期:2018-10-20 发布日期:2018-10-12
  • 通讯作者: 周钟
  • 基金资助:

    国家自然科学基金项目：“危机感知下企业知识刚性调控：基于员工知识交互行为的分析”（71501130，2016-2018）；国家自然科学基金项目：“全球创新网络的多重嵌套、演化路径与制造企业动态学习机制研究”（71673190，2017-2020）。

A research on the evolution and impact of knowledge rigidity in firms based on system dynamics

Zhou Zhong 1，2， Chen Zhigao3   

  1. 1. School of Economics and Management, Shanghai Institute of Technology, Shanghai 201418, China;
    2. Synergistic Innovation Center of Enterprise Strategic Management, Shanghai Institute of Technology, Shanghai 201418, China；
    3. School of Business, East China University of Science and Technology, Shanghai 200237, China
  • Received:2015-04-22 Revised:2018-06-04 Online:2018-10-20 Published:2018-10-12

摘要： 知识刚性与企业内部活动间的反馈影响机理、刚性形成与演化动态趋势的企业差异性，是认知并应对该知识依赖现象的关键问题。结合企业依赖信息系统业务流程的案例讨论，在刚性形成、影响与知识变革决策的理论分析基础上，通过关键因素的因果分析、函数与参数设定，构建了企业知识刚性的系统动力学模型。多情景设计下的仿真结果表明，企业知识刚性呈现前期逐渐增长、中期持续平稳和后期迅速下降的三阶段式单周期变化模式，效用强化因素促刚性增长，外部环境因素则是引发刚性突变的诱因。刚性基础值低、变革意识强的企业，呈现更快速的刚性增幅、程度更深的影响作用而存续周期较短，其知识更替频繁而效用较高。企业应明晰特定决策行为所引发知识刚性影响的连锁反应，采取提高变革意识、调节效用期望等方式，控制对现有知识的过度依赖，快速响应外部环境变化。

关键词: 知识刚性, 演化与影响, 知识变革, 系统动力学

Abstract: The reciprocal feedback mechanisms between the knowledge rigidity and the enterprise internal activities, as well as the differences between firms in the dynamic trend of rigidity formation and evolution, are key issues to recognize and respond to this knowledge dependence phenomenon. The case of specific enterprise’s relying on existing business process in the information system is discussed in detail. Based on theoretical analysis of the formation and impact of knowledge rigidity, also the knowledge change decision in firms, this paper proposes a system dynamics model of the knowledge rigidity through the causal analysis of critical factors and the setting of functions and parameters. Simulation results of multi scenarios show that the knowledge rigidity phenomenon appears three stages in a single cycle. It emerges gradually at early stage, being stable continuously at mid-term and drops quickly at later stage. The utility reinforcing factor promotes the growth of rigidity, while external environmental factors are triggers of rigidity mutation. To enterprise with low base value of rigidity and high sense of change consciousness, its rigidity shows faster growth and deeper influence, but the duration is shorter. On the other hand, knowledge are replaced frequently, while more utilities are obtained. Firms should understand the chain reaction of the impact of knowledge rigidity caused by specific decision behavior. Then firms can control their over-dependence on existing knowledge by enhancing change consciousness or monitoring utility expectations, which help achieve rapid response to external environment changes.