Management And Dispersed Knowledge In Organization And Market --留学生Essay代写范文

留学生Essay代写范文:“Management And Dispersed Knowledge In Organization And Market”，这篇论文主要描述的是知识的传播是推进人类社会进步的重要动力，组织就承担起了知识传播的桥梁，通过企业的产品和开发传递知识和技术，企业产品的创新能力也影响着企业的市场竞争力，本文通过研究企业在市场当中对传播知识的影响和作用，来讲述传播知识已经成为了企业管理中的一部分。

With the fact that dispersion of knowledge over people, places and time leads to uncertainty in the environment, this uncertainty together with diverse expectations and creation of connection between individual and opportunity explains the reason why firms exist (Dewa et al, 2004). In recent years firms' competitive advantages have been related to dynamic capabilities. These dynamic capabilities of firms also are related to the potential to respond to changes occurring in environments and develop new and better products and processes through creation. Similarly, firm's relation, coordination and absorption of knowledge produced externally are considered as critical requirement for such dynamic capabilities.

As a result of new development in collaborative technologies now it is possible to perform simultaneously without any dispersion of markets and companies. Firms now exist with the assemblies of individuals although they are geographically dispersed. The use of such companies has outpaced our comprehending of their dynamics, and mysterious difficulties have been noted. This paper analyzes the correlations of the problem of dispersed knowledge in the firms and markets. In respect to analyzing the dispersed knowledge, management approach has been adopted as management within organization is used in different ways to accumulate or manage the dispersed knowledge.

For many reasons the resources present in firms is getting a significant recognition for developing corporate strategy. In these resources also includes knowledge (Grant, 1996) as dynamic capability. The competitive advantages of firms majorly rely on the organization's potential to monitor the external environment and respond to requirement of change environment (Cowen & Parker, 1995). For this purpose organizations are encouraged for adopting flexible and integrated information system. To identify the right time to respond to external changes firms are required to establish an internal structure based system that process knowledge and information from the external world by interpreting adequate internal responses.

After the industrial revolution firms are developed on functional basis. This functional basis performance intends to respond to external environment through departments within organization such as marketing and procurement that are directly concerns with the consumers and suppliers. There were other departments developed to serve internal services such as finance, information technology and human resource as personnel management. The purpose of such functional base model is to identify the knowledge based integration within organization by carrying out the organization's strategy, design and structure and use a control system which forms a classical management hierarchy of control (Cowen & Parker, 1995). In contrast of functional based management system in relation to integration of dispersed knowledge another structure model is presented as divisional structure of management. Comparatively both structures are well defined but divisional structure of management is considered as more effective for large organizations. The concept of team working was initiated to empower the self functioning and tackling production and strategic decisions. In the result of such concept within organization has increased the tendency of decreased suppliers and more partners (Cowen & Parker, 1995).

Management and Nature of Knowledge 管理与知识的本质

Knowledge is defined as data and information which can be stored and passed whenever needed. In business much of knowledge is dispersed and subjective to change. This dispersed knowledge raises the question about centralized system where all knowledge can be processed. The nature of knowledge is observed as powerful objection to the possibility of centralized planning while the relevant knowledge importantly management's job through which competitive challenges are responded.

Dispersed knowledge is definitely a challenge for centralized decision making because decision makers need relevant knowledge to make decisions. In case of dispersion of knowledge among many people, there is a huge cost that forms bear to gather them all together. However, dispersed knowledge can be shared and used by decision makers but the issue regarding the personal interpretation of knowledge can affect the decision within organization. The fact that knowledge cannot be copied from individuals' head and nor higher authority can conceive it as other does; organization can incorporate all the relevant knowledge into decision making of organization. The most important thing that cannot be ignored is the nature of knowledge that keeps changing and it becomes difficult for central planning to make effective decisions. Most of the business knowledge is specific to a particular time and place and if organization could not get the insight of the knowledge the opportunity is lost forever. In this regard, firms' potential of using communication means is significant because for all knowledge organization cannot depend on decision makers. Most of the organizations also rely on knowledge generated by workers experience (Cowen & Ellig, 1995).

Communication Based Knowledge Management to Achieve Mutual Knowledge 基于通信的知识管理，实现知识管理

The use of communication to achieve connection and collaboration for mutual knowledge is important specifically under dispersed condition. Through mutual knowledge sharing the condition of dispersed knowledge can be controlled in which the focus is on the use of new communications technologies to support cooperative work together with problem of mutual knowledge (Menon, 2003). However, communication based mutual knowledge sharing to overcome the persistency of dispersed knowledge in organization and markets are widely used by the organizations but the problems exist related to the identification of knowledge as a relevant knowledge must be shared. Conversely, in communication based knowledge sharing, individuals work on the identical data by using all knowledge available to them and without understanding the connection of knowledge with the organization and market. Besides, there are problems related to their level of perception with the knowledge; most possibly a knowledge can be interpreted differently by individuals and this level of interpretation could be different from one person to another person. Usually organizations establish three dimensions to determine the mutual knowledge sharing process. Within three dimensions knowledge is considered according to direct knowledge, interactional dynamics, and class markets and companies.

These three dimensions for dispersed knowledge are impacted by connection technologies. In this regard, direct knowledge is interpreted as finding firsthand knowledge delivery. For companies and markets there are limited possibilities to find direct knowledge of their partners and their position in the market. To increase knowledge and speed up its dissemination, companies are delayering, leading to the loss of large numbers of jobs, especially for middle managers. In interactional dimension mutual knowledge is gathered and shared through interaction (Buckley, 2004). It is not clear if companies change their policy to restrict their information processing. However, there is connection between the ideas of mutual knowledge sharing and there is appropriate charge for used connections of malfunction to set up mutual knowledge.

Resource Based Knowledge Management 基于资源的知识管理

Other problem rises under the issue of dispersed knowledge within organization and markets is the adoption of appropriate principles of resource allocation in the external market place as it can also be applied within organization. Apparently there are two types of resource allocation problem. Firms usually establish adequate safeguard to ensure the security to accumulation of knowledge including the process of knowledge accumulation. Markets, on the other hand, also involve the gathering of knowledge with coordination. Despite the fact that there are many similarities between the knowledge accumulation approaches adopted by markets and firms yet there are distinctions and this level of distinction is related to management problem. The way markets and firms process their knowledge accumulation adhere different approaches (Becker, 2003).

Market process is the dynamic process of cooperation and competition rather than competitiveness. Firms' approach, on the other hand, is based on competitiveness and capability of competitive advantage. There are three differences and similarities found between firms and markets approach. The main difference starts with the inception of name firms and market though they both are same phenomena. Firm is not only set of activity of contractual market transaction but also presents source of collection of resources. This trade resource is market. It could be concluded that basically firms and markets are two different sides of same coin which changes the picture on turning but in real they intend to show same meaning. In the understanding of meaning markets and firms can be similar but in terms of approach of accumulation market and firms are two different entities. The fundamental difference rises when it comes to economical activity because comparatively the transaction of markets is short term, impersonal and characterized by defined exchanges. Conversely, firms are involved in contracts, and interaction under formal relationship.

In terms of different level of resource allocator for knowledge accumulation markets and firms is the form of contracting. According to Hayek (1948), resource allocation for the knowledge accumulation entails the creation, assimilation and transmission of information about resource demand and supply within forms as well as within markets. The management problem related to resource allocation in firms involves the way interaction of people occur and knowledge of each person can bring competitive success. Competitive success through deliberate direction of management possesses the combined knowledge of all its employees.

Market based Management to Accumulate Knowledge 市场化管理积累知识

Market based management gives the vision of a business firm as bundle of contracts. It is known that firms are involved in cooperation to achieve mutual goals (Cowen & Ellig, 1995). Market based management treats the firms as an institution that must be in harmony with market transaction. Management within firms can use the principles if market economics to retain constructive learning while avoiding instability and breakdown. The way organization can improve the resource based knowledge accumulation is through management based learning in which the success of a business lay in constant improvement using the contributions of everybody working in it. In resource based management cooperation is considered as important element including civil treatment and the role of self esteem. Cowen & Parker (1995) have emphasized on the use of market based mechanism to an increasing degree and also command approaches to management resemble planning of resource allocation. The fact that market based mechanism cannot be applied in firms with its full capability or near to that capability. The problem arises with the firm's ability to mobile market incentive and market means successfully by generating and processing and integrating knowledge. The market based mechanism, however, has proved to be highly efficient and effective in transmitting and processing the information from different sources without contribution of central planning.

In this regard, it is essential to mention that market based management does not encourage touchy feely approach to management practice. Nor it recommends mindless decentralization. Instead it focuses on the management rights, responsibility and expectation within the firm. For this management establish a system that distribute the control over the resources of firms. The purpose of such management is not to push the decision down to the lower levels, but to put each decision in the hands of the person or team members with the best track record and knowledge (Cowen & Ellig, 1995).

A visible hand of management replaces the invisible hand of the market, but this market based management is not only replacing the visible hand with invisible hand of market. Such approach of management which gives visible hand is not the hand of all knowing managers who wisely micromanagers all corporate activities. The visible hand of market based organization incorporates its mission system which gives a reference point to which persons can coordinate their behavior. The mission development process includes the local and implicit knowledge at every level of organization. The purpose of each business unit is achieved through its mission with the overall mission of firm. Different groups and teams in the business unit then develop their mission defining the mission of overall business. Firms encourages individuals develop their own mission and when decision is being made results are assessed in terms of their missions.

Mission established within organization needed to be divided into different responsibility so that real job is done. In modern business activities management more focuses on the empowerment of people and promoting the concept of decentralization, market based management also encourages the empowerment of people having experience and knowledge. Thus it can be concluded that market based management system presents the concept of decentralization in the accumulation of dispersed knowledge in firms.

Conclusion 结论

In contrast to markets, firms are established by identifiable purpose of making a profit and they normally operate within a designed structure, such as a mission statement, and systematic organization structure. Firms are pragmatic institutions and set in ideas, as it were, by conscious intention. In addition, even supposing that all dispersed knowledge could in fact be centralized, there is of course no guarantee that higher-management can be capable to effectively utilize the knowledge (Pelikan, 1993). It is not only that dispersal of knowledge in firms unavoidable; there is also a beneficial aspect to it. Conversely, the Hayekian (1945) indicates that decentralization can be an effective response to the local emergence of unexpected possibility is either neglected or given a static mechanism design interpretation. Management will usually not be capable to centralize all the dispersed knowledge within the firm. The conclusion is that employees would not only have less common information partitioning than their bosses but they would simply know and explore things about which their bosses have no knowledge. Thus, they can reach at different conclusions as to how sure incidents that affect firm profitability firm must be tackled (Foss, 1999).

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