共查询到19条相似文献，搜索用时 828 毫秒
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在图书馆的实际工作中，隐性知识往往比显性知识更完善，更具创造价值，馆员的工作和创新更有赖于他们所固所的隐性知识。本文给出了图书馆隐性知识的内涵，研究了图书馆隐性知识管理的内容。 相似文献
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图书馆隐性知识管理模式研究 总被引：7，自引：1，他引：7
知识包括隐性知识和显性知识两部分。在图书馆的实际工作中，隐性知识往往比显性知识更完善，更具创造价值，馆员的工作和创新更有赖于他们所固有的隐性知识。本文探讨了图书馆隐性知识管理模式：构建知识型团队组织；建立图书馆内部知识仓库；运用支撑隐性知识管理的信息技术；创建促进隐性知识转化为显性知识的激励机制；创建学习型图书馆；努力营造有利于图书馆隐性知识共享的文化氛围。 相似文献
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论图书馆隐性知识的挖掘策略 总被引：10，自引：0，他引：10
阐述了图书馆隐性知识的内涵及意义，分析了图书馆隐性知识的类型结构，提出了组织结构、知识管理体系、知识共享机制、报酬激励机制、创新激励机制等图书馆隐性知识挖掘策略，以充分挖掘图书馆的隐性知识。 相似文献
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试论图书馆隐性知识管理 总被引：1，自引：0，他引：1
杨国春 《信息管理(上海)》2006,19(2):36-39
隐性知识管理是知识管理的主要内容，是一种以高度个人化和难以规范化的隐性知识为对象的知识管理。本文论述了图书馆内存在的隐性知识，探讨了隐性知识管理的内涵及内容，并阐述了对图书馆内存在的隐性知识进行管理的必要性和方法。 相似文献
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图书馆隐性知识转移机制 总被引：6，自引：0，他引：6
图书馆知识服务的效果不仅取决于图书馆的外部因素和技术、管理,更取决于图书馆员的隐性知识及其共享情况。图书馆应该集成所有员工的所有隐性知识,使之共享,成为图书馆的集体智慧,创新图书馆的工作。图书馆员隐性知识的共享必须通过隐性知识的转移。显然,图书馆隐性知识转移直接影响其显性知识的转移,促进图书馆隐性知识转移无疑会提高图书馆的知识服务能力。推动图书馆隐性知识转移机制有:建立共享知识的组织文化机制、岗位轮换和岗位升迁的岗位管理机制,提升知识贡献绩效的激励机制,完善知识转移的沟通机制和增强知识转移主体知识积累机制。 相似文献
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图书馆隐性知识的战略管理 总被引：1，自引：0，他引：1
简述了隐性知识的概念,提出了图书馆隐性知识的作用和意义,对图书馆隐性知识管理提出了建议和分析,认为隐性知识对图书馆发展具有战略性意义。 相似文献
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首先引入心理契约和粘滞知识的有关理论，然后基于心理契约和知识的粘滞性对图书馆隐性知识进行分类，分析各类隐性知识的管理特征，最后提出基于心理契约的图书馆员工隐性知识管理对策，并依据隐性知识的不同类型进行针对性管理。 相似文献
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图书馆隐性知识转移是图书馆知识管理的重要组成部分,博客自由开放的精神符合图书馆知识转移的本质。基于博客的隐性知识转移模式有自己独特的特点和优势,结合图书馆传统隐性知识转移流程,图书馆可以构建由不同类型博客组成的隐性知识转移模型。 相似文献
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Human Library开创图书馆个体隐性知识管理新模式 总被引：4，自引：0，他引：4
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基于精神契约的图书馆隐性知识转移策略 总被引：1，自引：0，他引：1
图书馆隐性知识转移离不开精神契约的支撑。激励、信任、文化、沟通、学习等要素的融合共同搭建起精神契约的交易维度、关系维度和团队维度平台,从而促进图书馆隐性知识的转移。 相似文献
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Pradeepa Wijetunge 《International Information and Library Review》2013,45(4):212-223
Sri Lanka has a long history and culture of storytelling but the use of stories for transferring tacit knowledge is absent. This paper is the first to examine the application of orgnisational stories as a method of tacit-knowledge transfer management tool in the library domain.The study had two objectives; 1) To explore the potential of storytelling to transfer tacit knowledge from the Librarian to the junior executives. 2) To examine whether captured stories serve the pursuit of knowledge by the junior executives. Two research questions were formulated to achieve these objectives. The first research question (RQ1) How can the tacit knowledge of a retiring senior executive be captured through stories? was framed and addressed to achieve objective one and the second research question (RQ2) Can the captured “stories of work” benefit knowledge workers in their pursuit of tacit knowledge? was framed and addressed to achieve objective two. The study was based on primary data collected from the Librarian and executive staff of the Library by means of two Interview Schedules and the entire study was underpinned by an extensive review of research literature related to organizational storytelling. Qualitative as well as quantitative methods were used to analysis and interpretation data.The findings of the study proved in response to RQ1 that organizational stories can be captured using a six-step process and a story capturing model which could be used by the other researcher emerged from the research. Nevertheless, findings also established that the comprehensiveness of the tacit knowledge that could be captured through stories would depend on the degree of confidentiality of the contents of the stories. Therefore all stories could not be recorded as they are told. Responding to RQ2 the findings proved that, captured “stories of work” can be used for the benefit of knowledge workers in their pursuit of tacit knowledge.Based on these findings it was recommended that, the library should take initiatives to exploit the already prevailing habit of organizational storytelling in the library as a method of transferring tacit knowledge in a deliberated manner and for this several activities were recommended.The findings were based only on a single case, in a single organization carried out during a six-month period, within the boundaries of a specific organizational and social culture. Therefore additional case studies would be necessary to test the validity and reliability of the story capturing model.This research is the first of its kind carried out in the library domain of Sri Lanka. Therefore it provides significant insights on which future researchers can build their studies. 相似文献
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从知识转换的角度谈图书馆知识管理 总被引：2，自引：0，他引：2
陈宗炎 《大学图书情报学刊》2009,27(3):21-24
知识创新产生于隐性知识向显性知识转换过程中。图书馆主要参与的是显性知识向显性知识转换和显性知识向隐性知识转换过程。图书馆知识管理的意义在于增强创新活力,提高服务效率,实现图书馆社会效益。 相似文献
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知识转移对图书馆具有重要意义。影响图书馆知识转移有三个条件：知识源、知识主体和知识转移媒介．图书馆知识转移模式包括馆内隐性知识转移和馆外显性知识转移。 相似文献