企業(yè)研發(fā)團隊知識共享激勵機制研究
發(fā)布時間：2018-07-25 14:45
【摘要】：知識的跨學科、跨專業(yè)發(fā)展趨勢，，使得企業(yè)改變傳統(tǒng)組織管理模式，建立研發(fā)團隊開發(fā)新產品或服務。而研發(fā)團隊之所以能實現(xiàn)團隊協(xié)同作用，其關鍵在于共享的專有知識和技能以及由其互動而產生的創(chuàng)新知識。而專有技術、經驗等知識體現(xiàn)個體核心競爭能力，通常難以描述和編纂，需花費大量時間和精力將其顯性化，故缺乏激勵動機時，員工將不會發(fā)生知識共享行為。因此，管理者需制定激勵機制誘導研發(fā)人員產生共享動機，發(fā)生知識共享行為。 本文介紹了團隊與研發(fā)團隊、知識與研發(fā)知識以及知識共享的基本理論，對企業(yè)內部研發(fā)團隊知識共享、團隊知識共享激勵機制、公平偏好以及工作設計等問題的相關文獻進行了綜述分析，得出文獻綜述結論，由此提出論文的主要研究內容和基本框架。 論文選擇企業(yè)研發(fā)團隊為研究對象，從其成員內外動機視角考慮影響其知識共享動機的因素，發(fā)現(xiàn)經濟動機和人際互惠動機追求公平交換心態(tài)，而利他動機和自我實現(xiàn)動機追求的內在滿足感主要來自于工作設計。論文分別建立了基于公平偏好和工作設計的研發(fā)團隊知識共享激勵模型，采用理論分析、數(shù)值仿真等方法分析公平偏好心理和工作設計對研發(fā)團隊知識共享行為的作用機制以及對代理人最優(yōu)激勵機制設計的影響。研究結果表明：①在公平偏好的促使下，同情偏好的研發(fā)成員傾向于增加知識共享努力水平，提高團隊協(xié)同作用，而自豪偏好的員工則與之相反；企業(yè)在招聘、選拔研發(fā)人員時，應通過合理選拔方式規(guī)避掉自豪偏好的員工；在從事研發(fā)工作時，如研發(fā)人員公平感較弱，企業(yè)應加大業(yè)績激勵強度；反之，企業(yè)就應加大創(chuàng)新知識產權激勵強度。②在適當范圍內，隨效價和工作挑戰(zhàn)性水平增大，研發(fā)人員本職工作和知識共享努力水平均增大，企業(yè)應增大業(yè)績和創(chuàng)新知識產權激勵強度；否則，如工作挑戰(zhàn)性水平超過其承受能力，則會產生負向激勵。③當團隊協(xié)同系數(shù)增大時，企業(yè)應加大業(yè)績激勵強度，減少創(chuàng)新知識產權激勵強度。
[Abstract]:The interdisciplinary and cross-professional development trend of knowledge makes enterprises change the traditional organizational management model and establish research and development teams to develop new products or services. The key to achieve team synergy lies in the sharing of expertise and skills, as well as the innovative knowledge generated by their interactions. However, knowledge such as know-how and experience reflects the core competitive ability of individuals, which is usually difficult to describe and compile, and it takes a lot of time and energy to make it explicit. Therefore, when there is no incentive motivation, employees will not have knowledge sharing behavior. Therefore, managers should establish incentive mechanism to induce R & D personnel to share motivation and knowledge sharing behavior. This paper introduces the basic theory of team and R & D team, knowledge and knowledge sharing, and the incentive mechanism of internal R & D team knowledge sharing. This paper summarizes and analyzes the relevant literatures on the issues of fairness preference and job design, and draws a conclusion of literature review, and then puts forward the main research contents and basic framework of the thesis. This paper chooses the enterprise R & D team as the research object, considers the factors that affect the knowledge sharing motivation from the perspective of the internal and external motivation of its members, and finds out that the economic motivation and interpersonal reciprocity motivation pursue the mentality of fair exchange. The internal satisfaction of altruistic motivation and self-actualization motivation mainly comes from job design. In this paper, the incentive model of knowledge sharing of R & D team based on fair preference and job design is established, and the theoretical analysis is used. Numerical simulation and other methods are used to analyze the effect of fair preference psychology and job design on the knowledge sharing behavior of R & D team and on the design of the agent's optimal incentive mechanism. The results show that, driven by a preference for fairness, sympathetic R & D members tend to increase the level of knowledge sharing efforts and team synergy, while proud employees tend to be the other way around. When selecting R & D personnel, we should avoid employees with pride preference through reasonable selection. In R & D work, if R & D personnel have a weak sense of fairness, the enterprise should increase the intensity of performance incentive; conversely, Enterprises should increase the incentive intensity of innovation intellectual property. Within the appropriate scope, the level of R & D staff's own work and knowledge sharing efforts increases with the increase of titer and job challenge. Enterprises should increase the incentive intensity of performance and innovation intellectual property rights; otherwise, if the level of work challenge exceeds their ability to bear, it will produce negative incentive .3 when the team synergy coefficient increases, the enterprise should increase the intensity of performance incentive. Reduce the incentive intensity of innovation intellectual property.
【學位授予單位】：重慶大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.92;F272
本文編號：2144149
[Abstract]:The interdisciplinary and cross-professional development trend of knowledge makes enterprises change the traditional organizational management model and establish research and development teams to develop new products or services. The key to achieve team synergy lies in the sharing of expertise and skills, as well as the innovative knowledge generated by their interactions. However, knowledge such as know-how and experience reflects the core competitive ability of individuals, which is usually difficult to describe and compile, and it takes a lot of time and energy to make it explicit. Therefore, when there is no incentive motivation, employees will not have knowledge sharing behavior. Therefore, managers should establish incentive mechanism to induce R & D personnel to share motivation and knowledge sharing behavior. This paper introduces the basic theory of team and R & D team, knowledge and knowledge sharing, and the incentive mechanism of internal R & D team knowledge sharing. This paper summarizes and analyzes the relevant literatures on the issues of fairness preference and job design, and draws a conclusion of literature review, and then puts forward the main research contents and basic framework of the thesis. This paper chooses the enterprise R & D team as the research object, considers the factors that affect the knowledge sharing motivation from the perspective of the internal and external motivation of its members, and finds out that the economic motivation and interpersonal reciprocity motivation pursue the mentality of fair exchange. The internal satisfaction of altruistic motivation and self-actualization motivation mainly comes from job design. In this paper, the incentive model of knowledge sharing of R & D team based on fair preference and job design is established, and the theoretical analysis is used. Numerical simulation and other methods are used to analyze the effect of fair preference psychology and job design on the knowledge sharing behavior of R & D team and on the design of the agent's optimal incentive mechanism. The results show that, driven by a preference for fairness, sympathetic R & D members tend to increase the level of knowledge sharing efforts and team synergy, while proud employees tend to be the other way around. When selecting R & D personnel, we should avoid employees with pride preference through reasonable selection. In R & D work, if R & D personnel have a weak sense of fairness, the enterprise should increase the intensity of performance incentive; conversely, Enterprises should increase the incentive intensity of innovation intellectual property. Within the appropriate scope, the level of R & D staff's own work and knowledge sharing efforts increases with the increase of titer and job challenge. Enterprises should increase the incentive intensity of performance and innovation intellectual property rights; otherwise, if the level of work challenge exceeds their ability to bear, it will produce negative incentive .3 when the team synergy coefficient increases, the enterprise should increase the intensity of performance incentive. Reduce the incentive intensity of innovation intellectual property.
【學位授予單位】：重慶大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.92;F272
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