【摘要】：20世紀90年代，隨著中國由計劃經(jīng)濟向市場經(jīng)濟過渡，對科研院所實行了科技體制改革，實行企業(yè)化經(jīng)營。作為中國科技體制改革的中心環(huán)節(jié)，它們的改制關(guān)系到國家科技戰(zhàn)略目標(biāo)的確定以及實現(xiàn)途徑的調(diào)整，關(guān)系到科技資源的合理配置。然而，十幾年的轉(zhuǎn)制歷程許多轉(zhuǎn)制型院所改革的成效不盡如人意，不僅浪費了國家寶貴的科技資源，也使得轉(zhuǎn)制型院所的生存十分艱難。如何在建設(shè)創(chuàng)新型國家的目標(biāo)下調(diào)整轉(zhuǎn)制型研究所的戰(zhàn)略，將其引導(dǎo)到以知識為核心的創(chuàng)新的軌道上，建立有效的知識管理體系具有十分重大現(xiàn)實意義，這種探討也將為企業(yè)的知識管理理論和技術(shù)創(chuàng)新理論增加新的內(nèi)容。 本文從知識的視角出發(fā)，，以轉(zhuǎn)制型科研院所為對象，研究轉(zhuǎn)制型院所基于知識管理基礎(chǔ)上的技術(shù)創(chuàng)新問題。本文首先對轉(zhuǎn)制科研院所在國家創(chuàng)新體系中的歷史定位、知識管理的概念、內(nèi)容及關(guān)于技術(shù)創(chuàng)新中知識生成的文獻進行了詳細的綜述；其次，以哈爾濱電工儀表研究所為案例，對轉(zhuǎn)制型院所在轉(zhuǎn)制過程中依據(jù)的政策以及歷史脈絡(luò)，以及在轉(zhuǎn)制過程面臨的困境進行了分析，同時，討論了哈表所在轉(zhuǎn)職后的定位以及知識管理模式在組織中運行時的問題；再次，認為在國家創(chuàng)新體系和轉(zhuǎn)制型院所要充分利用本身的科技資源優(yōu)勢和已經(jīng)形成的網(wǎng)絡(luò)關(guān)系等歷史遺產(chǎn)，重建以事實為核心的技術(shù)創(chuàng)新模式。分別分析了國家創(chuàng)新體系的基本結(jié)構(gòu)和轉(zhuǎn)制院所在國家創(chuàng)新體系中的定位，在原有的知識基礎(chǔ)上建立了這類院所以知識為基礎(chǔ)的技術(shù)創(chuàng)新模式。為此，提出構(gòu)建轉(zhuǎn)制型院所知識管理體系的四個問題：組織戰(zhàn)略模式和結(jié)構(gòu)轉(zhuǎn)變是三個機制的基礎(chǔ)和前提；學(xué)習(xí)機制主要是讓轉(zhuǎn)制型院所的員工打破原有學(xué)習(xí)的障礙，掌握獲得現(xiàn)代化新知識獲取的多種方式；文化機制讓員工之間相互信任，企業(yè)建立良好的交流平臺，讓專家知識和優(yōu)秀技術(shù)員工把自己擁有的知識無償分享；激勵機制包含顯性激勵和隱性激勵，運用現(xiàn)代企業(yè)的激勵制度如產(chǎn)權(quán)激勵和自我價值實現(xiàn)的激勵。
[Abstract]:In the 1990s, with the transition from planned economy to market economy, scientific research institutes were reformed and operated as enterprises. As the central link of China's science and technology system reform, their reform is related to the determination of the strategic goal of national science and technology and the adjustment of the way to realize it, as well as to the rational allocation of scientific and technological resources. However, over the past ten years, the reform of many institutions has not been satisfactory, which not only wastes the country's precious scientific and technological resources, but also makes the survival of the transformed institutions very difficult. How to adjust the strategy of transforming research institute under the goal of building an innovative country, guide it to the innovation track with knowledge as the core, and establish an effective knowledge management system is of great practical significance. This kind of discussion will also add new content to knowledge management theory and technology innovation theory of enterprise. From the perspective of knowledge, this paper studies the technological innovation based on knowledge management in the transformed scientific research institutes. In this paper, the historical orientation, the concept and content of knowledge management and the literature on knowledge generation in the national innovation system of the transformed scientific research institutes are reviewed in detail; secondly, the Harbin Institute of Electrical Instruments is taken as a case study. This paper analyzes the policy and historical context of the transformation process, and the difficulties faced in the process of transformation. At the same time, it discusses the position of the Kazakh Institute after the transfer and the problems of the knowledge management model when it runs in the organization. Thirdly, the author thinks that in the national innovation system and the transformed institutions, we should make full use of the advantages of our own scientific and technological resources and the network relationship that has been formed, and rebuild the technological innovation mode with fact as the core. This paper analyzes the basic structure of the national innovation system and the orientation of the national innovation system in which the national innovation institution is located, and sets up the technological innovation model based on the knowledge of this kind of institute on the basis of the original knowledge. Therefore, this paper puts forward four problems in constructing the knowledge management system of the transformed institutions: the organizational strategic model and the structural transformation are the foundation and premise of the three mechanisms, the learning mechanism is mainly to let the staff of the transformed institutions break the barriers of the original learning. Mastering various ways to acquire modern new knowledge, cultural mechanism to make employees trust each other, enterprises to establish a good exchange platform, let the expert knowledge and outstanding technical staff to share their own knowledge free of charge; The incentive mechanism includes explicit incentive and implicit incentive, using modern enterprise incentive system such as property right incentive and self-value realization incentive.
【學(xué)位授予單位】：哈爾濱工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：G311

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