基于不同主体层次中组织知识转化的影响因素及其研究假设,采用向每个样本企业发放三份调查问卷的方式获得相关的数据,进行深入地实证分析发现:需求-激励-联系是影响组织知识转化的最主要因素,信任和学习起到一种调节及保障的作用,而我国企业的组织知识嵌入程度不高；不同所有制企业之间在组织知识转化影响因素上不存在显著差异,但是各主体层次中的知识转化过程差异性显著；需求-激励-联系和学习对各个主体层次中知识转化都具有显著的正向影响,信任对个人层次知识转化具有显著的正向影响,而对团队和组织层次知识转化没有显著影响,嵌入对各主体层次知识转化都没有任何的显著影响.%In the knowledge economy, an increasing number of firms are implementing the basic knowledge management activity-organizational knowledge transformation ( OKT) -to gain and maintain competitive advantages. To achieve the successfultransformation of organizational knowledge, a firm needs to know what factors have influence, and how these factors can affect the OKT process. However, most literature in this area does not investigate the aggregated effect of factors on OKT process in different main body levels. OKT process usually exists in individual, team, and organizational levels. While some factors influence only one of three levels, other factors influence two or even three different levels of OKT process. When analyzing the factors of OKT process, a firm must consider the difference in individual, team, and organizational levels.Therefore, this study investigates six influencing factors in OKT process; demand, incentive, relation, trust, learning, and embedding. Demand refers to the motivation of knowledge transformation process in individual, team and organizational levels, and reflects the purpose of knowledge acquisition and sharing within an organization. Incentive refers to various stimulating systems that motivate the willingness of employee, team, and organization to exchange and transform knowledge. Relation refers to the degree to which assimilating and exchanging knowledge can be achieved as an important means in knowledge transform process, including communication and interaction between individual, team and organization. Trust refers to important concepts, such as loyalty, cooperation, and mutual confidence in individual, team and organizational levels of knowledge transform process, and composes of knowledge transaction and payment mechanisms. Learning refers to the ability of a firm to learn, assimilate, and apply new knowledge successfully in individual, team and organization levels in order to respond to changes in business environment. Embedding refers to the process of effectively linking one firm's productive individual, team and organizational knowledge with other organizational resources via social relations, in which knowledge can be embedded into unspecified people, tools, and tasks, as well as related carriers.Firstly, this study conducts a literature review and analyzes the effect of those six factors on knowledge transformation at individual, team, and organizational levels. We construct a theoretical model of organizational knowledge transformation by including influencing factors, and relevant hypotheses in different main body levels. We further design a formal questionnaire via interview, semi-opened questionnaire, and pretest.Secondly, we survey 486 employees, who are senior manager, department manager or general staff in three body levels, in 162 firms located in 6 Chinese cities. These employees are senior managers, department managers, and general staff in three different levels. Finally, this study utilizes relevant data to examine the reliability and validity of knowledge transformation and its influencing factors in individual, team, and organizational levels, and analyzes the difference of OKT process and its influencing factors among private, foreign, and state-owned firms via the one-way ANOVA analysis method. We also use Structural Equation Modeling (SEM) method to explore the relationship between the influencing factors of OKT in different main body levels.Our research results show that OKT process has four variables, including demand-incentive-relation, trust, learn, and embedding. Demand-incentive-relation is the most important factor that can influence OKT process, trust and learn. This variable plays regulation and security roles. However, the embedded level of organizational knowledge is lower. The mean value of OKT in different main body levels range from high to low in the order of individual, team, and organizational levels. It is difficult to exchange, share and transform knowledge resided in the individual level because it is not effective to spread and disseminate individual knowledge to team or organizational levels. The influencing factors of OKT have no significant difference on firms ( state-owned, foreign and private). However, individual, team and organizational level knowledge transformation exhibit differences in their mean values from high to low in the following order; foreign, state-owned, and private firms. Demand-incentive-relation and learning have positive effect on knowledge transformation process in all main body levels. Trust has positive effect only at individual level, but no significant effect at team and organizational levels. Embedding has no significant effect in all main body levels.
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