【作者】 袁晓婷；

【导师】 陈春花；

【作者基本信息】 华南理工大学 ， 企业管理， 2010， 博士

【摘要】 知识经济的到来使得知识要素成为企业拉动企业成长的主引擎,因此进行新技术、新产品或企业新能力开发的知识创造成为构筑企业竞争优势的关键。越来越多的企业采用R&D团队进行知识创造,并取得了显著的效果。从社会学角度来看,创新思想往往会在人际交往中产生,人际关系网络被视为资源传递的渠道。而目前对于团队知识创造的研究主要侧重于探讨领导、成员特性、团队结构、团队组成、合作互动等对团队知识创造的影响,而对于团队内的人际关系的研究比较少见,且对于团队内部社会网络的还没有清晰的范畴界定。因此,R&D团队内部社会网络的研究无论是从理论层面还是实践层面都显得十分必要和迫切。在企业R&D团队中,研发人员在人际交往中所形成的社会网络如何影响团队知识创造?围绕这一问题,首先在对相关文献研究的基础上,本研究结合整体网络和自我中心网络两种网络研究取向,从团队整体网络和正式领导的社会网络两个角度出发,提炼出团队内部社会网络的测量指标:团队网络密度、团队网络中心性、团队网络结构洞、团队成员连结强度、正式领导网络中心性和正式领导结构洞。并结合咨询网络和友谊网络两种网络形态进行测量。在此基础上,依据团队内部社会网络、团队知识共享、团队知识创造、团队知识整合能力及其相互关系的理论探讨,推导出15个研究假设(包括子假设)。并以珠三角地区企业的46个研发团队为样本(共涉及360团队成员),采用问卷调查、社会网络分析和统计分析的方法,运用Ucinet6.0和SPSS13.0分析软件,对所提假设予以验证。所做实证研究结果发现:R&D团队内部咨询网络密度、咨询网络中心性、咨询网络结构洞、友谊网络结构洞与团队知识共享呈倒“U”形关系;团队内部友谊网络密度与团队知识共享正相关;团队内部友谊网络中心性不能显著预测团队知识共享。团队成员连结强度与团队知识共享正相关。正式领导咨询网络结构洞、正式领导友谊网络中心性、正式领导友谊网络结构洞与团队知识共享正相关;而正式领导咨询网络中心性不能显著预测团队知识共享。团队知识共享与团队知识创造正相关,同时知识整合能力越高,有利于所共享的知识转化为团队的知识创造成效。本研究创新性地结合团队整体网络和正式领导的社会网络系统地探讨团队知识创造问题,拓展和深化了R&D团队知识创造的研究。且针对R&D团队内部的社会网络进行测量,需收集团队中每一位成员的数据,具有一定的开拓性和难度,可弥补现有团队层面社会网络研究的不足。并对团队内部社会网络与团队知识创造之间的关系进行实证分析,具有一定的开拓性,同时也导致了一些有价值的新发现,为团队社会网络管理提供了可操作性的步骤,可为改进目前R&D团队知识创造实践提供借鉴。更多还原

【Abstract】 As knowledge becomes the main engine driving business growth, knowledge creation such as developing new technology, new products or new capacity becomes the key factor to build enterprises’competitive advantage. More and more enterprises use R&D teams to do knowledge creation, and achieve significant performance. From the sociological perspective, innovative ideas often arise in interpersonal communication, and the interpersonal networks are seen as channels of resource transfer. The researches of team knowledge creation mainly focus on the impact of leaders, demographic characteristics, team structure, team composition, cooperation or interaction on the team knowledge creation, but the researches on interpersonal relationships in teams are relative rare. Moreover, there is no clear definition of social networks within teams. Therefore, the research on social networks within R&D teams is very necessary and urgent both theoretically and practically.How do the social networks formed by the interpersonal relationships between R&D members impact the team knowledge creation within R&D teams? To answer this question, we combined the“whole network”and the“ego-centric”research approaches, and proposed the measurement of social networks within teams from the perspectives of whole network of teams and the ego-network of formal leaders based on the relevant research. The measurement contains team network density, team network centrality, team structural holes, tie strength between team members, centrality of formal leaders, and structural holes of formal leader. Based on the measurement, and according to the literature exploration of social networks within teams, team knowledge sharing, team knowledge creation, team knowledge integration capability, we proposed 15 hypotheses (including sub-hypothesis). Then we made an investigation with the sample of 46 R&D teams (involving 360 team members) in the Pearl River Delta region, and tested the hypotheses using the Ucinet6.0 and SPSS13.0 analysis softwares and the methods of questionnaire investigation, social network analysis and statistical analysis.Through the empirical study, it is found that advice network density, advice network centrality, advice network structural holes, friendship network structural holes all have inverted U-shaped relationships with team knowledge sharing; the friendship network density is positively associated with team knowledge sharing; and the friendship network centrality are not significantly associated with team knowledge sharing. It is also be found that the tie strength between team members is positively associated with team knowledge sharing; the advice network structural holes of fomal leader, the friendship network centrality of fomal leader, and the friendship network structural holes of fomal leader all have positive relationships with team knowledge sharing; the advice network centrality of fomal leader is not significantly associated with team knowledge sharing. Team knowledge sharing is positively associated with team knowledge creation; and the higher the team knowledge integration capability, the higher degree of the impact of team knowledge sharing on team knowledge creation.We did the research on the team knowledge creation based on the combination of team whole network and the ego-network of formal leader, and expanded and deepened the research on the team knowledge creation. We investigated the social networks within R&D teams, collected the data of each team member. The investigation is certain ground-breaking and difficult, and can make up the lack of research on social networks in the team level. The empirical analysis of the relationship between social networks and team knowledge creation in R&D teams is certain ground-breaking and led to some valuable findings which can offer references to improve the knowledge creation in enterprise R&D teams.更多还原