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Knowledge management to personal relationship within the organization


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This chapter will cover the related literatures about the significant factors of this research; from the knowledge management to personal relationship within the organization, which can be seen as an approval to the existing theories in seeking the linkage between them. Knowledge management was playing an important role in organizations as it could lead to either good or poor performance in an organization; thus, it was concerned by many organizations, recently, to find out how they could enhance their organizational knowledge management, especially knowledge creation in order to pursue a better performance. Then, the interactions between individuals in organization should not be neglected since the personal relationship in an organization seems to be one of its potential component as it could determine the organizational knowledge; consequently, proper association and communication between the workers could also bring about an improvement in organizational learning that the workers share their knowledge and experiences with one another, so it is critical to create such beneficial interactions or relationships within an organization.


֪ʶ¹ÜÀí¡ª¡ªKnowledge management


Before we shall discuss about the knowledge management, we should know about the definitions of the knowledge itself. As many nobles had argued about the nature, origin and scope of knowledge from the Greek era until the current academic circles (Hicks et al, 2006), there were two outstanding views in studies of knowledge work in organizations: the epistemology of possession and the epistemology of practice. Newell et al. (2009) had explained the difference between those two views: 'In short, the epistemology of possession treats knowledge as something people have whereas the epistemology of practice treats knowledge as something people do.'

Although the two epistemologies seem to be quite distinctive to one another, there was still an idea to reconcile them together. That idea pointed out the possibility to see the processes of knowing and forms of knowledge as evenly important and complementary, as cited by Newell et al. (2009) from Cook and Brown (1999): 'Organizations are better understooda€| if knowledge and knowing are seen as mutually enabling (not competing). We hold that knowledge is a tool for knowing, that knowing is an aspect of our interaction with the social and physical world, and the interplay of knowledge and knowing can generate new knowledge and new ways of knowing.' Therefore, the two major views of knowledge can support each other and would lead to augmentations in both of them.

Then, we shall move t±¾ÂÛÎÄÓÉÓ¢ÓïÂÛÎÄÍøÌṩÕûÀí£¬ÌṩÂÛÎÄ´úд£¬Ó¢ÓïÂÛÎÄ´úд£¬´úдÂÛÎÄ£¬´úдӢÓïÂÛÎÄ£¬´úдÁôѧÉúÂÛÎÄ£¬´úдӢÎÄÂÛÎÄ£¬ÁôѧÉúÂÛÎÄ´úдÏà¹ØºËÐĹؼü´ÊËÑË÷¡£

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