knowledge enterprise造句
例句与造句
- The innovation of knowledge enterprises ' organization models
略论知识型企业的组织模式创新 - On sustainable development policy of knowledge enterprise libraries
现代远程教育与军校图书馆的数字化建设 - Knowledge alliance and knowledge innovation strategy in knowledge enterprises
知识联盟与知识型企业的知识创新战略 - Characteristics of knowledge enterprises and challenge to traditional management mode
知识型企业特征及其对传统管理模式的挑战 - The theoretical and practical basis of research on knowledge enterprise is the rising of knowledge - based economy and the development of knowledge - based theory
摘要知识经济兴起和企业知识理论发展是知识型企业成长研究的现实和理论基础。 - It's difficult to find knowledge enterprise in a sentence. 用knowledge enterprise造句挺难的
- Under the background of knowledge - based economy , the growth capability of knowledge enterprises was dominated by knowledge resource and knowledge capability of firms
在知识经济背景下，企业的知识资源和知识能力在很大程度上决定着知识型企业的成长能力。 - Knowledge society come in , as the most activity cell - knowledge enterprise , what dose bring into play function ? the thesis contact with practice , put forward a new plan to solve these problems
知识社会迎面而来，而作为这个社会中最活跃的细胞? ?知识型企业，怎样借助知识管理( km )的手段，实现其“先锋”的作用 - So it can be argue that the basic tasks of growth management of knowledge enterprises are to carry out knowledge strategy , enhance acquirement and storage capabilities of knowledge , and improve the mechanism of knowledge transference and creation
因此，对知识型企业实施知识战略，提高知识的捕获和储存能力，完善知识转移和创造机制是知识型企业成长管理的基本任务。 - It includes the analysis of flexible management mode of enterprises , especially knowledge enterprises , and positions the mode of universities . then with the method of value chain , it establishes the system of process reengineering and evaluation indexes
具体包括企业的柔性管理模式借鉴，知识型企业的柔性管理模式分析，对高校人力资源柔性管理进行模式定位，并建立了价值链方法下的流程再造及新的评价指标体系。 - Part 1 first emphasizes the features of knowledge economy and the influence of the method about enterprises . then discusses the concept , features and condition of knowledge enterprise . at the same time , sum up theory , which have been deeply researched before
本论文共分成三部分：第一部分：理论篇首先强调了知识经济时代的重要特征及对企业管理产生的巨大影响，然后深入分析知识型企业的定义、特点和成立条件。 - It will have a guide role for the knowledge enterprises that can formulate the effective motivation measures . 6 . discuss a typical suit case , integrate the theory with practice , come to a conclusion in the end : chinese companies must change the concept , insist " human - based " strategy , improve the increment of human capital and financial capital , realize the double - win of knowledge workers and companies
对北京电力国际公司这样一个典型案例进行了解剖式的研究，进一步将理论与实践相结合，并得出本文的结论：中国企业对知识型员工激励必须转变观念、坚持以人为本，结合员工需要和企业实际推行全面薪酬战略，促进人力资本与财务资本的共同增值，最终实现企业与员工合作的双。 - Most research literatures at present , however , focus on the organizational changes required by effective knowledge management from km perspective , most objects that they discuss are knowledge enterprises . but they do not address the internal mechanism of organizational design of general enterprises
但目前的大多数文献都是从知识管理的角度分析有效的知识管理要求组织结构的相应变化，研究的对象主要是知识型企业，对一般的企业组织及其结构本身缺乏深入的研究。 - In recent years , china ' s management consultation profession was in the fast development the stage ; but domestic consultant firm scale generally small , often cannot effectively get together the senior talented person to form the strong strength and the scale , may continue the high consultation project , carries on with the overseas famous consultant firm contends with , and consultant firm ' s scale one big has the management to be chaotic , internal fission , until withers away the phenomenon , investigates its origin , lies in the existing management pattern not to be able to adapt likes the consultant firm such fast growth the knowledge enterprise , therefore must carry on the reform and the innovation to the original management pattern
但目前国内咨询公司受自身管理模式的制约,规模普遍偏小,往往不能有效聚合高级人才形成较强的实力和较大规模,业务规模较小,不能适应当前的市场需求和承接高端的咨询项目。无力和国外的著名咨询公司进行抗衡。并且咨询公司自身的规模发展到一定程度时往往发生管理混乱,内部分裂,迅速衰落直至消亡的现象。 - Next , the management pattern analysis which now uses in view of the domestic management consultant firm , and unifies the chinese national condition , carries on the bold innovation in the original management pattern foundation , tried to find out the establishment a set carries on the organization overhead construction design based on the service flow , the strengthened knowledge management , the new pattern which the implementation project dynamic team manages , the discussion establishes a set to be able initially to adapt the domestic fast expansion consultant firm , also can suit in other knowledge enterprises " management patterns
然后,针对国内管理咨询公司现有管理模式的分析,并结合中国国情和管理咨询行业的发展现状,在原有的管理模式基础上进行大胆改革和创新,摸索建立的一套基于核心业务流程进行组织结构的设计,实行项目化的动态团队管理,建立和强化知识管理制度的新型管理模式,初步建立一套能够适应国内快速扩张的管理咨询公司,也能适用于其他知识型企业的新型管理模式。 - Based on a large number of literature references , combining the facts of chinese telecommunication operating enterprises development and the long - term practice of author in telecommunication administrative department , the article expatiates on related theories of strategic management in detail ; analyzes the development status in quo and existing primary problems of chinese telecommunication operating enterprises ; conducts strategic analysis and evaluation to chinese telecommunication enterprises with swot method , and analyzes the trade competition condition of chinese telecommunication operating enterprises from the point of industrial structure ; puts forward generic competitive strategy , stock system reform , multiple operation strategy , marketing strategy , enterprise innovation strategy and multinational operation strategy for choice by chinese telecommunication operating enterprises ; and puts forward strategy implementation measures in three aspects including starting up business process reengineering ( bpr ) as soon as possible , gradually establishing flexible organization under dynamic competitive condition , and actively driving development and management of human resource in knowledge enterprises
本文结合我国电信运营企业发展的实际，及本人长期在电信管理部门工作的实践，在查阅了大量文献资料的基础上，对战略管理相关理论进行了较为详尽的阐述；分析研究了中国电信运营企业的发展现状和存在的主要问题；运用swot分析法对中国电信企业进行了战略分析与评价，并从产业结构的角度对中国电信运营企业的行业竞争情况进行了分析；提出了可供我国电信运营企业选择的一般竞争战略、股份制改造、多元化经营战略、市场营销战略、企业创新战略、跨国经营战略；并从尽早启动企业业务流程重组( bpr ) 、逐步建立动态竞争条件下的柔性组织、积极推进知识型企业人力资源的开发与管理三个方面，提出了战略实施的措施。