knowledge enterprise造句
例句與造句
- The innovation of knowledge enterprises ' organization models
略論知識型企業(yè)的組織模式創(chuàng)新 - On sustainable development policy of knowledge enterprise libraries
現(xiàn)代遠(yuǎn)程教育與軍校圖書館的數(shù)字化建設(shè) - Knowledge alliance and knowledge innovation strategy in knowledge enterprises
知識聯(lián)盟與知識型企業(yè)的知識創(chuàng)新戰(zhàn)略 - Characteristics of knowledge enterprises and challenge to traditional management mode
知識型企業(yè)特征及其對傳統(tǒng)管理模式的挑戰(zhàn) - The theoretical and practical basis of research on knowledge enterprise is the rising of knowledge - based economy and the development of knowledge - based theory
摘要知識經(jīng)濟(jì)興起和企業(yè)知識理論發(fā)展是知識型企業(yè)成長研究的現(xiàn)實(shí)和理論基礎(chǔ)。 - It's difficult to find knowledge enterprise in a sentence. 用knowledge enterprise造句挺難的
- Under the background of knowledge - based economy , the growth capability of knowledge enterprises was dominated by knowledge resource and knowledge capability of firms
在知識經(jīng)濟(jì)背景下，企業(yè)的知識資源和知識能力在很大程度上決定著知識型企業(yè)的成長能力。 - 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
知識社會迎面而來，而作為這個(gè)社會中最活躍的細(xì)胞? ?知識型企業(yè)，怎樣借助知識管理( km )的手段，實(shí)現(xiàn)其“先鋒”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，對知識型企業(yè)實(shí)施知識戰(zhàn)略，提高知識的捕獲和儲存能力，完善知識轉(zhuǎn)移和創(chuàng)造機(jī)制是知識型企業(yè)成長管理的基本任務(wù)。 - 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
具體包括企業(yè)的柔性管理模式借鑒，知識型企業(yè)的柔性管理模式分析，對高校人力資源柔性管理進(jìn)行模式定位，并建立了價(jià)值鏈方法下的流程再造及新的評價(jià)指標(biāo)體系。 - 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
本論文共分成三部分：第一部分：理論篇首先強(qiáng)調(diào)了知識經(jīng)濟(jì)時(shí)代的重要特征及對企業(yè)管理產(chǎn)生的巨大影響，然后深入分析知識型企業(yè)的定義、特點(diǎn)和成立條件。 - 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
對北京電力國際公司這樣一個(gè)典型案例進(jìn)行了解剖式的研究，進(jìn)一步將理論與實(shí)踐相結(jié)合，并得出本文的結(jié)論：中國企業(yè)對知識型員工激勵(lì)必須轉(zhuǎn)變觀念、堅(jiān)持以人為本，結(jié)合員工需要和企業(yè)實(shí)際推行全面薪酬戰(zhàn)略，促進(jìn)人力資本與財(cái)務(wù)資本的共同增值，最終實(shí)現(xiàn)企業(yè)與員工合作的雙。 - 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
但目前的大多數(shù)文獻(xiàn)都是從知識管理的角度分析有效的知識管理要求組織結(jié)構(gòu)的相應(yīng)變化，研究的對象主要是知識型企業(yè)，對一般的企業(yè)組織及其結(jié)構(gòu)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
但目前國內(nèi)咨詢公司受自身管理模式的制約,規(guī)模普遍偏小,往往不能有效聚合高級人才形成較強(qiáng)的實(shí)力和較大規(guī)模,業(yè)務(wù)規(guī)模較小,不能適應(yīng)當(dāng)前的市場需求和承接高端的咨詢項(xiàng)目。無力和國外的著名咨詢公司進(jìn)行抗衡。并且咨詢公司自身的規(guī)模發(fā)展到一定程度時(shí)往往發(fā)生管理混亂,內(nèi)部分裂,迅速衰落直至消亡的現(xiàn)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,針對國內(nèi)管理咨詢公司現(xiàn)有管理模式的分析,并結(jié)合中國國情和管理咨詢行業(yè)的發(fā)展現(xiàn)狀,在原有的管理模式基礎(chǔ)上進(jìn)行大膽改革和創(chuàng)新,摸索建立的一套基于核心業(yè)務(wù)流程進(jìn)行組織結(jié)構(gòu)的設(shè)計(jì),實(shí)行項(xiàng)目化的動(dòng)態(tài)團(tuán)隊(duì)管理,建立和強(qiáng)化知識管理制度的新型管理模式,初步建立一套能夠適應(yīng)國內(nèi)快速擴(kuò)張的管理咨詢公司,也能適用于其他知識型企業(yè)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
本文結(jié)合我國電信運(yùn)營企業(yè)發(fā)展的實(shí)際，及本人長期在電信管理部門工作的實(shí)踐，在查閱了大量文獻(xiàn)資料的基礎(chǔ)上，對戰(zhàn)略管理相關(guān)理論進(jìn)行了較為詳盡的闡述；分析研究了中國電信運(yùn)營企業(yè)的發(fā)展現(xiàn)狀和存在的主要問題；運(yùn)用swot分析法對中國電信企業(yè)進(jìn)行了戰(zhàn)略分析與評價(jià)，并從產(chǎn)業(yè)結(jié)構(gòu)的角度對中國電信運(yùn)營企業(yè)的行業(yè)競爭情況進(jìn)行了分析；提出了可供我國電信運(yùn)營企業(yè)選擇的一般競爭戰(zhàn)略、股份制改造、多元化經(jīng)營戰(zhàn)略、市場營銷戰(zhàn)略、企業(yè)創(chuàng)新戰(zhàn)略、跨國經(jīng)營戰(zhàn)略；并從盡早啟動(dòng)企業(yè)業(yè)務(wù)流程重組( bpr ) 、逐步建立動(dòng)態(tài)競爭條件下的柔性組織、積極推進(jìn)知識型企業(yè)人力資源的開發(fā)與管理三個(gè)方面，提出了戰(zhàn)略實(shí)施的措施。