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首页> 外文期刊>KM Review: Gaining Competitive Advantage in the Knowledge Economy >CHALLENGES TO KM AT HEWLETT PACKARD CHINA - Why a social, sharing approach failed to withstand major change
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CHALLENGES TO KM AT HEWLETT PACKARD CHINA - Why a social, sharing approach failed to withstand major change

机译：惠而浦中国的知识管理挑战-为什么社交共享方法无法承受重大变化

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摘要

In 2001, Hewlett Packard China began extensive knowledge initiatives, focusing on knowledge sharing. But by 2004, several factors including major organizational change had effectively ended all knowledge work. Here, Lu Lin and Leung Kwok describe the approach of HP China's chief knowledge officer and explain some inherent cultural barriers facing knowledge management in the Chinese context. Compared with the developed countries in the world, China approached knowledge management relatively late - it wasn't until the late 1990s that the concept of KM was properly introduced in the country. But, just as in other countries, KM was soon well accepted by practioners and academics, especially when some transnational corporations promoted KM in their subsidiaries. The new millennium saw several international companies in China investing in KM technology and software. IBM China and Siemens are frequently quoted examples.
机译：2001年，惠普中国开始了广泛的知识活动，重点是知识共享。但是到2004年，包括重大组织变革在内的若干因素有效地终止了所有知识工作。在这里，陆琳和梁国国描述了惠普中国首席知识官的做法，并解释了中国语境下知识管理面临的一些固有文化障碍。与世界上的发达国家相比，中国在知识管理方面的应用相对较晚-直到1990年代末，知识管理的概念才在中国得到了适当的引入。但是，就像在其他国家一样，知识管理很快就被实践者和学者所接受，尤其是当一些跨国公司在其子公司中推广知识管理时。新世纪以来，几家国际公司在中国投资了KM技术和软件。经常引用IBM中国和西门子的例子。

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