创意组织知识创造机制的太极模型研究

发布时间：2018-10-18 19:14

【摘要】：在过去十年里,创意产业在部分发达国家和地区取得了巨大的发展。在美国、英国、新加坡、日本、韩国等地,创意产业已经成为国民经济的重要组成部分,并被政府确定为21世纪重点发展的关键产业。而中国——尤其是在沿海发达城市——近年来创意产业也呈现出欣欣向荣的局面,对经济发展和社会发展的意义日渐凸现。但是,与创意产业高速发展相对的,是对创意产业管理理论研究的严重缺失。尤其是对创意这一知识产生的过程机制缺乏深入的研究。这一方面是由于创意产业毕竟刚刚兴起,另一方面也源自传统创新管理领域对“知识创造过程机制”的研究(特别是“原创性知识”创造过程的机制研究)过于薄弱。为了深入探索创意组织知识创造的过程机制,本文首先对现有的创意产业理论、创造学(及创造力心理学)理论和技术创新管理的相关理论进行了系统的梳理和综述。进而在此基础上,运用规范化案例分析的方法,对创意组织知识创造的过程机制进行了研究,通过对音乐、广告、建筑设计、工业设计、规划设计等不同行业的数十个创意项目进行跟踪调研,提出了用以描述创意组织知识创造机制的“太极模型”。随后,本文又运用数理统计的方法,对“太极模型”进行了一定的实证研究。最终得出了以下重要结论: 1.创意组织的知识创造过程机制可以描述为“太极模型”——包括6个环节组成的两路知识流转螺旋。 2.两路太极螺旋的知识流转效率对组织的创意绩效均存在显著的正向影响。 3.创意组织的业务领域是偏重于“科学”还是“艺术”,这对以上两条结论不存在显著影响。基于这些研究成果,本文进一步提出了一系列创意组织可以用来提高其创意绩效的管理策略,并设计了基于太极螺旋的团队动态组织结构——“台球结构”。这些策略(包括“台球结构”)的核心思路是:6个环节构成了创意生成的“过程机制链条”,只有结合组织工作的特性,全面优化整个链条上的“所有”环节,才能使整个链条顺畅运转。任何一个环节的低效率,都将影响整个组织创意生成的结果。从这个意义上讲,创意组织的创意管理工作,就是不断地优化这条“过程机制链条”,使组织创意工作按太极模型的两重螺旋不断展开,从而取得更高的创意绩效。在研究的最后,本文还就所提出的太极模型和Nonaka提出的SECI模型进行了对比分析。本研究一方面对于创新管理——特别是“知识创造管理”——的理论进行了深化和拓展,另一方面也对指导创意组织如何加强管理以提升创意绩效、产业政策和园区建设如何进行能促进创意产业更好地发展具有较强的现实意义。另外,本研究对于进一步研究技术创新管理中“原始创新”问题也有着一定的借鉴意义。
[Abstract]:In the past decade, creative industries in some developed countries and regions have made tremendous development. In the United States, Britain, Singapore, Japan, South Korea and other places, creative industry has become an important part of the national economy, and has been identified by the government as the key industry of the 21st century. In recent years, creative industries in China, especially in developed coastal cities, have become more and more important to economic and social development. However, in contrast to the rapid development of creative industry, there is a serious lack of theoretical research on creative industry management. In particular, there is a lack of in-depth research on the process mechanism of creative knowledge. This is due to the fact that the creative industry is just rising, on the other hand, the research on the mechanism of "knowledge creation process" (especially the mechanism of "original knowledge" creation process) in the field of traditional innovation management is too weak. In order to deeply explore the process mechanism of knowledge creation in creative organizations, this paper firstly systematically reviews the existing theories of creative industry, creativeness (and creativity psychology) and the management of technological innovation. On this basis, using the method of standardized case analysis, the paper studies the process mechanism of creative organization knowledge creation, through music, advertising, architectural design, industrial design, Ten creative projects in different industries, such as planning and design, were followed up, and a "Taiji model" was put forward to describe the knowledge creation mechanism of creative organizations. Then, this paper does some empirical research on Taiji Model by means of mathematical statistics. Finally, the following important conclusions are drawn: 1. The process mechanism of knowledge creation in creative organizations can be described as "Taiji Model"-a two- way knowledge flow spiral consisting of six links. The efficiency of knowledge transfer in the two ways of Taiji spiral has a significant positive effect on the creative performance of the organization. 3. Whether creative organizations are focused on "science" or "art" has no significant impact on the two conclusions. Based on these research results, this paper further proposes a series of management strategies that can be used by creative organizations to improve their creative performance, and designs a dynamic team organization structure based on Taiji spiral, "billiards structure". The core idea of these strategies (including "billiard structure") is that six links constitute the "process mechanism chain" of creative generation, and only by combining the characteristics of organizational work, the "all" links in the whole chain can be optimized. To make the whole chain run smoothly. The inefficiency of any one link will affect the result of the creative generation of the whole organization. In this sense, creative management of creative organizations is to constantly optimize this "process mechanism chain", so that the creative work of the organization continues to expand according to the double spiral of Taiji model, so as to achieve higher creative performance. At the end of the study, the Taiji model and the SECI model proposed by Nonaka are compared and analyzed. On the one hand, this study deepens and expands the theory of innovation management, especially "knowledge creation management", on the other hand, it also provides guidance to creative organizations how to strengthen management to improve creative performance. It is of great practical significance to promote the development of creative industry by industrial policy and park construction. In addition, this study also has certain reference significance for the further study of "original innovation" in technological innovation management.
【学位授予单位】：浙江大学
【学位级别】：博士
【学位授予年份】：2009
【分类号】：F272

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