Research on Staff Explicitation in Organizational Knowledge Management Based on Fuzzy Set Similarity to Ideal Solution

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1 Send Orders for Reprints to The Open Cybernetics & Systemics Jornal, 015, 9, Open Access Research on Staff Explicitation in Organizational Knowledge Management Based on Fzzy Set Similarity to Ideal Soltion Zhang Qipeng 1,*, Tong Biao, Li Liang 3, Zhang Qixe 4 and Zho Dandan 5 1 Department of Bsiness Administration, Zhejiang University of Technology, Zhejiang Hangzho 31003, China; Department of Technical Economics, Zhejiang University of Technology, Zhejiang Hangzho 31003, China; 3 Department of Finance, Zhejiang University of Technology, Zhejiang Hangzho 31003, China; 4 Department of Intellectal Property Rights, Zhejiang University of Technology, Zhejiang Hangzho 31003, China; 5 Department of Technical Economics, Zhejiang University of Technology, Zhejiang Hangzho 31003, China Abstract: In this paper, we prompt that the promoting relationship between three layers of DKMC model based on the fzzy set similarity to ideal soltion. The knowledge fndamental competence implses the knowledge transfer competence, and the knowledge transfer competence implses the knowledge dynamic application competence. It is also proved that the knowledge dynamic application competence, which pshes the OP by organization innovation, is the key of the DKMC model to shift the OP. It brings forward the evalation system of the DKMC. At the first time, it tilizes particle swarm optimization method in the field of the colony intelligence into the optimization of the evalation model, so as to recommend a fll set of methods to optimize DKMC evalation model based on the fzzy set similarity to ideal soltion. Keywords: Algorithm, fzzy set similarity to ideal soltionorganizational knowledge management, the staff explicitation. 1. INTRODUCTION Recently, the researcher has witnessed many organizations are taking cognizance of and implementing knowledge management (KM) in management practice. KM is the management activities of knowledge's prodcing, processing, broadcasting and applying in order to keep or sharpen the competitive edge. KM also has a close relationship with the changefl competition circmstance, so it is necessary for the organization to be dynamic as well. The KM objective targets are not only for integration of the internal and the external knowledge [1, ], bt also for the development of organization performance (OP). The dissertation analyses internal fondation of organization dynamic competence from the view of KM, and demonstrates dynamic knowledge management competence (DKMC) with its triple-layered strctre model [3]. The model consists of fondation layer which lies in KM fndamental competence, conversion layer which lies in KNi transfer competence and application layer which lies in KM dynamic application competence. It points ot the repository which contains visible and invisible knowledge stored in each one's head of the organization is the core of the DKMC triple- layered strctre. On the one hand, the capability of each layer accmlates to enlarge the knowledge repository. On the other hand, the knowledge repository has a great effect on each layer. Moreover, different emphasizes are laid on the relationship of each layer in the knowledge repository. *Address correspondence to this athor at the Department of Bsiness Administration, Zhejiang University of Technology, Zhejiang Hangzho 31003, China; zhangqipeng431@163.com Otherwise, DKMC model focses on dynamic configration to sit the changing environment. The model also shows the stats and effect of each layer so as to target the KM level for organizing itself and to identify the problems on corresponding layer [4]. It helps to set p a holistic KM soltion for the competence and resorce adapting to dynamic circmstance [5, 6], while the consisting competing advantage can be obtained. Knowledge management is the prodct of the era of knowledge economy, and the development of knowledgebased economy depends on the effective management of knowledge: From a macro point of view, knowledge management is an important driving force for the development of knowledge-based economy; while from the microscopic point of view, knowledge management throgh a series of core fnctions effectively optimize the enterprise's bsiness activity. And knowledge management is not only a strategy and ideas, bt also a workable technology. While at the same time, the history of the rise and fall of the knowledge management calls for a holistic and targeted knowledge management is done. Knowledge management shold first be based on the level of corporate strategy, rather than a restricted matter, ths it mst be implemented as a whole. Knowledge management doesn't cover everything, bt shold be focsed on the basis of actal bsiness in order to achieve optimal performance. Management knowledge life cycle has become the new ideas of modern knowledge management [7]. Today, the majority of exectives are aware of the strategic importance of knowledge. Moreover as in other areas of management, we do not lack a sefl framework, alternative models and checklists directory to be chosen from. However, X/ Bentham Open

2 140 The Open Cybernetics & Systemics Jornal, 015, Volme 9 Qipeng et al. it seems that some soltions, jst like Band-Aid, can be sed nder any circmstances. When a lot of knowledge managers selected error framework one after another, the idea that knowledge management is the process of the evoltion of the knowledge life cycle will have a profond impact. An important fnction of knowledge management is the management of the whole knowledge life cycle. How to manage the knowledge in a complex ecology of knowledge, it reqires s to abandon the pecliar and mechanical redctionism that means the whole is to be divided into individal to nderstand and explain, instead pick p the weapons of complexity theory, sing sch a system life cycle thinking to take care of the knowledge mfti-attribte, mftidimensional vale and a variety of factors. In the book" White Paper on Knowledge Management: Secondgeneration knowledge management", knowledge life cycle that appears repeatedly is based on organizational learning theory and complexity theory, which are the basis of the second generation of knowledge management concepts.. THE BACKGROUND AND FRAME WORK OF ORGANIZATIONAL KNOWLEDGE MANAGEMENT IN CHINA The implementation of knowledge management in the enterprises in China has not achieved the desired effect. The sccessfl experience is very few and failre's is more. The other hand, many Western companies, knowledge management project is a mfti failed. The reasons for the failre are many and varied, bt we attempt to analyze the two important reasons: (1) The lack of a deep nderstanding of enterprise knowledge management, it thinks only knowledge as the object of stdy of knowledge management, while ignoring the important role who is closely related to the environment (in particlar, the operation of the internal environment). Many knowledge management projects are simply seen as an extension of information management, while too mch emphasis on the technical attribtes of knowledge management, and neglect the social attribtes of knowledge management. () Enterprise in importing knowledge management, de to the lack of clear nderstanding on their own level of knowledge management capability stats qo, so it is nclear whether the organization has ready. After the implementation of knowledge management, there is no a clear effect evalation mechanisms and standards, so the employees feel that knowledge management can not bring real benefits to the enterprise [8]. These will make the project a mere formality and failre ltimately. The existing researches on knowledge management matrity model widespread a problem: Model constrction methods are all experienced jdgment and lack of real data on the selection of elements. Therefore, this stdy attempts to se experience research (rather than empirical jdgments) to determine the composition of the enterprise knowledge management matrity model dimensions. Throghot the corse of the stdy, we fond that: (1) There is a new method based on empirical research to Knowledge Management Matrity Model. () The effectiveness of knowledge management matrity model constrcted in this stdy based on the operation of the environmental perspective is good. The model has been adopted in DHI"DCW, and one of the reference based on the model has to develop as a hman resorces management system. (3) Whether or not knowledge management project has been implemented, there is knowledge management operation environment objective in enterprises, and this environment can be measred. From the point of view of knowledge management operation environmental factors, enterprise can clear the level of matrity of knowledge management throgh the evalation of the operation environment constrction, and ths appropriate to grasp the import of the timing and focs of knowledge management direction. (4) Overall, knowledge management operation environment will have an impact on bsiness performance throgh the intermediary of knowledge management core processes. The detailed impact relationships are: Centralization of enterprise knowledge management operation environment has a negative impact on knowledge management acqisition process and knowledge-sharing processes in knowledge management core processes, and formal environmental has a negative impact on knowledge-sharing processes and knowledge innovation process. Technical spport for knowledge processes has a positive impact on the processes of knowledge acqisition and knowledge sharing. Breacratic cltre has a negative effect on knowledge innovation, and innovative cltre has positive effect on knowledge acqisition, knowledge innovation, and the same time, the spportive cltre has positive effect on knowledge sharing and knowledge innovation. The core Knowledge processes (knowledge acqisition, sharing, and innovation) has a positive effect on Enterprise Performance. (5) Codified-knowledge management strategy play a positive reglatory role on the relationship of knowledge acqisition, knowledge sharing and firm performance, bt play a negative reglatory role on the relationship of knowledge innovation and firm performance. (6) The interaction of vale of hman resorces strategy, knowledge sharing and knowledge innovation has a positive impact on bsiness performance. The effect of the interaction of the vale of hman resorces strategy and knowledge acqisition on firm performance is not significant. The interaction of the specificity of hman resorce and knowledge innovation has a positive impact on enterprise performance. (7) The conclsions of relationship between knowledge management operation environment the knowledge management core process and enterprise performance can be applied to the constrction of "a knowledge management matrity model". 3. ORGANIZATIONAL CULTURE DIMENSIONS AND KNOWLEDGE MANAGEMENT SUCCESS First, persistent learning cltre is prodctive to improving an enterprise's efficiency in knowledge obtaining and accmlation, whereby to promote KMS. As well as accmlating and acqiring knowledge from inside whenever and wherever, firms eqipped with high learning aptitde

3 Research on Staff Explicitation in Organizational Knowledge Management The Open Cybernetics & Systemics Jornal, 015, Volme and motives, are more adept in from rivals and coalition partners gaining access to new knowledge, which is niversally acknowledged as a way to sccess as no firm can thoroghly have the ownership of or self develop all knowledge for achieving competitive advantage. So, persistent learningtyped OC can stimlate a motive for staff to create, own, and absorb new knowledge, and endow KM with a more copios connotation, ths effectively extending the platform of it. Next, continity of learning-typed cltre is a driver of scientific originality, frnishing KM with the sol and momentm. There are two basic prereqisites for individals to effect a highly efficient innovation of knowledge: reasonable knowledge strctre with both solid specialist and encyclopedical related knowledge and scientific thinking methodology. To obtain sch a knowledge constittion leans on permanent stdy. Frther, innovative thoghts methods are a key to the scientific novelty corse as only if innovators mst bring into fll play thinking fnctions: boldly, diligently, artflly and profondly deliberate, efficient innovation wold be flfilled. The availability of the methodologies is sbject to in-depth prsit of theory and sstainable learning-by-doing. Third, incessantly learning environment makes for raising the knowledge-sharing efficiency to psh knowledge administration to move toward the bank of victory. High efficiency in knowledge sharing, marking a sccessfl KM, is determined by three fndamental factors: intentions and capability of senders and recipients, and knowledge's own tacit attribte. Knowledge dispatchers mst not only garantee others to share knowledge bt also be capable of employing a manner of ease of nderstanding to remit the knowledge they have already mastered, particlarly the ambigos one, which reqires continos stdy. In the case of receivers, only if they mst have a high spirit of permanent reading, then they can possess a strong motive for accepting and taking in the knowledge coming from senders. Eventally, constant learning-typed cltre contribtes to advancing the efficiency in knowledge diffsion and sage. The knowledge innovatively created dring the corse of bsiness operations or obscred from coalition partners, provided to be appropriately disposed and developed the fll se of, can coin adeqate vale. Only in the cltral stdy atmosphere where staff is in the habit of taking in fresh knowledge, proper allocation of knowledge can be achieved, prompted by discriminative employees. This is in favor of transforming of personnel from "being asked to disseminate and employ knowledge to "being ready to" and facilitates them to be keen on nceasing stdy of how to maximize the efficacy of a new skill, ltimately pgrading the vale creativity for rnning knowledge. At organizational level, firms shold try to translate each individal's intangible knowledge into tangible and systematic knowledge, and to promote interactions, both formal and informal, among individals and grops. At individal level, a person mst know how to hold skills necessary for work, obtain access to know-how from colleages, share working experience and techniqes with others. This, of corse, can lead to a high probability of KMS. At a start, appropriate power distance contribtes to an nobstrcted channel for information commnication and the redction of information llage. Spreading knowledge at a high efficiency reqires correct identification of information and precise distribtion for specific staff, ths accrate recognization concerning knowledge reqesting and swift processing are a vital chain for over the corse of disseminating knowledge. However, at bsinesses with a long distance of athority, the management breacracy level is in the habit of spervising personnel throgh the formal commanding system at each tier and information commnication follows the rote from the pper level to the lower level and then from the lower level to the pper level till to the chief exective. On this track, severe wearing and disconting of timely delivery in connection with data provokes missing chance or sspension of handling of knowledge reqest. Notably, lengthy power-distance enterprises fail to accomplish a high efficient circlation of information and sffer a low efficiency of spreading ot. Next, sitable athority space is a contribtor of pgrading employees' work atonomy, insring diversity and smoothing of information-enjoying channels. Low powerspace firms nderscore empowerment-styled management, which means democratic involvement and spporting staff to make p a volnteer team for obligatory performing and is embodied in improving staff's self-decision power, giving strong backing to employees in having access to varios working resorces like techniqe to garantee them to independently carry ot significant ndertakings, and motivating them to take on greater responsibilities via job shift and enrichment. While, long distance of power may indce the knowledgeable members of staff to be inclined to treat knowledge as a sorce of expert power for the sake of snatching more bargaining capitals to pgrade their own stats and obscre economic interests. Under the circmstance of modest power expanse, however, they may have an implsion for going shares of their intellectal reslts. Third, appropriate power distance is a driver of negotiation-based or constrctive commnication modes, which makes sre the pattern of power exercise based on gidance and secrity fnctions, so as to advance knowledge innovation ability to prompt sccessflly rnning knowledge. Uniqeness concerning knowledge per se makes its novelty be achieved jst nder the circmstance of high atonomy of interest-related persons, over the corse of which power application is positioned in the serving form. This form is in contrast with the conterpart in enterprises with a long power space, athoritative and maniplative. Evidently, the former style is more positive than the latter in knowledge innovation. 4. THE ALGORITHM OF FUZZY SET SIMILARITY TO IDEAL SOLUTION Techniqe for Order Preference by Similarity to Ideal Soltion (SIS) method is also one of those sefl mlticriteria decision making method for srveying isses in real world for the first time. This method was also sggested by Jahanshahlo et al. They described it as: Let A 1, A,, A m be m alternatives, which are spposed to be ranked by k decision makers based on n criteria C, C,, C n ). Let ( 1 X be the rating score of A associ- i

4 14 The Open Cybernetics & Systemics Jornal, 015, Volme 9 Qipeng et al. j criteria and is defined as [, ] ated with th l x x x. Weights of criteria are defined as w 1, w,, w n, where wj is the weight of C j. We can define an MADM problem with interval nmbers briefly in a decision making matrix. In SIS method with interval nmbers we have to normalize decision making matrix as we show it below: l l x a = ( ) ( ), i= 1,,..., n, j= 1,,..., m (1) l m j = 1 x + x x a = ( ) ( ), i= 1,,..., n, j= 1,,..., m () l m j = 1 x + x l Now [ x, x ] are normalized and the calclated domain l [ a, a ] belongs to [0,1]. Becase of the differences in importance of each criterion, in the next step we will calclate weighted normalized decision matrix with interval nmbers as below: l l v = w a, i = 1,,..., n, j = 1,,..., m (3) j v = w a, i = 1,,..., n, j = 1,,..., m (4) j where wi is the weight of the. th i criterion and w i = 1 Fzzy set is an extended form of classic set introdced by Zadeh. In a classic set, each element has two vales. In other words, an element either belongs to a set or not. If an element becomes a member of set A, its related vale is eqal to 1, and zero, otherwise. However, fzzy theory is attribting a nmber between [0, 1] to each x from X. A Convex Fzzy Set: The A fzzy set is convex if and only if for each x1, x X and each [0,1], we have [ x (1 ) x ] min 1 [ ( x1), ( x) ] μ + μ μ (5) A A A For real-world applications, we tilize some fzzy and vage statements rather than some crisp terms. Very low, low, middle, high and very high are some examples of lingistic terms. Fzzy nmbers can stand for these lingistic terms in a mathematical model. In this paper, the importance weights of the ratings of qalitative criteria are considered as lingistic variables. In this paper, the decision-makers se the lingistic variables shown in Table 1 to evalate the ratings of alternatives with respect to qalitative criteria. In this article, we select a spplier that has the low amont of risk in relationship with the company. This problem can be defined as a grop MADM (GMADM) problem. We consider some steps for modeling these cases as below: a) A set of k decision maker that is defined by D= { D1, D,..., Dk} ; b) A set of m spplier (alternative) that we call it A= { A1, A,..., Am} ; c) A set of n criteria that we evalate sppliers by those C = C1, C,..., C ; n criteria and call it { } d) A set of performance rate of spplier, A i = 1,,..., m in association with criteria i ( ) ( C, j j 1,,..., n) = that we show it as {, 1,,...,, 1,,..., } X = x i = m j = n. Consider a sitation where there are k decision makers in a grop and each decision maker D and k k = 1,,..., k evalates sppliers based on fzzy nmbers μ A () x that has a membership degree μ A () x. After choosing adeqate lingistic terms for ranking sppliers and translating them to fzzy nmbers, we tilized -ct method to alternate these fzzy nmbers by interval nmbers instead of defzzification for prioritizing alternatives and then we sed a SIS method to rank interval nmbers for ranking sppliers. 5. THE EXPERIMENT AND DATA ANALYSIS Samples are chose for the qestionnaire test. The experiment data of sensitivity of KM of the sample is shown in Table 1. The experiment data of stable of KM of the sample is shown in Table. Knowledge management and learning organization is the prodct of the era of knowledge economic society. They have an inextricably close relationship. The learning organization is a carrier of the implementation of knowledge management, and knowledge management is the core of learning organization. Fig. (1) shows the volatility of the sample. The prior research theoretically provides saltary lessons and gidance Table 1. Sensitivity of KM. Cipher text image Fine Tning Key k and k5 k and k6 k3 and k6 N PCR U ACI

5 Research on Staff Explicitation in Organizational Knowledge Management The Open Cybernetics & Systemics Jornal, 015, Volme Table. Stable of KM. Fine Tning KM Cipher Text Image Initial Key & Fine Tning k3 Initial Key & Fine Tning k7 Initial key & Fine Tning k3 and k7 N PCR U ACI for implementing KM and also robstly clarifies the reality of high failre rates, havin contribted to two researching areas of OC and KM bt sffers two limitations. Fig. (1). The volatility of the sample. The differential performance analysis is shown in Fig. (), Among researches on the relationship between the two, most focs on the effects OC has on knowledge sharing or innovation, only a few getting involved i knowledge acqisition. In trth, KM is a comprehensive procedre containing mltiple chains like identifying, gaining access to, integrating, spreading, sharing, innovating, and tilizing knowledge, and each chain acts as an indispensable determinant of sccessfl KM operations (1) Persistent learning, a basic featre in KMS operations and also essential reqirements of KM, boosts the efficiency in gaining access to, accmlating, innovating, sharing and spreading knowledge, especially, its impact on knowledge acqisition is the most critical. () Interpersonal trst directly acts on the three links, that is, knowledge diffsion, knowledge innovation and knowledge application, to increasing the probability of KMS. One of the most notable is that interpersonal trst will decide directly the motivation of knowledge sharing and improve the efficiency of knowledge sharing; (3) A modest power distance is a contribtor of improvement regarding the three aspects, with the most critical being in the impact on innovating knowledge. Therefore, when the enterprise will psh a program concerning KM for seeking KMS, it shold be good at with creating the appropriate cltre throgh sitable management system and action plan. The cltre mst be helpfl of KM for the organization, at least in the continos learning, interpersonal trst and power distance to the appropriate level. Meanwhile, related factors like spport form high-level exectives, investment in the scholarship administration infrastrctre, and employee idiosyncrasy shold be meditated as well. Ultimately, we expect that frther empirical research on conciliating of these elements can yield a big and ripe frit of KM activities. CONFLICT OF INTEREST The athors confirm that this article content has no conflict of interest. ACKNOWLEDGEMENTS Declared none. Fig. (). Differential performance analysis. CONCLUSION OC exerts a profond effect on commnications and behaviors dring the KM corse, a doble-edged blade that provides a firm fondation for effective KM activities bt might be a hrdle. This stdy probes into the effects of the three critical forms of cltral traits on KMS. REFERENCES [1] S. Y. Cho, and Y. H. Chang, A decision spport system for spplier selection based on a strategy-aligned fzzy SMART approach, Expert System with Applications, vol. 34, pp , 008. [] M. Dagdeviren, and I. Yksel, Developing a fzzy analytic hierarchy process (AHP) model for behavior-based safety management, Information Sciences, vol. 178, no. 6, pp , 008. [3] X.N. F, S.M. Yin and S.Q. Li, A improved adaptive fzzy entropy entropy thresholding method on image segmentation, Acta Photonica Sinica, vol. 3, pp , 003. [4] S. Gattofi, M. Oral, and A. Reisman, Data envelopment analysis literatre: a bibliography pdate ( ), Socio-Economic Planning Sciences, no. 38, pp , 004. [5] M. Keen, and J. Mintz, The optimal threshold for a vale-added tax, Jornal of Pblic Economics, vol. 88, pp , 004. [6] A. H. Gold, A. Malhotra, and A.H. Segars, Knowledge management: an organizational capabilities perspective, Jornal of Management Information Systems, vol. 11, pp , 001.

6 144 The Open Cybernetics & Systemics Jornal, 015, Volme 9 Qipeng et al. [7] R.M. Grant, Toward a knowledge-based theory of the firm, Strategic Management Jornal, vol. 1, pp , [8] A.K. Gpta, and V. Govindarajan, Knowledge flows within mltinational corporations, Strategic Management Jornal. vol. 1, pp , 000. Received: Jne 10, 015 Revised: Jly 9, 015 Accepted: Agst 15, 015 Qipeng et al.; Licensee Bentham Open. This is an open access article licensed nder the terms of the Creative Commons Attribtion Non-Commercial License ( licenses/by-nc/3.0/) which permits nrestricted, non-commercial se, distribtion and reprodction in any medim, provided the work is properly cited.