【正文】 s role now is to provide an exchange mechanism so that authors and knowledge seekers e to the market out of mutual selfinterest. Meeting this goal requires investments in a technology infrastructure and in the staff to maintain it, in order to make the exchange possible.An internal knowledge market has special characteristics. For starters, the pany is the ultimate beneficiary of the effort to form and maintain a knowledge marketplace. Therefore the pany, rather than the knowledgeseeking b。s perspective, the knowledge to be acquired from the market must be more insightful and relevant — as well as easier to find, gain access to, and assimilate — than alternative sources. Usually, knowledge available through most internal knowledgemanagement systems fails this test.The trick is motivating authors to produce content that meets this standard. Almost all content produced by most panies — whether short internal memos or documents packed with charts — needs to be backed up with oral discussion. Companies must give the reader, who has no opportunity to talk with the expert, more insightful, more relevant, more accessible knowledge. The answer is a new internal equivalent of a signed article, in which the author is motivated to produce a highquality document that is easily accessible to any user. Once knowledge is in this form, it can be traded in the market. This knowledge object allows a buyer of knowledge to understand an author39。t know each other. We call it a market.Large public markets for knowledge have long existed, of course, through books and articles and through public services such as libraries. More recently, panies such as , America Online, and Yahoo! have served as external markets for public knowledge. But there are no equivalent internal markets for the valuable proprietary knowledge lodged within a pany39。t have pockets of a few hundred people with mon interests — such as employees working in a particular product group or on a mon design problem or sales professionals serving the same industry? The knowledge creators and seekers in these units usually know one another and exchange ideas easily. The units in turn use whatever technology solutions they favor in order to develop small, specialized approaches to managing knowledge. Authors earn peer recognition, motivating them to produce and share more content. Usually, a senior person in the group cares enough about the exchange to invest in the technology and staff needed to build an effective, highquality internal Web site or portal that gives knowledge seekers easy access.This decentralized approach works because it facilitates exchange among small groups of workers with mon interests. Still, as a solution to the exchange of knowledge across a broad organization, it often produces mixed results. For every example of a small organizational unit with terrific success in sharing specialized knowledge among a narrow group of people, there are usually large numbers of outright, and often expensive, failures. The obvious flaw is that the proliferating approaches and technological tools have few mon protocols or standards and typically remain useful only to small groups of workers interested in very specialized topics. For most panies, this approach will provide just a fraction of the potential benefits of exchanging knowledge on a panywide scale.A Market ProblemThe truth is that the real value es less from managing knowledge and more — a lot more — from creating and exchanging it. And the key to achieving this goal is understanding that a pany39。s proprietary knowledge to bear on every problem or issue it faces led executives to invest billions of dollars in what came to be called knowledge management.Of course there was progress. But if the goal was to use a pany39。s economy find that their primary source of petitive advantage increasingly lies in the unique proprietary knowledge they possess. Companies and individuals may have equal talent and access to public knowledge, but the special value that es with unique understanding provides a real edge. The bond trader who is the first to understand an opportunity to arbitrage securities across two different markets can earn extraordinary returns until other traders figure out the secret. A pany thoroughly familiar with how to pete in a particular geographic market — China, say — has huge advantages over petitors lacking that familiarity.Put simply, there is great value in sharing, across a whole pany, proprietary insights into customers, petitors, products, production techniques, emerging research, and the like. In practice, of course, panies find it far more difficult than do individuals to take advantage of all this knowledge. An individual39。最后，要感謝我的父母家人，在這四年時(shí)間里，他們默默承擔(dān)著我的學(xué)業(yè)負(fù)擔(dān)，為我提供了經(jīng)濟(jì)支持和無(wú)微不至的關(guān)懷，在他們的支持和幫助下，我才能安心學(xué)業(yè)，他們是我最強(qiáng)大的經(jīng)濟(jì)后盾和最溫馨的心靈港灣。易副教授在本論文的選題及對(duì)如何寫(xiě)好該論文提出了寶貴的意見(jiàn)，在論文寫(xiě)作的過(guò)程中對(duì)文章的結(jié)構(gòu)、布局及一些不當(dāng)之處進(jìn)行了細(xì)心的指導(dǎo)和引導(dǎo)，使本論文得以按時(shí)保質(zhì)完成。菲茲恩茲著[美],[M].上海:上海人民出版社,～134Jac ROL of Human Capitl.[M].Shanghai:People of Shanghai Press,～134[11]菲利浦A[M].北京:商務(wù)印書(shū)館,～79[8]亞當(dāng)參考文獻(xiàn)[1][M].北京:中信出版社,～25 [2]:理論、方法與務(wù)實(shí)[M].北京:機(jī)械工業(yè)出版社,～83[3][M]. 北京:機(jī)械工業(yè)出版社,～92[4]李靖,[M].企業(yè)管理出版社，～142[5][M].北京:清華大學(xué)出版社,～73[6][M].北京:機(jī)械工業(yè)出版社,～74[7]奧西多對(duì)于企業(yè)外部來(lái)說(shuō)，我們有必要引進(jìn)更多外部的優(yōu)秀人力資本，主要包括兩個(gè)方面，一是吸引外部?jī)?yōu)秀人員從業(yè)，引進(jìn)優(yōu)秀人力資源；另一個(gè)是建立外部人力資源庫(kù)，引進(jìn)優(yōu)秀的智力資源。所以，建立學(xué)習(xí)型組織與進(jìn)行針對(duì)性培訓(xùn)是管理咨詢(xún)機(jī)構(gòu)的一項(xiàng)日常作業(yè)。首先是要從甄選從業(yè)人員入手，通過(guò)公平嚴(yán)格的甄選程序選拔出優(yōu)秀的人員進(jìn)入管理咨詢(xún)業(yè)；其次對(duì)從業(yè)人員的淘汰，“能上能下，能進(jìn)能出”，對(duì)于經(jīng)過(guò)實(shí)踐檢驗(yàn)不適合管理咨詢(xún)工作的從業(yè)人員進(jìn)行淘汰。既有歷史原因造成的從業(yè)人員混雜、素質(zhì)不高的問(wèn)題；也有行業(yè)本身發(fā)展過(guò)程中產(chǎn)生的如優(yōu)秀人員得不到合理利用等問(wèn)題；也有由于整個(gè)社會(huì)意識(shí)不足，對(duì)管理咨詢(xún)業(yè)支持力度不夠，而導(dǎo)致理論與實(shí)踐研究滯后的問(wèn)題。三 結(jié)論綜上所述，我國(guó)管理咨詢(xún)業(yè)需要有效的人力資本積累措施來(lái)保證行業(yè)的持續(xù)發(fā)展和壯大。外部人力資源庫(kù)的建設(shè)可以是長(zhǎng)期的、流動(dòng)的。其次是確立虛擬合作關(guān)系，建立外部人力資源庫(kù)?！耙恰惫ぷ魇紫纫邕x高素質(zhì)人才。2. 建立外部人力資源庫(kù)當(dāng)前，由于國(guó)內(nèi)許多管理咨詢(xún)公司并不具備長(zhǎng)期保持與大量專(zhuān)家人才的固定雇傭關(guān)系的資金條件，而項(xiàng)目的開(kāi)展又需要高素質(zhì)人才的介入，解決這一矛盾的有效途徑是進(jìn)行虛擬人力資源管理，即建立外部人力資源庫(kù)，借用外部的智力資源，來(lái)為管理咨詢(xún)工作服務(wù)。管理咨詢(xún)方案的成功，企業(yè)的成功，就是他們自己的成功，就是他們的自我實(shí)現(xiàn)。這從一定程度上吸引了更多的優(yōu)秀人員進(jìn)入管理咨詢(xún)行業(yè)。然而，行業(yè)發(fā)展初期進(jìn)入門(mén)檻相對(duì)較低，使得管理咨詢(xún)業(yè)從業(yè)人員素質(zhì)參差不齊，造成行業(yè)信譽(yù)不高，咨詢(xún)師在有些人眼中成了“靠吹吃飯，靠嘴賺錢(qián)”的群體。根據(jù)馬斯洛需求理論，目前我國(guó)管理咨詢(xún)?nèi)藛T的生存與社交需求已經(jīng)滿(mǎn)足，如何滿(mǎn)足管理咨詢(xún)?nèi)藛T的受尊重和自