查看“Organizational Emphasis on Knowledge Management and Other Scales 组织对知识管理的重视程度以及其他量表”的源代码

== 简介 ==
Kearns & Sabherwal（2007）研究了组织知识管理中的一些关键变量，制定了九个量表，组织知识管理包括隐性和明确地识别、获取、存储和传播知识。

组织对知识管理的重视程度（Organizational Emphasis on Knowledge Management，OEKM）反映了高层管理人员对组织内知识形成和传播的重视程度，这是组织知识创造活动的基础。

IT决策的集中化（Centralization of IT Decisions,CID）是指在多大程度上由中心IT组而不是用户来做出IT决策，并承担IT责任。IT决策更多程度的集中意味着更大程度的组织整合。

高层管理者对IT的了解程度（top managers’knowledge of IT,TMK)反映了高层领导对于IT的知识水平及其知识水平对组织的价值。此外，作者还研究制定了IT经理对业务规划的参与（ITP）、经理在IT战略计划中的参与程度（BMP）、业务-IT战略调整（ALG）、IT项目规划的质量（QPP）、IT项目中的实施问题（PROB）、IT业务的效果（BIT）五个变量的测量方法。

== 信度与效度 ==
通过主成分分析法来评估这些项目的适用性，通过方差极大旋转，9个变量的因子载荷都在0.50以上。使用结构方程模型进行验证性因子分析，通过最大似然估计方法检验可靠性、有效性和适合度的测试。最终测量模型，CFI，NNFI和BFI是0.95，NFI为0.88，χ2/df比为1.55，SRMSR和RMSEA分别为0.05和0.04。 九个量表的Cronbach’s α值依次为084、0.93、0.94、0.75、0.89、0.92、0.93、0.90、0.94。

== 量表 ==
<pre>
请您根据自己的实际感受和体会，用下面44项描述对您的感受进行评价和判断，并在最符合的数字上划○。

评价和判断的标准如下：1 非常不同意  2  不同意  3 比较不同意  4 不太确定  5 比较同意  6同意  7  非常同意
 
1.Knowledge and intellectual capital are viewed as key organizational assets.
2.We invest heavily in the capture, assimilation, and dissemination of knowledge.
3.We have ready access to expert knowledge within the organization.
4.Organizational knowledge is codified and made available to all workers.
5.We have processes for identifying and exploiting our knowledge stocks.
IT decision-making responsibilities are centralized . . .
6.for application development including outsourcing.
7.for procurement of hardware and software.
8.for staffing IT positions.
9.for procurement and development of infrastructure.
In our company, top managers . . .
10.recognize IT as a competitive weapon.
11.recognize IT as a tool to increase the productivity of clerical employees.
12.recognize IT as a tool to increase the productivity of professionals.
13.are knowledgeable about the company’s IT assets and opportunities.
14.are familiar with competitors’ strategic use of IT.
15.recognize the strategic potential of IT.
16.believe IT contributes significantly to the firm’s financial performance.
17.agree IT projects may have important intangible benefits that should be funded.
18.IT managers regularly attend business meetings.
19.IT managers participate in setting business goals and strategies.
20.IT managers are involved early in meetings for major projects.
21.A variety of business managers are actively involved in the process of IS planning.
22.The level of participation in IS planning by diverse interests of the organization is high.
23.IT planning involves an evaluation of future information needs of business managers.
24.A variety of business managers participate in setting IS objectives and strategies.
25.Business managers from several areas are involved in the selection of major IT investments.
26.The IT plan aligns with the company’s mission, goals, objectives, and strategies.
27.The IT plan contains quantified goals and objectives.
28.The IT plan contains detailed action plans/strategies that support company direction.
29.We prioritize major IT investments by the expected impact on business performance.
Our major IT projects . . .
30.have realistic and achievable resource estimates.
31.have realistic and achievable scope estimates.
32.have realistic and effective staffing plans.
33.have realistic and achievable timelines.
34.have explicit communication plans.
We have often experienced difficulty implementing major IT projects because of . . .
35.crises that distracted attention away from implementation.
36.unclear delineation of responsibilities and authorities.
37.unclear statement of overall goals.
38.implementation requiring more time than planned.
39.a lack of clear communications among participants.
40.IT has contributed significantly to increased market share of products/services.
41.IT has contributed significantly to increased sales revenues.
42.IT has successfully been used to create systems that are difficult for competitors to imitate.
43.IT has successfully been used to create systems that are significantly different from our competitors’.
44.IT has successfully been used to differentiate our products or services.</pre>

== 计分方法 ==
组织对知识管理的重视程度以及其他量表”共44道题，其中量表八（PROB）的项目被反向编码，使得高值表示并非期望的情况。

组织对知识管理的重视程度分量表共5道题，具体包括第1-5题。其中两个项目反映了组织对知识和知识管理流程的态度。其他三个项目表明了组织内对知识管理的重视程度，分别强调知识管理的组织中的个人可以访问组织的知识以及识别和利用组织知识的过程。

IT决策的集中化分量表共4道题，具体包括第6-9题。反映IT管理层对IT资源的控制的项目衡量，分别是外包、硬件和软件采购，人员IT职位以及基础设施采购和开发。

高层管理者对IT的了解程度分量表共8道题，具体包括第10-17题。包括直线经理对IT知识、这些管理者在多大程度上将IT视为竞争武器、在多大程度上视IT为提高文书人员生产率的工具、以及作为提高专业人员生产力的工具，高层管理人员对公司IT资产和机会的了解以及对竞争对手关于IT战略使用情况的了解,高层管理人员对IT战略潜力的认可，高层管理人员关于IT对公司财务业绩有重大贡献的信念，IT项目可能具有重要的无形利益。

IT经理对业务规划的参与分量表共3道题，具体包括第18-20题。两个项目测量IT经理定期参加商务会议并参与制定业务目标和战略的程度，第三项测量IT经理参与商业项目早期规划的程度。

经理在IT战略计划中的参与程度分量表共5道题，具体包括第21-25题。包括IT战略计划、与IT规划有关的任务—评估未来业务需求，设定IT目标和战略以及选择主要IT投资。

业务-IT战略调整分量表共4道题，具体包括第26-29题。要求知情人员评估IT计划与公司使命，目标，目标和策略的关联程度。

IT项目规划的质量分量表共5道题，具体包括第30-34题。反映了现实和可实现的资源估算，范围，人员配置，时间表和与明确沟通计划相关的项目。

IT项目中的实施问题分量表共5道题，具体包括第35-39题。包括危机分散注意力，权责不清，总体目标不清，推进项目需要花费比计划更多的时间，以及计划参与者之间缺乏明确的沟通。

IT业务的效果分量表共5道题，具体包括第40-44题。包括IT对产品/服务市场份额的贡献程度，增加的销售收入，创建竞争对手难以模仿的系统以及创造与竞争对手显著不同的系统。

== 量表出处 ==
Kearns, G. S., & Sabherwal, R. (2007). Strategic alignment between business and information technology: A knowledge-based view of behaviors, outcome, and consequences. Journal of Management Information Systems, 23, 129–162.

== 友情提醒 ==
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