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In an uncertain environment, esp. facing a market transformed from sellers’ market to buyers’ market, each enterprise focus not just on competitors as traditionally, but on external system sources such as customer and government and inner system sources such as employee and material etc. As the globalization-economy, the market emphases and the influence of a government to an enterprise changed, and the importance of knowledge management in an enterprise’s inner system emerged. Under this situation, the author thinks that we should not view an enterprise as a simple machine or just an open system any more, while a complex and conformity concept should be applied to research its operation model.

The traditional business operation model (BOM) is a closed " produce - sell " model. It focuses planning and decision, which means there should be a plan first then do it. In fact, the traditional BOM is a kind of initiative-passive model, the corresponding main management theory is management process and its function. While the modern BOM is an open " perceive - response " model. It emphases knowledge and intelligence, which means perceived something first and then feedback. Essentially, it is a passive-initiative model and the main relevant management theory is competition intelligence and knowledge management. Based on these analysis, the author think that relative to traditional businesses try to keep stabilization during a proceeding phase, i.e. quantitative change, the modern businesses should transform the perceived changes to profitable responses, i.e. qualitative change. We can use a loop course of " induction - explanation - decision - running - again induction " to explain it. In addition, facing the complexity, the management should pay more attention to " situation and harmony ", but not just to " order and control ".