In order to enhance the advantages of financial service innovation for state-owned commercial banks in Shanghai Free Trade Zone, this paper puts forward the conceptual model of knowledge management in financial service innovation, analyze the influence factors of knowledge management for state-owned commercial banks in financial services innovation. A knowledge management system dynamics quantitative model based on financial service innovation was built with Vensim PLE, and the validity of the model has been verified. The results show that the model can better fit the process of knowledge management in financial service innovation activities, and conclude the influence degree of each factor in knowledge creation, knowledge sharing and knowledge application stage.

This paper reports the findings of a multi-case study on three service-based companies. It intends to highlight the difficulties that the customer service centers of these companies had in their attempt to implement IT infrastructure library to improve organizational efficiency. The study was designed to collect data related to the barriers to investment in information technology infrastructure library (ITIL) across service and process. The main research method involved interviews in the organizational settings. The framework of balanced scorecard (BSC) was used to collect the data. Results of the multi-case study showed that the ITIL downsides were: 1) incongruence between quality improvement and customer's expectation, 2) inefficiency in meeting customer's needs, 3) conflicts between standardized processes and unanticipated requests, 5) lack of autonomy and calcified learning scope, and 6) people lacking integrative capability.

The relationship between tacit knowledge and informal networks has not been fully explored. Tacit knowledge cannot be well managed directly, because it is deeply embedded in individual actions and experiences. This study proposes an approach to managing informal networks as a new middle way to facilitate the sharing and transferring of tacit knowledge, owing to the fact that tacit knowledge is mostly shared and transferred through informal networks. To support the idea of the approach, an empirical case study of applying the approach to management of a large scientific project is also included. Our findings suggest that informal networks play essential roles for management of tacit knowledge, and thus good management of informal networks can lead to efficient sharing and transferring of tacit knowledge.

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