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Knowledge Transfer in a Knowledge-Based Economy

The result's identifiers

  • Result code in IS VaVaI

    <a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F01801376%3A_____%2F16%3AN0000013" target="_blank" >RIV/01801376:_____/16:N0000013 - isvavai.cz</a>

  • Alternative codes found

    RIV/60460709:41110/16:69019 RIV/46747885:24310/16:00000536

  • Result on the web

    <a href="http://www.ekonomie-management.cz/download/1465542364_c8e0/05_KNOWLEDGE+TRANSFER.pdf" target="_blank" >http://www.ekonomie-management.cz/download/1465542364_c8e0/05_KNOWLEDGE+TRANSFER.pdf</a>

  • DOI - Digital Object Identifier

    <a href="http://dx.doi.org/dx.doi.org/10.15240/tul/001/2016-2-005" target="_blank" >dx.doi.org/10.15240/tul/001/2016-2-005</a>

Alternative languages

  • Result language

    angličtina

  • Original language name

    Knowledge Transfer in a Knowledge-Based Economy

  • Original language description

    The knowledge economy currently presupposes that each organization manages its knowledge and in doing so intentionally endeavors to achieve a long-term competitive advantage. In other words the key source of success is no longer information as such, but the right knowledge which is associated with a specific bearer–employee who must constantly develop this in a currently highly competitive environment. The goal of this article is to identify and evaluate the conditions for the use of the resource approach focused on the management of knowledge in the current knowledge economy across all economic branches. The research is descriptive and empirical by nature, because the primary data has been collected using the survey method, including fact-finding techniques such as questionnaires and interviews. According to the results of the quantitative research focused on education in Czech organizations, 66.5% of the surveyed organizations make use of some type of education or training at work. However, one third of Czech organizations still do not educate their employees and do not work with knowledge development and management in any way. The following recommendations can be given to organizations nowadays: (1) identify and overcome the barriers to knowledge sharing through fostering effective relationships, (2) the employees’ willingness to participate in the learning process needs to be enhanced, (3) the organization’s management should introduce a reflective process and a career development process leading to effective knowledge sharing and (4) the role of the mentor and coach is crucial in efficient organizational learning. The main areas which affect knowledge development in organizations are based on cooperation and communication. This refers to both the organizational culture and the climate. Those areas are crucial for employee and organizational knowledge transfer and development.

  • Czech name

  • Czech description

Classification

  • Type

    J<sub>x</sub> - Unclassified - Peer-reviewed scientific article (Jimp, Jsc and Jost)

  • CEP classification

    AE - Management, administration and clerical work

  • OECD FORD branch

Result continuities

  • Project

  • Continuities

    N - Vyzkumna aktivita podporovana z neverejnych zdroju

Others

  • Publication year

    2016

  • Confidentiality

    S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Data specific for result type

  • Name of the periodical

    E+M

  • ISSN

    1212-3609

  • e-ISSN

  • Volume of the periodical

    19

  • Issue of the periodical within the volume

    2

  • Country of publishing house

    CZ - CZECH REPUBLIC

  • Number of pages

    14

  • Pages from-to

    73-86

  • UT code for WoS article

    000378672100005​

  • EID of the result in the Scopus database

    2-s2.0-85009889570​