Knowledge Transfer in a Knowledge-Based Economy

Kód výsledku v 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>

Nalezeny alternativní kódy

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

Výsledek na webu

<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>

Jazyk výsledku

angličtina

Název v původním jazyce

Knowledge Transfer in a Knowledge-Based Economy

Popis výsledku v původním jazyce

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.

Název v anglickém jazyce

Knowledge Transfer in a Knowledge-Based Economy

Popis výsledku anglicky

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.

Druh

J_x - Nezařazeno - Článek v odborném periodiku (Jimp, Jsc a Jost)

CEP obor

AE - Řízení, správa a administrativa

OECD FORD obor

—

Projekt

—

Návaznosti

N - Vyzkumna aktivita podporovana z neverejnych zdroju

Rok uplatnění

2016

Kód důvěrnosti údajů

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

Název periodika

E+M

ISSN

1212-3609

e-ISSN

—

Svazek periodika

19

Číslo periodika v rámci svazku

2

Stát vydavatele periodika

CZ - Česká republika

Počet stran výsledku

14

Strana od-do

73-86

Kód UT WoS článku

000378672100005​

EID výsledku v databázi Scopus

2-s2.0-85009889570​