Tacit knowledge sharing and organisational culture model of Competitive Values Framework ? a theoretical research

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F70883521%3A28120%2F09%3A63508655" target="_blank" >RIV/70883521:28120/09:63508655 - isvavai.cz</a>

Výsledek na webu

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DOI - Digital Object Identifier

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Jazyk výsledku

angličtina

Název v původním jazyce

Tacit knowledge sharing and organisational culture model of Competitive Values Framework ? a theoretical research

Popis výsledku v původním jazyce

Tacit knowledge sharing is considered to be the factor which allows to facilitate decision-making and to increase competitive ability and effectiveness of organization. Even if coded knowledge is easier to diffuse, the role of tacit knowledge is often essential for being able to use coded knowledge. Coded knowledge can even be unusable without the augmentation of tacit knowledge. The role of organizational culture is highly relevant for tacit knowledge sharing, which is social activity, face-to-face interaction and therefore can be influenced only through culture. This paper represents a theoretical research about how the types of organizational culture according to the Competitive Values Framework model are supportive for tacit knowledge sharing. TheCompeting Values Framework consists of four culture types: clan, adhocracy, market and hierarchy. Clan culture is found to support tacit knowledge sharing all factors described refer to clan culture values and description. Adhocracy cultu

Název v anglickém jazyce

Tacit knowledge sharing and organisational culture model of Competitive Values Framework ? a theoretical research

Popis výsledku anglicky

Tacit knowledge sharing is considered to be the factor which allows to facilitate decision-making and to increase competitive ability and effectiveness of organization. Even if coded knowledge is easier to diffuse, the role of tacit knowledge is often essential for being able to use coded knowledge. Coded knowledge can even be unusable without the augmentation of tacit knowledge. The role of organizational culture is highly relevant for tacit knowledge sharing, which is social activity, face-to-face interaction and therefore can be influenced only through culture. This paper represents a theoretical research about how the types of organizational culture according to the Competitive Values Framework model are supportive for tacit knowledge sharing. TheCompeting Values Framework consists of four culture types: clan, adhocracy, market and hierarchy. Clan culture is found to support tacit knowledge sharing all factors described refer to clan culture values and description. Adhocracy cultu

Druh

D - Stať ve sborníku

CEP obor

AE - Řízení, správa a administrativa

OECD FORD obor

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Projekt

<a href="/cs/project/GA406%2F08%2F0459" target="_blank" >GA406/08/0459: Rozvoj tacitních znalostí manažerů</a><br>

Návaznosti

P - Projekt vyzkumu a vyvoje financovany z verejnych zdroju (s odkazem do CEP)

Rok uplatnění

2009

Kód důvěrnosti údajů

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

Název statě ve sborníku

9th international conference Liberec Economic Forum 2009

ISBN

978-80-7372-523-5

ISSN

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e-ISSN

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Počet stran výsledku

11

Strana od-do

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Název nakladatele

Technical University of Liberec, Czech Republic

Místo vydání

Liberec, Czech Republic, EU

Místo konání akce

Technical University of Liberec, Czech Republic

Datum konání akce

15. 9. 2009

Typ akce podle státní příslušnosti

EUR - Evropská akce

Kód UT WoS článku

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