Knowledge-friendly Companies and Knowledge-sharing Companies and its Preparedness for Application of Knowledge Management Principles

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F70883521%3A28120%2F09%3A63508714" target="_blank" >RIV/70883521:28120/09:63508714 - 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

Knowledge-friendly Companies and Knowledge-sharing Companies and its Preparedness for Application of Knowledge Management Principles

Popis výsledku v původním jazyce

Knowledge-friendly companies are those that realise that their knowledge can be the only asset from which they can hope to draw a long-term competitive advantage. Technology by itself, owing to its relative ease of replicability, has failed to provide this advantage. Core competencies are more than just know-what. They go beyond the typical form of explicit knowledge, such as a manual or a cookbook approach, and depend on the singular ability to put know-what into action, as the monograph identify. Veryclose to the knowledge-friendly companies are knowledge-sharing companies. Knowledge is one of the few resources that demonstrate increasing returns to scale: The more you share it, the more it grows. The new theory supported by P. F. Drucker identify that managers should have three types of intelligence or knowledge of individual competence, which are Professional Efficiency Pillar, Practical Skills Pillar and Social Maturity Pillar. The most important pillar for successful knowledge-f

Název v anglickém jazyce

Knowledge-friendly Companies and Knowledge-sharing Companies and its Preparedness for Application of Knowledge Management Principles

Popis výsledku anglicky

Knowledge-friendly companies are those that realise that their knowledge can be the only asset from which they can hope to draw a long-term competitive advantage. Technology by itself, owing to its relative ease of replicability, has failed to provide this advantage. Core competencies are more than just know-what. They go beyond the typical form of explicit knowledge, such as a manual or a cookbook approach, and depend on the singular ability to put know-what into action, as the monograph identify. Veryclose to the knowledge-friendly companies are knowledge-sharing companies. Knowledge is one of the few resources that demonstrate increasing returns to scale: The more you share it, the more it grows. The new theory supported by P. F. Drucker identify that managers should have three types of intelligence or knowledge of individual competence, which are Professional Efficiency Pillar, Practical Skills Pillar and Social Maturity Pillar. The most important pillar for successful knowledge-f

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

ICERI 2009

ISBN

978-84-613-2955-7

ISSN

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e-ISSN

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Počet stran výsledku

5

Strana od-do

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Název nakladatele

International Association of Technology, Education and Development (IATED)

Místo vydání

Madrid, Španělsko

Místo konání akce

Madrid, Španělsko

Datum konání akce

16. 11. 2009

Typ akce podle státní příslušnosti

EUR - Evropská akce

Kód UT WoS článku

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