Managerial Tacit Knowledge and Decision Making

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F70883521%3A28120%2F10%3A63509839" target="_blank" >RIV/70883521:28120/10:63509839 - 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

Managerial Tacit Knowledge and Decision Making

Popis výsledku v původním jazyce

Tacit Knowledge is practical know-how (or a practical understanding of something) in people?s minds. Managerial tacit knowledge is a label for tacit knowledge that managers need to do their work successfully. It is bound up with activities and situationsin which managers derive benefit from it, so it is mostly connected with managing people. An interesting question is how gained tacit knowledge influences manager?s decision making. The authoress was involved in two researches that were connected with this topic. The main findings are the following: The managers mostly make decisions under time press and with lack of information. So they often work with their subconscious and tacit knowledge that are stored there. They look for similar situations thatthey solved in the past and decide if they could use the solution again. Tacit knowledge makes the process of decision-making faster, warns against some mistakes and helps to understand the situation better.

Název v anglickém jazyce

Managerial Tacit Knowledge and Decision Making

Popis výsledku anglicky

Tacit Knowledge is practical know-how (or a practical understanding of something) in people?s minds. Managerial tacit knowledge is a label for tacit knowledge that managers need to do their work successfully. It is bound up with activities and situationsin which managers derive benefit from it, so it is mostly connected with managing people. An interesting question is how gained tacit knowledge influences manager?s decision making. The authoress was involved in two researches that were connected with this topic. The main findings are the following: The managers mostly make decisions under time press and with lack of information. So they often work with their subconscious and tacit knowledge that are stored there. They look for similar situations thatthey solved in the past and decide if they could use the solution again. Tacit knowledge makes the process of decision-making faster, warns against some mistakes and helps to understand the situation better.

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

2010

Kód důvěrnosti údajů

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

Název statě ve sborníku

Conference Proceedings 2nd International Conference - Economies of Central and Eastern Europe: Convergence, Opportunities and Challenges?

ISBN

978-9949-430-37-6

ISSN

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e-ISSN

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Počet stran výsledku

14

Strana od-do

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Název nakladatele

Tallinn University of Technology

Místo vydání

Tallinn, Estonsko

Místo konání akce

Tallinn, Estonsko

Datum konání akce

1. 1. 2010

Typ akce podle státní příslušnosti

EUR - Evropská akce

Kód UT WoS článku

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