Development of Managerial Tacit Knowledge as a Part of Managerial Competence

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F70883521%3A28120%2F10%3A63509865" target="_blank" >RIV/70883521:28120/10:63509865 - 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

Development of Managerial Tacit Knowledge as a Part of Managerial Competence

Popis výsledku v původním jazyce

This paper introduces partial results of the research on Developing Managerial Tacit Knowledge gained mostly from discussions with managers and the questionnaire survey among Czech managers. It was found that success in the tacit knowledge development depends upon the quantity, variability and content of experienced situations and the ability of a manager to exploit tacit knowledge. The quality of a manager is shown in extraordinary (critical) situation. Presently organisations need managers that can manage with critical situations more and more. Traditional tools of tacit knowledge creating and sharing are the apprenticeship, mentoring, telling stories? It has shown in the survey that top managers share their knowledge more than middle managers. And if a manager experienced profiting from knowledge sharing, his/her willingness to share his/her knowledge is higher. The research findings contribute to increasing the management development quality, and thereby success of managers and the

Název v anglickém jazyce

Development of Managerial Tacit Knowledge as a Part of Managerial Competence

Popis výsledku anglicky

This paper introduces partial results of the research on Developing Managerial Tacit Knowledge gained mostly from discussions with managers and the questionnaire survey among Czech managers. It was found that success in the tacit knowledge development depends upon the quantity, variability and content of experienced situations and the ability of a manager to exploit tacit knowledge. The quality of a manager is shown in extraordinary (critical) situation. Presently organisations need managers that can manage with critical situations more and more. Traditional tools of tacit knowledge creating and sharing are the apprenticeship, mentoring, telling stories? It has shown in the survey that top managers share their knowledge more than middle managers. And if a manager experienced profiting from knowledge sharing, his/her willingness to share his/her knowledge is higher. The research findings contribute to increasing the management development quality, and thereby success of managers and the

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

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

ISBN

978-9949-430-37-6

ISSN

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e-ISSN

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Počet stran výsledku

16

Strana od-do

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Název nakladatele

Tallinn University of Technology

Místo vydání

Tallinn

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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