Development of Managerial Tacit Knowledge as a Part of Managerial Competence
Identifikátory výsledku
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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Alternativní jazyky
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
Klasifikace
Druh
D - Stať ve sborníku
CEP obor
AE - Řízení, správa a administrativa
OECD FORD obor
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Návaznosti výsledku
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)
Ostatní
Rok uplatnění
2010
Kód důvěrnosti údajů
S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů
Údaje specifické pro druh výsledku
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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