Facilitating Leader Tacit Knowledge Acquisition

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F70883521%3A28120%2F13%3A43870662" target="_blank" >RIV/70883521:28120/13:43870662 - 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

Facilitating Leader Tacit Knowledge Acquisition

Popis výsledku v původním jazyce

The aim of the paper is to identify how to support the moulding of tacit knowledge which is necessary for success in a managerial position within a framework for the preparation and development of managers. The paper is based on an analysis of expert publications and the results of a completed project. Research respondents and theorists agree with the necessity for active involvement for trainees. It is also important to develop knowledge within the framework of manager preparation with significant reflection on learning from mistakes. From the methods of tacit knowledge transfer a close collaboration with experienced people, working in teams, training of model situations, goal-directed interviews, coaching, job rotation, short term attachments and excursions seem to be the most beneficial. It is also important to pay attention to the cultivation of organisational culture, especially in the sense of accepting knowledge sharing as the norm.

Název v anglickém jazyce

Facilitating Leader Tacit Knowledge Acquisition

Popis výsledku anglicky

The aim of the paper is to identify how to support the moulding of tacit knowledge which is necessary for success in a managerial position within a framework for the preparation and development of managers. The paper is based on an analysis of expert publications and the results of a completed project. Research respondents and theorists agree with the necessity for active involvement for trainees. It is also important to develop knowledge within the framework of manager preparation with significant reflection on learning from mistakes. From the methods of tacit knowledge transfer a close collaboration with experienced people, working in teams, training of model situations, goal-directed interviews, coaching, job rotation, short term attachments and excursions seem to be the most beneficial. It is also important to pay attention to the cultivation of organisational culture, especially in the sense of accepting knowledge sharing as the norm.

Druh

J_x - Nezařazeno - Článek v odborném periodiku (Jimp, Jsc a Jost)

CEP obor

AE - Řízení, správa a administrativa

OECD FORD obor

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Projekt

<a href="/cs/project/GAP407%2F12%2F0821" target="_blank" >GAP407/12/0821: Vytvoření českého nástroje pro měření akademických tacitních znalostí</a><br>

Návaznosti

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

Rok uplatnění

2013

Kód důvěrnosti údajů

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

Název periodika

Journal of Competitiveness

ISSN

1804-171X

e-ISSN

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Svazek periodika

5

Číslo periodika v rámci svazku

1

Stát vydavatele periodika

CZ - Česká republika

Počet stran výsledku

13

Strana od-do

3-15

Kód UT WoS článku

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EID výsledku v databázi Scopus

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