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Inteligentne Systemy Interaktywne
Research PotentialNaturalne interfejsy, umożliwiające inteligentną interakcję człowiek-maszyna z możliwością oddziaływania na możliwie wszystkie zmysły człowieka równocześnie i bez potrzeby jego wcześniejszego szkolenia w zakresie używania typowych urządzeń zewnętrznych komputera, w tym z wykorzystaniem metod automatycznego rozpoznawania i syntezy mowy, biometrii, proaktywnych (samo-wykonywalnych) dokumentów elektronicznych, rozpoznawania emocji...
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Katedra Geotechniki, Geologii i Budownictwa Morskiego
Research Potential* badania teoretyczne i doświadczalne oraz analizy numeryczne w Mechanice Gruntów; * badania laboratoryjne i polowe gruntów; * metody wzmacniania podłoża gruntowego; * “zieloną geotechnikę” z zastosowaniem ekologicznych materiałów, technologii i zagospodarowaniem produktów ubocznych; * badania teoretyczne, doświadczalne oraz zagadnienia praktyczne fundamentowania w odniesieniu do fundamentów bezpośrednich i głębokich, tunelowania,...
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Zespół Inżynierii Spajania
Research PotentialSpawalność i ocena trwałości eksploatacyjnej materiałów konstrukcyjnych
Best results in : Business Offer Pokaż wszystkie wyniki (1)
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Laboratorium Zanurzonej Wizualizacji Przestrzennej LZWP
Business Offersześcienna jaskinia rzeczywistości wirtualnej (czyli pomieszczenie, którego ściany są ekranami do projekcji stereoskopowej, ang. CAVE), wstawiany do jaskini przezroczysty sferyczny symulator chodu (czyli sfera obrotowa pozwalająca człowiekowi niczym chomikowi w kołowrotku na chód w miejscu).
Other results Pokaż wszystkie wyniki (18)
Search results for: MISTAKES ACCEPTANCE
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Do mistakes acceptance foster innovation? Polish and US cross-country study of tacit knowledge sharing in IT
PublicationAbstract Purpose – This study aims to understand and compare how the mechanism of innovative processes in the information technology (IT) industry – the most innovative industry worldwide – is shaped in Poland and the USA in terms of tacit knowledge awareness and sharing driven by a culture of knowledge and learning, composed of a learning climate and mistake acceptance. Design/methodology/approach – Study samples were drawn from...
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Knowledge sharing and knowledge hiding in light of the mistakes acceptance component of learning culture- knowledge culture and human capital implications
PublicationPurpose: This study examines the micromechanisms of how knowledge culture fosters human capital development. Method: An empirical model was developed using the structural equation modeling method (SEM) based on a sample of 321 Polish knowledge workers employed in different industries. Findings: This study provides direct empirical evidence that tacit knowledge sharing supports human capital, whereas tacit knowledge hiding does...
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How does the Relationship Between the Mistakes Acceptance Component of Learning Culture and Tacit Knowledge-Sharing Drive Organizational Agility? Risk as a Moderator
PublicationChanges in the business context create the need to adjust organizational knowledge to new contexts to enable the organizational agile responses to secure competitiveness. Tacit knowledge is strongly contextual. This study is based on the assumption that business context determines tacit knowledge creation and acquisition, and thanks to this, the tacit knowledge-sharing processes support agility. Therefore, this study aims to expose...
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Transformational Leadership and Acceptance of Mistakes as a Source of Learning: Poland-USA Cross-Country Study
PublicationThis study explores the influence of transformational leadership on internal innovativeness mediated by mistakes acceptance, including country and industry as factors to be considered and gender and risk-taking attitude as moderators. General findings, primarily based on the US samples (healthcare, construction, and IT industry), confirmed that transformational leadership and internal innovativeness are mediated by mistakes acceptance...
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Tacit knowledge influence on intellectual capital and innovativeness in the healthcare sector: A cross-country study of Poland and the US
PublicationThis study provides empirical proof that whole organizational innovativeness is rooted in tacit knowledge due to its potency of human capital creation and, that a learning culture composed of a learning climate and mistakes acceptance component fosters human capital development. The main practical implication is that if the IC components are externally rather than internally determined in the particular organization embedded in...