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Details
- Financial Program Name:
- SONATA
- Organization:
- Narodowe Centrum Nauki (NCN) (National Science Centre)
- Agreement:
- UMO-2018/31/D/HS4/02623 z dnia 2019-06-18
- Realisation period:
- 2019-06-18 - 2023-06-17
- Project manager:
- dr hab. inż. Wioleta Kucharska
- Team members:
-
- Principal Investigator dr hab. inż. Wioleta Kucharska
- Realised in:
- Faculty of Management and Economics
- Project's value:
- 462 564.00 PLN
- Request type:
- National Research Programmes
- Domestic:
- Domestic project
- Verified by:
- Gdańsk University of Technology
Papers associated with that project
Filters
total: 8
Catalog Projects
Year 2023
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A multi‐industry and cross‐country comparison of technology contribution to formal and informal knowledge sharing processes for innovativeness
PublicationThe study explores the impact of organizational information technology (IT) competency on knowledge sharing, both explicit and tacit, in the context of innovativeness of products and processes. Knowledge sharing is then assessed in terms of tacit-to-explicit conversion and the impact of both types of knowledge on organizational innovation. Both process (internal) and product/service (external) innovation are included. As an extension,...
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Tacit knowledge acquisition & sharing, and its influence on innovations: A Polish/US cross-country study
PublicationThis study measures the relationship between tacit knowledge sharing and innovation in the Polish (n=350) and US (n=379) IT industries. Conceptually, the study identifies the potential sources of tacit knowledge development by individuals. That is, the study examines how “learning by doing” and “learning by interaction” lead to a willingness to share knowledge and, as a consequence, to support process and product/service innovation....
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The Double Cognitive Bias of Mistakes: A Measurement Method
PublicationThere is no learning without mistakes. However, making mistakes among knowledge workers is s�ll seeing shameful. There is a clash between posi�ve a�tudes and beliefs regarding the power of gaining new (tacit) knowledge by ac�ng in new contexts and nega�ve a�tudes and beliefs toward accompanying mistakes that are sources of learning. These contradictory a�tudes create a bias that is doubled by the other shared solid belief...
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The KLC Cultures, Tacit Knowledge, and Trust Contribution to Organizational Intelligence Activation
PublicationIn this paper, the authors address a new approach to three organizational, functional cultures: knowledge culture, learning culture, and collaboration culture, named together the KLC cultures. Authors claim that the KLC approach in knowledge-driven organizations must be designed and nourished to leverage knowledge and intellectual capital. It is suggested that they are necessary for simultaneous implementation because no one of...
Year 2022
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Social Capital, Human Capital, Tacit Knowledge, and Innovations: A Polish-US Cross-Country Study
PublicationThis study measures the relationship between human and social capital (internal and external) and tacit knowledge sharing's influence on innovativeness among knowledge workers employed in Polish (n=1050) and US (n=1118) organizations. The structural equation modeling method revealed that internal social capital matters more for organizational innovativeness in the US. In Poland, both external and internal were important. Specifically,...
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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...
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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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Transformational leadership for researcher’s innovativeness in the context of tacit knowledge and change adaptability
PublicationThis study explores how a learning culture supported by transformational leadership influences tacit knowledge sharing and change adaptability in higher education and how these relations impact this sector’s internal and external innovativeness. The empirical model was tested on a sample of 368 Polish scientific staff using the structural equation modeling (SEM) method. Then results were expanded by applying OLS regression using...
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