Search
Didn't find any results in this catalog!
But we have some results in other catalogs.Filters
total: 6238
-
Catalog
displaying 1000 best results Help
Search results for: GENDER, TACIT KNOWLEDGE SHARING, EXPLICIT KNOWLEDGE SHARING, DYNAMIC CAPABILITIES, RECONFIGURING DYNAMIC CAPABILITY (DCR)
-
Knowledge Sharing and Dynamic Capabilities: Does Gender Matter?
PublicationKnowledge sharing in organizations is a focal process leading to organizational adaptability and sustainable growth. Dynamic capabilities development is critical for this. Diversity, inclusive culture, and gender balance are seen as factors that also support organizations' development. The question of the role of gender in sharing and using knowledge to initiate change in organizations remains open. This study aims to fill this...
-
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,...
-
Tacit Knowledge Sharing and Value Creation in the Network Economy: Socially Driven Evolution of Business
PublicationKey factors which affect competitive advantage in the network economy are innovation, relationships, cooperation, and knowledge. Sharing knowledge is not easy. Companies find it problematic. Presented studies show that the essence of the value creation today is not in sharing explicit but rather tacit knowledge, which is a source of creativity and innovation. Delivering value through knowledge does not only require efficient Transactive...
-
Self-Perceived Personal Brand Equity of Knowledge Workers by Gender in Light of Knowledge-Driven Organizational Culture: Evidence From Poland and the United States
PublicationThis study contributes to the limited literature on the personal branding of knowledge workers by revealing that a culture that incorporates knowledge, learning, and collaboration supports (explicit and tacit) knowledge sharing among employees and that sharing matters for knowledge workers’ self-perceived personal brand equity. Analysis of 2,168 cases from the United States and Poland using structural equation modeling (SEM) showed...
-
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...
-
The KLC Cultures' Synergy Power, Trust, and Tacit Knowledge for Organizational Intelligence
PublicationThis paper examines the impact of knowledge, learning, and collaboration culturessynergy (the KLC approach) on organizational adaptability. The SEM analysis method was applied to verify the critical assumption of this paper: that the KLC approach and trust support knowledge-sharing processes (tacit and explicit) and are critical for organizational intelligence activation.Specifically, the empirical evidence, based on a 640-case...
-
Tacit Knowledge Sharing and Personal Branding. How to Derive Innovation From Project Teams?
PublicationInnovation, relationships, cooperation, and knowledge are key factors which determine a competitive advantage in the networked economy. A network serves as a contemporary form of market process coordination. Network economy, according to the idea of prosumerism, is founded on collaboration of individual creators based on a network of values instead of hierarchical dependencies. Another feature of a network is that it imposes symmetry...
-
Gender as a Moderator of the Double Bias of Mistakes – Knowledge Culture and Knowledge Sharing Effects
PublicationThere is no learning without mistakes. The essence of the double bias of mistakes is the contradiction between an often-declared positive attitude towards learning from mistakes, and negative experiences when mistakes occur. Financial and personal consequences, shame, and blame force desperate employees to hide their mistakes. These adverse outcomes are doubled in organizations by the common belief that managers never make mistakes,...
-
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...
-
Smart Embedded Systems with Decisional DNA Knowledge Representation
PublicationEmbedded systems have been in use since the 1970s. For most of their history embedded systems were seen simply as small computers designed to accomplish one or a few dedicated functions; and they were usually working under limited resources i.e. limited computing power, limited memories, and limited energy sources. As such, embedded systems have not drawn much attention from researchers, especially from those in the artificial...