Search results for: knowledge risks, quiet quitting, knowledge management, human resource management

• Great Resignation and Quiet Quitting as Post-pandemic Dangers to Knowledge Management

  Publication

  • K. Zięba

  - Year 2023

  Purpose: COVID-19 pandemic aftermaths include the emergence of new tendencies, such as the Quiet Quitting, and continuation of trends such as the Great Resignation, both of which have multiple knowledge-related impacts on individual, organizational and even national level. The aim of this paper is to show the mechanisms behind the Quiet Quitting and the Great Resignation from individual and organizational perspectives. Understanding...

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• Quiet Quitting and its Link With Knowledge Risks in Organizations – Theoretical Insights

  Publication

  • M. Skorupko
  • M. Zięba

  - Year 2023

  Purpose: Quiet quitting has become a widely publicized concept, driven by social media in the United States and other countries in 2022. It is a term used to describe the phenomenon by which employees do the least amount of their work, just enough to meet the requirements of one’s job description (Mahand and Caldwell, 2023). The trend is spreading quickly among young workers. It can potentially harm individuals, job performance,...

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• Quiet Quitting and its Link With Knowledge Risks in Organizations – Theoretical Insights

  Publication

  • M. Gonsiorowska
  • M. Zięba

  - Year 2023

  Purpose: Quiet quitting has become a widely publicized concept, driven by social mediain the United States and other countries in 2022. It is a term used to describe thephenomenon by which employees do the least amount of their work, just enough tomeet the requirements of one’s job description (Mahand and Caldwell, 2023). The trendis spreading quickly among young workers. It can potentially harm individuals,...

• Mapping knowledge risks: towards a better understanding of knowledge management

  Publication

  • S. Durst
  • M. Zięba

  - Knowledge Management Research & Practice - Year 2019

  This conceptual paper aims to identify, present, and analyze potential knowledge risks organizations might face. With the growing complexity of organizational environments and the plethora of new knowledge risks emerging, this critical but under-researched field of knowledge management (KM) deserves closer attention. The study is based on a critical analysis of the extant literature devoted to knowledge risks, discusses potential...

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• Wioleta Kucharska dr hab. inż.

  People

  Department of Management

  Wioleta Kucharska  (Associate Professor at the Faculty of Management and Economics of the Gdansk University of Technology, Fahrenheit Universities Union, Poland), published so far with Wiley, Springer, Taylor & Francis, Emerald, Sage, Elsevier, and Routledge. She is scientifically involved in tacit knowledge and the company culture of knowledge, learning, and collaboration (KLC approach) topics. Recently, she discovered the...

• Małgorzata Zięba dr hab. inż.

  People

  Department of Management

• Knowledge Management

  e-Learning Courses

  • W. Kucharska

  Brand knowledge, customer knowledge, relations knowledge, market knowledge, „know how” etc., are intangible assets with great value to the organization today, and to leave these assets unmanaged would seem to be foolish in the extreme. The aim of the course is to explain: who/ why/ how to manage knowledge effectively. Welcome & GOOD LUCK :) Wioleta Kucharska

• Knowledge Management (FK)

  e-Learning Courses

• INFORMATION AND KNOWLEDGE MANAGEMENT

  e-Learning Courses

  • E. Szczerbicki

• Knowledge Management (F. Kutrzeba)

  e-Learning Courses

  • F. Kutrzeba