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Search results for: COLLABORATIVE CULTURE
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Relationships between Trust and Collaborative Culture in The Context of Tacit Knowledge Sharing
PublicationThe literature review presents a lot of theoretical and empirical evidence that Trust affects Collaborative Culture. The opposite also proves to be true: Collaborative Culture influences Trust. The main hypothesis presented in this paper says that both these factors are strongly correlated and modify each other. This study examines the mutual relationship of the said variables in the context of Tacit Knowledge Sharing based on...
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Trust, Collaborative Culture and Tacit Knowledge Sharing in Project Management–a Relationship Model
PublicationThe aim of this research is to study the relationship between Trust, Collaborative Culture, and Tacit Knowledge Sharing in Project Management as a source of Team Creativity in the context of delivering value through knowledge. For this purpose authors conducted a study of 514 Polish professionals with different functions and experience in managing projects in construction industry. The data collected during the study has been analysed...
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Trust, Tacit Knowledge Sharing, Project Performance and their Managerial Implications
PublicationTacit Knowledge Sharing is increasingly attracting the attention of scientists and managers intrigued by their potential application for creating innovative solutions. Project management as a set of methodologies and best practices need to be charged by knowledge. The research problem tackled in this article refers to a current managerial problem regarding tacit knowledge sharing execution in project based organizations. The objective...
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Soft skills among academics: Five theoretically informed lessons for current times
PublicationRESEARCH OBJECTIVE: The aim of this article is to provide a comprehensive examination of the role of soft skills among academics in the context of the evolving higher-education landscape. THE RESEARCH PROBLEM AND METHODS: We use a scoping review of existing literature to discuss the importance of soft skills in academia. Through critical analysis and synthesis, we identify patterns and gaps in current knowledge and develop five...
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Love your mistakes!—they help you adapt to change. How do knowledge, collaboration and learning cultures foster organizational intelligence?
PublicationPurpose: The study aims to determine how the acceptance of mistakes is related to adaptability to change in a broad organizational context. Therefore it explores how knowledge, collaboration, and learning culture (including “acceptance of mistakes”) might help organizations overcome their resistance to change. Methodology: The study uses two sample groups: students aged 18–24 (330 cases) and employees aged >24 (326 cases) who work...
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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...
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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 Cultures of Knowledge Organizations: Knowledge, Learning, Collaboration (KLC)
PublicationThis book focuses on seeing, understanding, and learning to shape an organization’s essential cultures. The book is grounded on a fundamental assumption that every organization has a de facto culture. These “de facto cultures” appear at first glance to be serendipitous, vague, invisible, and unmanaged. An invisible and unrecognized de facto culture can undermine business goals and strategies and lead to business failures. The authors...