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Search results for: KLC-APPROACH
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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...
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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...
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The KLC Cultures Synergy for Organizational Agility. Trust, Risk-Taking Attitude, and Critical Thinking as Moderators
PublicationOrganizational agility is visible in organizational change adaptability, and it is based on the development of dynamic capabilities, strategic sensitivity of leaders, accuracy and timing of decision-making, learning aptitude, flexibility in thinking and acting, and smooth resource flow across organizations, including the knowledge resource. In such a context, this study aimed to expose how the knowledge, learning, and collaboration...
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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...
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Wioleta Kucharska dr hab. inż.
PeopleWioleta 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...
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Double Bias of Mistakes: Essence, Consequences, and Measurement Method
PublicationThere is no learning without mistakes. However, there is a clash between‘positive attitudes and beliefs’regarding learning processes and the ‘negative attitudes and beliefs’towardthese being accompanied bymistakes. Thisclash exposesa cognitive bias towardmistakesthat might block personal and organizational learning. This study presents an advanced measurement method to assess thebias of mistakes. The essence of it is the...
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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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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...