- Program finansujący:
- Narodowe Centrum Nauki (NCN) (National Science Centre)
- UMO-2018/31/D/HS4/02623 z dnia 2019-06-18
- Okres realizacji:
- 2019-06-18 - 2022-06-17
- Kierownik projektu:
- dr hab. inż. Wioleta Kucharska
- Członkowie zespołu:
- asystent mgr inż. Aleksandra Preiss
- asystent dr Edyta Drajska
- Kierownik projektu dr hab. inż. Wioleta Kucharska
- Realizowany w:
- Wydział Zarządzania i Ekonomii
- Wartość projektu:
- 462 564.00 PLN
- Typ zgłoszenia:
- Krajowy Program Badawczy
- Projekt krajowy
- Politechnika Gdańska
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A multi‐industry and cross‐country comparison of technology contribution to formal and informal knowledge sharing processes for innovativenessPublikacja
The 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 acquisition & sharing, and its influence on innovations: A Polish/US cross-country studyPublikacja
This 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....
Social Capital, Human Capital, Tacit Knowledge, and Innovations: A Polish-US Cross-Country StudyPublikacja
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Tacit knowledge influence on intellectual capital and innovativeness in the healthcare sector: A cross-country study of Poland and the USPublikacja
This 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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