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Autor
Ney Piotr (Wrocław University of Economics, Poland)
Tytuł
The Utility of Tacit Knowledge in Corporate Renewal
Użyteczność wiedzy ukrytej w procesie transformacji przedsiębiorstwa
Źródło
Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu. Nauki o Zarządzaniu (5), 2010, nr 148, s. 55-68, bibliogr. 67 poz.
Research Papers of Wrocław University of Economics
Tytuł własny numeru
Transformations and Dynamics in Management Concepts and Cases Corporate Renewal
Słowa kluczowe
Transformacja przedsiębiorstw, Wiedza ukryta, Pracownicy w przedsiębiorstwie
Transformation of enterprises, Tacit knowledge, Employees in enterprise
Uwagi
streszcz., summ.
Abstrakt
Programy transformacji przedsiębiorstwa dotyczą przeważnie elementów namacalnych takich jak struktura organizacyjna, procesy, infrastruktura, jak również wiedzy pracowników przekazywanej poprzez szkolenia lub coaching. Zazwyczaj podobne programy nie uwzględniają jednak wiedzy ukrytej pracowników. Wiedza ukryta, czyli osobista, specjalistyczna wiedza pracowników rozwijana w celu sprostania różnorodnym rolom pełnionym w organizacji, jest kluczowym zasobem przedsiębiorstwa. Dzięki niej przystosowanie się do nowych warunków funkcjonowania spółki może przebiegać szybciej i sprawniej. Często jest również silną barierą dla zmian. Artykuł odnosi się do kwestii związanych z wiedzą ukrytą w kontekście programów transformacji przedsiębiorstwa oraz prezentuje praktyczne rozwiązania mające na celu zwiększenia jej użyteczności.(abstrakt oryginalny)

Corporate renewal programs usually address tangible elements such as the organizational structure, processes and infrastructure, as well as the explicit knowledge of workers through training or coaching. Such programs do not usually address the tacit knowledge of workers. Tacit knowledge, the personal and specialized professional knowledge that individual workers develop to succeed in performing complex roles, is often a significant corporate resource. It can have a positive utility in helping workers adapt quickly to the renewed organization. However, it can also act as a strong constraint to change. This article discusses tacit knowledge within the context of organizational renewal programs, and suggests some practical techniques for positively influencing its utility.(original abstract)
Dostępne w
Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie
Biblioteka Główna Uniwersytetu Ekonomicznego w Poznaniu
Biblioteka Główna Uniwersytetu Ekonomicznego we Wrocławiu
Bibliografia
Pokaż
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Cytowane przez
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ISSN
1899-3192
2080-6000
Język
eng
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