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  • This paper introduces partial results of the research on Developing Managerial Tacit Knowledge gained mostly from discussions with managers and the questionnaire survey among Czech managers. It was found that success in the tacit knowledge development depends upon the quantity, variability and content of experienced situations and the ability of a manager to exploit tacit knowledge. The quality of a manager is shown in extraordinary (critical) situation. Presently organisations need managers that can manage with critical situations more and more. Traditional tools of tacit knowledge creating and sharing are the apprenticeship, mentoring, telling stories? It has shown in the survey that top managers share their knowledge more than middle managers. And if a manager experienced profiting from knowledge sharing, his/her willingness to share his/her knowledge is higher. The research findings contribute to increasing the management development quality, and thereby success of managers and the competitive abi
  • This paper introduces partial results of the research on Developing Managerial Tacit Knowledge gained mostly from discussions with managers and the questionnaire survey among Czech managers. It was found that success in the tacit knowledge development depends upon the quantity, variability and content of experienced situations and the ability of a manager to exploit tacit knowledge. The quality of a manager is shown in extraordinary (critical) situation. Presently organisations need managers that can manage with critical situations more and more. Traditional tools of tacit knowledge creating and sharing are the apprenticeship, mentoring, telling stories? It has shown in the survey that top managers share their knowledge more than middle managers. And if a manager experienced profiting from knowledge sharing, his/her willingness to share his/her knowledge is higher. The research findings contribute to increasing the management development quality, and thereby success of managers and the competitive abi (en)
Title
  • Development of Managerial Tacit Knowledge as a Part of Managerial Competence
  • Development of Managerial Tacit Knowledge as a Part of Managerial Competence (en)
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  • Development of Managerial Tacit Knowledge as a Part of Managerial Competence
  • Development of Managerial Tacit Knowledge as a Part of Managerial Competence (en)
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  • RIV/70883521:28120/10:63509865!RIV11-GA0-28120___
http://linked.open...avai/riv/aktivita
http://linked.open...avai/riv/aktivity
  • P(GA406/08/0459)
http://linked.open...vai/riv/dodaniDat
http://linked.open...aciTvurceVysledku
http://linked.open.../riv/druhVysledku
http://linked.open...iv/duvernostUdaju
http://linked.open...titaPredkladatele
http://linked.open...dnocenehoVysledku
  • 253964
http://linked.open...ai/riv/idVysledku
  • RIV/70883521:28120/10:63509865
http://linked.open...riv/jazykVysledku
http://linked.open.../riv/klicovaSlova
  • Managerial Competence; Management Development; Tacit Knowledge; Apprenticeship; Mentoring; Reflection (en)
http://linked.open.../riv/klicoveSlovo
http://linked.open...ontrolniKodProRIV
  • [266618B22435]
http://linked.open...v/mistoKonaniAkce
  • Tallinn, Estonsko
http://linked.open...i/riv/mistoVydani
  • Tallinn
http://linked.open...i/riv/nazevZdroje
  • 2nd International Conference - Economies of Central and Eastern Europe: Convergence, Opportunities and Challenges? Conference Proceedings
http://linked.open...in/vavai/riv/obor
http://linked.open...ichTvurcuVysledku
http://linked.open...cetTvurcuVysledku
http://linked.open...vavai/riv/projekt
http://linked.open...UplatneniVysledku
http://linked.open...iv/tvurceVysledku
  • Kressová, Petra
http://linked.open...vavai/riv/typAkce
http://linked.open.../riv/zahajeniAkce
number of pages
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  • Tallinn University of Technology
https://schema.org/isbn
  • 978-9949-430-37-6
http://localhost/t...ganizacniJednotka
  • 28120
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