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Subject Item
n2:RIV%2F70883521%3A28120%2F08%3A63507632%21RIV09-GA0-28120___
rdf:type
n14:Vysledek skos:Concept
dcterms:description
Po implementaci procesů mobilizujících tacitní znalosti ve společnosti získáme novou vazbu mezi aktivitou a inovacemi. Prakticky tak dojde ke snížení pokusů a omylů v hledání ideálního efektu jako kritéria efektivnosti inovací. Tímto způsobem může organizace v kratším časovém úseku dospět k inovačnímu zisku a budovat dlouhodobě udržitelnou konkurenční výhodu na trzích. K nástrojům pro mobilizaci tacitních znalostí patří např. ovlivňování podnikové kultury, vytváření míst pro neformální setkávání pracovníků, např. , podpora komunit a mentorování či změna organizační struktury. Radikální progrese v managementu znalostí jsou hypertextové a multimediální systémy. When a company implements processes which mobilize tacit knowledge, it acquires a new linkage between activity and innovations. That means a reduction in experiments and mistakes in looking for an ideal effect, that is a criterion of the innovation effectiveness, takes place. The organisation can reach an innovation profit in shorter time in this way. So it can build up a long-lasting competitive advantage. We can mobilize tacit knowledge for example through the organisational culture management, e.g. creating environment of cooperation, trust and loyalty, support for the knowledge sharing from management, a creation of places for informal personal meeting, for example coffee automat or small kitchen, a support of communities of practice, mentoring or a change of organisational structure. A challenge for a radical progression in knowledge management is the hypertext and multimedia system combination, called as a hypermedia system. When a company implements processes which mobilize tacit knowledge, it acquires a new linkage between activity and innovations. That means a reduction in experiments and mistakes in looking for an ideal effect, that is a criterion of the innovation effectiveness, takes place. The organisation can reach an innovation profit in shorter time in this way. So it can build up a long-lasting competitive advantage. We can mobilize tacit knowledge for example through the organisational culture management, e.g. creating environment of cooperation, trust and loyalty, support for the knowledge sharing from management, a creation of places for informal personal meeting, for example coffee automat or small kitchen, a support of communities of practice, mentoring or a change of organisational structure. A challenge for a radical progression in knowledge management is the hypertext and multimedia system combination, called as a hypermedia system.
dcterms:title
Systematic Relations between Innovations and Knowledge Management Propojení inovačního a znalostní managementu Systematic Relations between Innovations and Knowledge Management
skos:prefLabel
Systematic Relations between Innovations and Knowledge Management Propojení inovačního a znalostní managementu Systematic Relations between Innovations and Knowledge Management
skos:notation
RIV/70883521:28120/08:63507632!RIV09-GA0-28120___
n4:aktivita
n5:P
n4:aktivity
P(GA406/08/0459)
n4:dodaniDat
n6:2009
n4:domaciTvurceVysledku
n10:6703976 n10:1500198 n10:2488051
n4:druhVysledku
n11:D
n4:duvernostUdaju
n17:S
n4:entitaPredkladatele
n12:predkladatel
n4:idSjednocenehoVysledku
398926
n4:idVysledku
RIV/70883521:28120/08:63507632
n4:jazykVysledku
n15:eng
n4:klicovaSlova
Innovation; tacit knowledge; tacit knowledge mobilization; socializati
n4:klicoveSlovo
n8:Innovation n8:tacit%20knowledge n8:socializati n8:tacit%20knowledge%20mobilization
n4:kontrolniKodProRIV
[DFCEAFFEACE3]
n4:mistoKonaniAkce
Madrid, Španělsko
n4:mistoVydani
Madrid, Španělsko
n4:nazevZdroje
ICERI 2008 Proceedings
n4:obor
n19:AE
n4:pocetDomacichTvurcuVysledku
3
n4:pocetTvurcuVysledku
3
n4:projekt
n21:GA406%2F08%2F0459
n4:rokUplatneniVysledku
n6:2008
n4:tvurceVysledku
Ladová, Janka Matošková, Jana Mikeska, Martin
n4:typAkce
n20:EUR
n4:zahajeniAkce
2008-01-01+01:00
s:numberOfPages
1
n16:hasPublisher
International Association of Technology, Education and Development (IATED)
n9:isbn
978-84-612-5091-2
n18:organizacniJednotka
28120