"Po implementaci proces\u016F mobilizuj\u00EDc\u00EDch tacitn\u00ED znalosti ve spole\u010Dnosti z\u00EDsk\u00E1me novou vazbu mezi aktivitou a inovacemi. Prakticky tak dojde ke sn\u00ED\u017Een\u00ED pokus\u016F a omyl\u016F v hled\u00E1n\u00ED ide\u00E1ln\u00EDho efektu jako krit\u00E9ria efektivnosti inovac\u00ED. T\u00EDmto zp\u016Fsobem m\u016F\u017Ee organizace v krat\u0161\u00EDm \u010Dasov\u00E9m \u00FAseku dosp\u011Bt k inova\u010Dn\u00EDmu zisku a budovat dlouhodob\u011B udr\u017Eitelnou konkuren\u010Dn\u00ED v\u00FDhodu na trz\u00EDch. K n\u00E1stroj\u016Fm pro mobilizaci tacitn\u00EDch znalost\u00ED pat\u0159\u00ED nap\u0159. ovliv\u0148ov\u00E1n\u00ED podnikov\u00E9 kultury, vytv\u00E1\u0159en\u00ED m\u00EDst pro neform\u00E1ln\u00ED setk\u00E1v\u00E1n\u00ED pracovn\u00EDk\u016F, nap\u0159. , podpora komunit a mentorov\u00E1n\u00ED \u010Di zm\u011Bna organiza\u010Dn\u00ED struktury. Radik\u00E1ln\u00ED progrese v managementu znalost\u00ED jsou hypertextov\u00E9 a multimedi\u00E1ln\u00ED syst\u00E9my."@cs . "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." . . . "1"^^ . . "Ladov\u00E1, Janka" . "978-84-612-5091-2" . . . . "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."@en . . "Innovation; tacit knowledge; tacit knowledge mobilization; socializati"@en . "Systematic Relations between Innovations and Knowledge Management" . . "[DFCEAFFEACE3]" . . "ICERI 2008 Proceedings" . . "398926" . . "Mato\u0161kov\u00E1, Jana" . "Systematic Relations between Innovations and Knowledge Management"@en . "3"^^ . "International Association of Technology, Education and Development (IATED)" . "Propojen\u00ED inova\u010Dn\u00EDho a znalostn\u00ED managementu"@cs . "RIV/70883521:28120/08:63507632" . "P(GA406/08/0459)" . . . "Mikeska, Martin" . "3"^^ . "Propojen\u00ED inova\u010Dn\u00EDho a znalostn\u00ED managementu"@cs . "28120" . . . . . . "RIV/70883521:28120/08:63507632!RIV09-GA0-28120___" . "Madrid, \u0160pan\u011Blsko" . . "2008-01-01+01:00"^^ . "Systematic Relations between Innovations and Knowledge Management" . "Madrid, \u0160pan\u011Blsko" . "Systematic Relations between Innovations and Knowledge Management"@en .