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Tacit Knowledge Dynamics in Organization
Rajnošek, Ráma ; Kovář, František (advisor) ; Pirožek, Petr (referee) ; Mládková, Ludmila (referee) ; Bureš, Vladimír (referee)
If companies want to create competition advantage, they must operate with knowledge. Knowledge can be divided to tacit and explicit dimension. Tacit knowledge is not easy to express, it is in heads of workers. It is hard to transfer tacit knowledge to others and organizations have limited possibilities to operate with it. But 90% of all knowledge is tacit. Knowledge can grow, keeps its degree or decrease during the life cycle. Tacit knowledge can be built by learning or by creative thinking. Knowledge can be acquired by combinations from current knowledge, information and other ingredients. Knowledge is conserved in organization through telling stories, sharing in communities or by apprenticeship. Mentoring and coaching are very important for handling knowledge over persons in organization. Knowledge is liable to influences which decrease their value. These influences are biological (person leaves the organization) or comparative. Although the value of knowledge in organization is still on the same level, when competition build their knowledge, the level of organization relatively decrease. There are several instruments to scale up knowledge, care for it or not to lose its value for each phase of knowledge life cycle. The empiric research was focused on working with tacit knowledge in organizations in the Czech Republic. According to analysis of current theory and outputs from the research there is proposed the model how to work with tacit knowledge from its dynamic perspective.
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Knowledge management
Kurišová, Anna ; Mládková, Ludmila (advisor) ; Surovec, Jan (referee)
The main goal of my thesis is to suggest a methodology for a knowledge management implementation and to implement this methodology in a chosen organization. The last part of my thesis deals with the critical aspects of the knowledge management implementation and possible solutions. Organizations, which haven't started with knowledge management implementation yet, are in a disadvantage compare to the organizations which have already implemented knowledge management into their processes. The importance of a human capital is still growing and the organizations need to know how to work with knowledge of their employees effectively.
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Knowledge management
Jarošová, Milena ; Mládková, Ludmila (advisor) ; Cejthamr, Václav (referee)
Theoretical part: Basic terms of knowledge management, knowledge worker, knowledge creation and conversion process, prerequisites and benefits of knowledge management. Knowledge management and it's connection to organizational culture and structure, result measurements of knowledge management, learning organization and it's connection to knowledge management. Tacit knowledge management tools -- stories -- types, how to create, practical use, communities, coaching. Value Based Organization. Practical part: Characteristics of organization, value based organization in reality, classification of stories from organization, organizational values, stories in detail, stories in customer care, stories in back line departments. Propsal on improvement of tacit knowledge management in organization -- employee training, mutual inspiration, front line department visits, modifications of organizational values.
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