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Tacit Knowledge Sharing and Organizational Culture Model of Competitive Values Framework: A Theoretical Research

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dc.title Tacit Knowledge Sharing and Organizational Culture Model of Competitive Values Framework: A Theoretical Research en
dc.contributor.author Ershova, Maria
dc.relation.ispartof Proceedings of the 9th International Conference Liberec Economic Forum 2009
dc.identifier.isbn 978-80-7372-523-5
dc.date.issued 2009
dc.citation.spage 83
dc.citation.epage 93
dc.event.title 9th International Conference Liberec Economic Forum
dc.event.location Liberec
utb.event.state-en Czech Republic
utb.event.state-cs Česká republika
dc.event.sdate 2009-09-15
dc.event.edate 2009-09-16
dc.type conferenceObject
dc.language.iso en
dc.publisher Technická univerzita v Liberci, Ekonomická fakulta cs
dc.relation.uri http://vyzkum.hf.tul.cz/wd/download/2009/Sbornik-2009_engl-LEF.pdf#page=83
dc.subject knowledge management en
dc.subject tacit knowledge sharing en
dc.subject organizational culture en
dc.subject competitive values framework en
dc.description.abstract Tacit knowledge sharing is considered to be the factor which allows to facilitate decision-making and to increase competitive ability and effectiveness of organization. Even if coded knowledge is easier to diffuse, the role of tacit knowledge is often essential for being able to use coded knowledge. Coded knowledge can even be unusable without the augmentation of tacit knowledge. The role of organizational culture is highly relevant for tacit knowledge sharing, which is social activity, face-to-face interaction and therefore can be influenced only through culture. This paper represents a theoretical research about how the types of organizational culture according to the Competitive Values Framework model are supportive for tacit knowledge sharing. The Competing Values Framework consists of four culture types: clan, adhocracy, market and hierarchy. Clan culture is found to support tacit knowledge sharing all, factors described refer to clan culture values and description. Adhocracy culture is the second culture type most supporting tacit knowledge sharing. Market and hierarchy hardly do so, and organizations willing to increase tacit knowledge sharing will have to increase the presence in their culture of clan and adhocracy types. These findings provide with insights, which put us closer to better understanding what factors to use to change organization in the direction of "high" tacit knowledge sharing. The article does not claim the final truthfulness of these conclusions, but more calls for further practical research to validate or disclaim them as well as provide with the extent of validity of these conclusions, which the author will carry out. This paper is made within grant-maintained project of GA CR (Czech Science Foundation): Reg. No. 406/08/0459, "Developing Managerial Tacit Knowledge". en
utb.faculty Faculty of Management and Economics
dc.identifier.uri http://hdl.handle.net/10563/1001843
utb.identifier.obdid 43865783
utb.identifier.wok 000272657000009
utb.source d-wok
dc.date.accessioned 2011-08-09T07:34:04Z
dc.date.available 2011-08-09T07:34:04Z
utb.contributor.internalauthor Ershova, Maria
utb.fulltext.affiliation Maria Ershova Tomas Bata University in Zlin, Faculty of Management and Economics Mostní 5139, 760 01 Zlín, Czech Republic email: marijulka@hotmail.com
utb.fulltext.dates -
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utb.fulltext.sponsorship This paper is made within grant‐maintained project of GA ČR (Czech Science Foundation): Reg. No. 406/08/0459, “Developing Managerial Tacit Knowledge”.
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