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Intergenerational cooperation at the company and knowledge transfer

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EN
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EN
Interpersonal relations are vital in the company’s operations. The connection between generations is designed and created in this way. Interpersonal cooperation includes two essential elements, and this is connection and coexistence between the generations. Various conflicts come between generations many times which results from intergenerational differences and arises from differences in the goals and interests most often. Intergenerational cooperation has a significant role because of the transfer and exchange of knowledge in the company. When we talk about knowledge transfer, old people transmit their experiential knowledge to young people, and the latter in many cases lack this knowledge. Young people acquire experiential knowledge in such way in a company either in the case in which a mentor transfers work instructions and guidelines or with the help of a practical implementation of activities. Employees are aware that the acquisition of knowledge, experience, and skills are a crucial element for business success which represents a competitive advantage for companies. For this reason, companies invest a significant proportion of their revenues in training and knowledge of their employees. Knowledge is in the innovation, technology, documentation and minds of people in companies.
Rocznik
Tom
Strony
57--67
Opis fizyczny
Bibliogr. 25 poz.
Twórcy
autor
  • International School for Social and Business Studies, Celje, Slovenia
autor
  • International School for Social and Business Studies, Senior Lecturer, Celje
Bibliografia
  • 1. Brečko, D. (1998). Kako se odrasli spreminjamo: socialna komunikacija in osebni razvoj. Radovljica: Didakta.
  • 2. Cavusgil, T.S., Calantone, R.J., and Zhao, Y. (2003). Tacit knowledge transfer and firm innovation capability. The Journal of Business & Industrial Marketing, 18(1), pp. 6-21. doi: 10.1108/08858620310458615.
  • 3. Dermol, V. (2008/2009). Sistemi managementa znanja (working material). Celje: MFDPŠ.
  • 4. Gomezelj Omerzel, D. (2008). Znanje zaposlenih ter poslovna uspešnost malih in srednje velikih podjetij. Koper: Fakulteta za management.
  • 5. Ivanuša-Bezjak, M. (2006). Zaposleni največji kapital 21. stoletja. Maribor: Univerzitetna knjižnica.
  • 6. Kidrič, D. (2006). Spodbude delodajalcem za podaljšanje aktivnih starejših zaposlenih. IB revija, 40(4), pp. 81-82.
  • 7. Kralj, A. (2009, Feb. 20). Medgeneracijsko povezovanje. Retrieved from http://www.ventilatorbesed.com/?opcija=kom_clanki&oce=64&id=176.
  • 8. Krogh, V.G., Ichijo, K., and Nonaka I. (2000). Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation. New York: Oxford University Press.
  • 9. Mali, J. (2009). Medgeneracijska solidarnost v obstoječih oblikah skrbi za stare ljudi. In V. Tašner, L. Lesar, M.G. Antič, V. Hlebec, M. Pušnik, P. Zgaga, and L.U. Marjanovič (Eds.), Brez spopada: kultur, spolov, generacij (pp. 215-228). Ljubljana: Pedagoška fakulteta.
  • 10. Možina, S. (2002). Učenje, izobraževanje, usposabljanje v organizaciji. In S. Možina, I. Svetlik, F. Jamšek, N. Zupan, and Z. Vodovnik (Eds.), Management kadrovskih virov (pp. 207-248). Ljubljana: Fakulteta za družbene vede.
  • 11. Možina, S., and Kovač, J. (2006). Management znanja na poti k učečemu se podjetju. Maribor: Založba Pivec.
  • 12. Nonaka, I., and Takeuchi, K. (1995). The Knowledge-Creating Company. New York: Oxford University Press.
  • 13. O'Dell, C., and Grayson, J.C. (1998). If only we knew, what we know, the transfer of internal knowledge and best practice. London: The Free Press.
  • 14. Paavola, S., Lipponen, L., and Hakkarainen, K. (2004). Models of Innovative Knowledge Communities and Three Metaphors of Learning. Review of Educational Research, 74(4), 557-576. doi: 10.3102/00346543074004557,
  • 15. Pečar, M. (2002). Problemi mladih na trgu delovne sile – primerjava s Slovenijo in Obalno-Kraškim območjem. Fakulteta za družbene vede, Ljubljana.
  • 16. Pihlar, T. (2012, June 26). Švicarsko poročilo o generacijah. Retrieved from http://www.inst-antonatrstenjaka.si/tisk/kakovostna-starost/clanek.html?ID=1222.
  • 17. Počivavšek, J.K. (2005). Stanje zaposljivosti in zaposlovanja mladih v Republiki Sloveniji. Urad Republike Slovenije za mladino in Mladinski ceh – Nefiks.
  • 18. Podmernik, D. (2008). Sociokulturni in organizacijski vidiki prenosa znanja. Ljubljana: Inštitut za razvojne in strateške analize.
  • 19. Podnar, K. (2009, July 1). Mlajši ne zaupajo starejšim in starejši ne zaupajo mlajšim. Dnevnik. Retrieved from https://www.dnevnik.si/1042279258.
  • 20. Ramovš, J. (2000). Medgeneracijska povezanost, samopomoč in kakovostna starost. Fakulteta za socialno delo, 39(4/5), pp. 315-329. Retrieved from https://www.dlib.si/ stream/URN:NBN:SI:DOC-X7BVGLBV/544e9349-fae5-47df-9fa5-7eba33559900/PDF.
  • 21. Sitar, A.S. (2006). Oblike in razsežnosti znanja v organizaciji. In S. Možina and J. Kovač (Eds.), Menedžment znanja: znanje kot temelj razvoja: na poti k učečemu podjetju (pp. 55-69). Maribor: Založba Pivec.
  • 22. Ule, M. (2004). Socialna psihologija. Ljubljana: Fakulteta za družbene vede.
  • 23. Urška Valjavec, K.T. (2014, Sep. 25). Starejši delavci so kompetentni, zanesljivi in zaupajo vase. Retrieved from http://www.rtvslo.si/moja-generacija/starejsi-delavci-so-kompetentni-zanesljivi-in-zaupajo-vase/347236.
  • 24. Walczak, S. (2005). Organization knowledge management structure. The learning Organization. Denver, CO: University of Colorado Denver.
  • 25. Žezlina, J. (2011, June 16). Kako do boljšega medgeneracijskega sodelovanja v organizacijah. Retrieved from https://www.finance.si/315819/Kako-do-bolj%C4%85ega-medgeneracijskega-sodelovanja-v-organizacijah?cctest&.
Typ dokumentu
Bibliografia
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