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Problem of motivating people in regards to the implementation and living the culture of Knowledge Management (KM) becomes an area of interests for contemporary managers. Companies feel the need of understanding how to support their employees so that they participate in KM more effectively and effciently. Therefore it seems important to identify practical factors which may encourage individuals to be part of Knowledge Management initiative. Based on the research (led in one of biggest multi-cultural companies in Europe, in nine countries, crossdepartmental), critical factors significantly impacting the employees' contribution to KM were identified. Providing the examples of actions and decisions that should be considered when setting-up motivation system supporting KM, the article can be valuable for the managers and HR specialists in the companies which are considering or have already implemented Knowledge Management.
Wydawca
Czasopismo
Rocznik
Tom
Strony
13--18
Opis fizyczny
Bibliogr. 16 poz., rys.
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autor
- Długa 83/7, 95-100 Zgierz, Poland, phone: +48 509765236, tomasz-bednarczyk@o2.pl
Bibliografia
- [1] Nonaka I., Takeuchi H., “The Knowledge-Creating Company. How Japanese Companies Create the Dynamics of Innovation”, Oxford University Press, New York 1995, pp. 151–159, 225, 229-230, 239-241.
- [2] Davenport T.H., Prusak L., “Working Knowledge. How Organizations Manage What They Know”, Harvard Business School Press, Boston, Massachusetts 1998, pp. 26, 52-53, 58-65, 88-106.
- [3] Leonard-Barton D., “Wellsprings of Knowledge”, Boston MA: Harvard Business School Press, 1995, pp. 63-64.
- [4] Wright P.M., McMahan G.C., “Theoretical perspectives for strategic human resource management”, “Journal of Management”, Vol. 18, No. 2, 1992: 295-320.
- [5] Armstrong M., “A handbook of human resources management practice”, „Zarządzanie zasobami ludzkimi”, Oficyna Ekonomiczna, Kraków 2004, pp. 106-125, 652-657.
- [6] Pfeffer J., “Harvard Business Review on Managing People: Six Dangerous Myths About Pay”, Harvard Business School Press 1999, pp. 96-100.
- [7] Johnson G., Scholes K., “Exploring Corporate Strategy”, Pearson Education 2002, pp. 480-481.
- [8] Dale B.G., Cooper C., “Total Quality and Human Resources: An Executive Guide”, Oxford: Blackwell 1992, pp. 85.
- [9] Robbins S.P., “Essentials of organizational behaviour”, Polskie Wydawnictwo Ekonomiczne, Warszawa 2004, pp. 220 - in Polish.
- [10] Woolcott L.A., Unwin W.R., Mastering: “Business Communication”, Palgrave Macmillan 1983, pp. 248-249.
- [11] Robbins S., “Managing Change to Reduce Resistance: Communication as a Change Tool”, Harvard Business School Press 2005, pp. 188-195.
- [12] Arnold J., Robertson I.T., Cooper C.L., “Work Psychology”, Pitman, London 1991.
- [13] Ellis S., Dick P., “Introduction to Organizational Behaviour”, McGraw-Hill 2000, pp. 52-53.
- [14] Griffin R.W., “Management”, Houghton Miffin Company, Boston New York 2008, pp. 453-460.
- [15] Staniewski M., red. Jemielniak D., Koźmiński A.K., “Human Resources management vs. Knowledge Management”, In: Knowledge Management, Wydawnictwa Akademickie i Profesjonalne, Warszawa 2008, pp. 388-389 - in Polish.
- [16] Probst G., Raub S., Romhardt K.: “Managing Knowledge: Building Blocks for Success”, Oficyna Ekonomiczna, Kraków 2002, pp. 56 - in Polish.
Typ dokumentu
Bibliografia
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bwmeta1.element.baztech-article-BAR0-0065-0034