Knowledge sharing processes with the participation of key employees

• Authors: Mieczysław Morawski
• Languages of publication: EN

Abstracts

EN

Knowledge sharing processes with the participation of key employees The fundamental of the most important problems of human capital management, especially in relation to knowledge management is theoretical research and application verification conditions, motives and methods to encourage key employees of companies to communicate the knowledge of low-skilled workers. Key personnel represent top-class professionals. They include top managers, senior executives of long-term employment in a company and specialists presenting unique knowledge and skills. The Author presents research findings based on questionnaire surveys made up of a sample consisting of fifty companies operating in Poland.

Keywords

EN

key employee; knowledge sharing; key employees motivating; human capital

PL

pracownik kluczowy; dzielenie się wiedzą; motywowanie pracowników kluczowych; kapitał ludzki

• Publisher: Sciendo
• Journal: Management
• Year: 2013
• Volume: 17
• Issue: 2
• Pages: 16-30

Dates

published

2013-12-01

online

2013-12-04

Contributors

author

Mieczysław Morawski

• Wroclaw University of Economics, Department of Business Administration

References

• 1. Adel Ismail Al-Alawi, Nayla Yousif Al-Marzooqi, Yasmeen Fraidoon Mohammed (2007), Organizational culture and knowledge sharing: critical success factors, „Journal of Knowledge Management”, Vol. 11 Iss: 2, pp. 22- 42
• 2. Cabrera, A.; Cabrera E. F. (2002), Knowledge-sharing Dilemmas, „Organization Studies” 23 (5), pp. 687-710.[Crossref]
• 3. Commings J. N.(2004), Works Groups, Structural Diversity and Knowledge Sharing in a Global Organization, „Management Science”, Vol. 50, Iss: 3, pp. 352-364.
• 4. Davenport T. (2000), Human Capital: What it is and why people invest in it. San Francisco: Jossey-Bass.
• 5. Gurteen D. (1999), Creating a Knowledge Sharing Culture, „Knowledge Management Magazine”, Vol. 6 Iss: 5, February.
• 6. Martin M., Whiting F., Jackson T. (2010), Human Resource Practice, Fifth ed. London: Chartered Institute of Personnel and Development.
• 7. Soliman F., Spooner K. (2000), Strategies for implementing knowledge management: role of human resources management, „Journal of Knowledge Management”, Vol. 4 Iss: 4, pp. 337-345.

Identifiers

DOI

10.2478/manment-2013-0052