knowledge organizations
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2020 ◽  
pp. 181-188
Author(s):  
Jay Liebowitz ◽  
Tom Beckman

2020 ◽  
Author(s):  
Jay Liebowitz ◽  
Tom Beckman

2020 ◽  
pp. 13-24
Author(s):  
Jay Liebowitz ◽  
Tom Beckman

sharing knowledge is transmission of knowledge (implicit or tacit) from an organization, group, or person to another one. Through sharing knowledge, organizations are able to improve their effectiveness, saves cost of training and moderate risks due to lack of certainty. While managing knowledge, organizations find it difficult to motivate employees for sharing knowledge with others. Therefore, it is essential to recognize the elements impacting information sharing and trust. This paper attempts to understand trust and persuasive variables that impact information sharing conduct in associations. It is huge that there are a not many investigations because of inspirational factors on information sharing conduct through trust as an arbitrator. Right now, specialist proposed a hypothetical system that consolidated inspirational elements with Theory of Reasoned Action (TRA) to depict the relationship among inspiration (extraneous and inherent), trust and demeanors toward information sharing. This paper will be important to the experts as it gives a premise of understanding persuasive elements for information sharing and trust.


2020 ◽  
pp. 49-62
Author(s):  
Sławomir Banaszak

Managers are very important part of modern organizations and societies. The paper is an attempt at showing managers as a factor of creating knowledge organizations. The author points at qualifictions and competences of managers as the main issue in this process. Problems of “knowledge production” and “knowledge processing” are revealed. The paper ends with the approach to the problems of economic efficiency of knowledge and its positive impact on organizations and societies.


2020 ◽  
Author(s):  
Alex Humphreys ◽  
Curtis Michelson ◽  
Heather Ruland Staines ◽  
Geoffrey P. Timms ◽  
Caroline Muglia

At the 2019 Charleston Library Conference, five facilitators from a diversity of organizations led a pre-conference called Hacking for Good. The goal of the half-day pre-conference was to introduce participants to the “hacking mindset” beyond the traditionally understood technology-driven terminology. In this context, hacking refersred to an approach of identifying a challenge or set of challenges in their respective knowledge organizations and gathering a set of techniques or approaches to address and overcome those challenges. The pre-conference provided a highly interactive and supportive environment to consider all aspects of a workplace challenge related to workflows and personnel and determine the most effective tools to tackle that challenge.


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