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Naslov: Tiha znanja v organizaciji kot vpliv na konkurenčno prednost : magistrska naloga Avtorji: ID Jedlovčnik, Mojca (Avtor) ID Mulej, Lucija (Mentor) Več o mentorju... Datoteke: RAZ_Jedlovcnik_Mojca_i2014.pdf (1,17 MB) MD5: 9C42237177A67B511BD1702FB4A304D5   Jezik: Slovenski jezik Vrsta gradiva: Magistrsko delo/naloga Tipologija: 2.09 - Magistrsko delo Organizacija: FOŠ - Fakulteta za organizacijske študije v Novem mestu Opis: Raziskovalno vprašanje (RV): Znanje, ki ga posameznik ima, lahko v grobem razdelimo na dva dela. Prvi del je eksplicitno znanje, ki je na tak način tudi predstavljeno in preneseno naprej na ostale posameznike. In potem so v posamezniku še znanja, ki so navzven skrita in jim s tujko r ečemo tacitna znanja. V kolikor ima ta tiha znanja vodja, je to poglavitni člen v oblikovanju organizacijske kulture močne in uspešne organizacije. Zanima nas, kako se tiho znanje odraža, kako se ga vidi in se to odseva v organizacijo? Kako vodja v organiz aciji poskrbi za prenos tihega znanja od posameznikov na skupino? Namen: Namen naloge je predstaviti prenos tihega znanja v organizaciji in vpliv vodje na prenos tihega znanja. Organizacijam želimo pokazati, da upravičeno lahko cenijo in obravnavajo tiha z nanja vodje kot bogastvo posameznika in intelektualn i kapital celotne organizacije. Tiho znanje vodje prispeva svoj delež k močni in zdravi kulturi organizacije. Problem vidimo v tem, ker se o tihem znanju premalo ali pa sploh ne govori. Z raziskavo želimo predstaviti njen pomen in tiho znanje umestiti med ključne dejavnike, ki pripomorejo k uspešnosti. Metoda: V raziskavi smo uporabili kvalitativno metodologijo, kjer smo izvedli intervjuje z vodji razvojno - raziskovalne organizacije. Pri kvalitativni razis kavi smo poiskali kode in pojme v analiziranem gradivu. S procesom kodiranja smo interpretirali analizirano besedilo. Pri tem nismo iskali kod z namenom, da bi se jih preštelo, kolikokrat se je določena koda pojavila v analiziranem besedilu, ampak smo s ko diranjem in kategoriziranjem oblikovali teoretično razlago in pojasnili proučevano situacijo. Celoten postopek je tako potekal v več korakih, kjer smo začeli z urejanjem gradiva, določanjem enot kodiranja, nadaljevali s kodiranjem, izborom in definiranjem relevantnih pojmov ter oblikovanjem kategorij, definiranjem kategorij in oblikovanjem končne teoretične formulacije. Tako izbrana metoda je bila za našo raziskavo najbolj ustrezna, saj ustreza problemu in cilju raziskovanja. Omogočila nam je raziskavo ravn anja, dogodkov, delovanja organizacije, socialnega okolja, interakcije in medsebojnih odnosov. Preko skrbno izbranih vzorcev smo pridobili podatke, ki so najbolj relevantni za raziskovani primer. Rezultati: Tiha znanja vplivajo na oblikovanje močne in zdra ve kulture organizacije, ki spodbuja širjenje znanja in posledično nadaljnji razvoj organizacije. V odja s svojim delovanjem, načeli, vrednotami in prepričanji spodbuja prenos tihega znanja med posamezniki in od posameznikov na celotno organizacijo. Organizacija: Raziskava pokaže pomen upravljanja z znanjem in pomen prenosa tihega znanja v organizaciji. Organizacija lahko opravičeno ceni in obravnava tiha znanja kot bogastvo posameznika in intelektualni kapital celotne organizacije. Družba: V družbi i n širšemu okolju z raziskavo prikažemo kako pomembno je širiti svoja tiha znanja med ostale ljudi za skupno korist. Originalnost: V raziskavi se prvič opisuje vpliv vodje na prenos tihega znanja. P rvič pokažemo povezavo med obstoječimi teoretičnimi osnovam i in najnovejšimi raziskavami iz tega področja. Tiho znanje je še zelo neraziskano področje v okviru menedžmenta znanja. V nalogi predstavimo njegov pomen v razvojno - raziskovalni organizaciji. Omejitve/nadaljnje raziskovanje: V raziskavi tihega znanja in n jegovega prenosa smo se omejili le na vplive vodje. V smeri nadaljnjih raziskav bi bilo smiselno raziskati tudi druge pomembne vplive, kot so odnosi med zaposlenimi, stopnja zaupanja znotraj organizacije in številni motivacijski faktorji. Ključne besede: tiho znanje, vodja, prenos znanja, znanje, čustva, vedenje, organizacijska kultura, duhovno vodenje, magistrske naloge Kraj izida: Novo mesto Kraj izvedbe: Novo mesto Založnik: [M. Jedlovčnik] Leto izida: 2014 Leto izvedbe: 2014 Št. strani: V, 103 str., [8] str. pril. PID: 20.500.12556/ReVIS-8218  UDK: 159.9:005.5 COBISS.SI-ID: 2048243714  Opomba: Nasl. na ov.: Magistrska naloga študijski program druge stopnje; Datum objave v ReVIS: 19.08.2021 Število ogledov: 1561 Število prenosov: 98 Metapodatki:     Citiraj gradivo Navadno besedilo BibTeX EndNote XML EndNote/Refer RIS ABNT ACM Ref AMA APA Chicago 17th Author-Date Harvard IEEE ISO 690 MLA Vancouver : Kopiraj citat

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Sekundarni jezik

Jezik:	Angleški jezik
Opis:	Research Question (RQ): Knowledge held by an individual can be roughly divided into two parts. The first part is explicit knowledge, which is presented and transferred to other individuals in the same manner. And to continue, an individual also possesses knowledge that is hidden externally, which is called tacit kn owledge. If the leader possesses tacit knowledge, this is the key element in shaping the culture of a strong and successful organisation. We are interested in how tacit knowledge is expressed, how it is seen, and how it is reflected to the organisation. Ho w does the leader within an organisation ensure the transfer of tacit knowledge from an individual to a group? Purpose: The aim of the Master's thesis is to present the transfer of tacit knowledge within an organisation and the influence of the leader on t acit knowledge transfer. We want to show the organisations that they can reasonably appreciate and treat the leader's tacit knowledge as wealth of an individual as well as intellectual capital of the entire organisation. Tacit knowledge of the leader contr ibutes its share to a strong and healthy culture of the organisation. We see the problem in the fact that tacit knowledge is not discussed enough or not discussed at all. With this research, we want to present its importance and place tacit knowledge among the key factors contributing to success. Method: In our research, we used qualitative methodology, conducting interviews with the leaders of a development research organisation. In the qualitative research, we searched the analysed materials for codes and terms. Using the coding process, we interpreted the analysed text. In doing so, we did not look for codes with an aim to count how many times a specific code appears in the analysed text but to establish a theoretical explanation and explain the studied s ituation using coding and categorisation. The entire procedure was carried out in several steps, beginning with organising the materials, determining the coding units, and continuing with coding, selecting and defining the relevant terms, establishing cate gories, defining them, and developing the final theoretical formulation. The method selected in such manner proved to be the most appropriate for our research, for it corresponds to the problem and objective of the research. It allowed us to research the p ractices, events, functioning of the organisation, social environment, interaction, and interpersonal relationships. Through carefully selected samples, we obtained data that was of crucial relevance for the researched case. Results: Tacit knowledge affect s the formation of a strong and healthy culture of an organisation which promotes the spreading of knowledge and subsequently also further development of the organisation. Leader with his work, principles, values and convictions, the leader encourages the transfer of tacit knowledge among individuals and from an individual to the entire organisation. Organisation: The research shows the importance of knowledge management and tacit knowledge transfer within an organisation. An organisation can reasonably appreciate and treat tacit knowledge as wealth of an individual as well as intellectual capital of the entire org anisation. Society: With this research, the society and wider environment are shown how important it is to spread tacit knowledge to other people for mutual benefit. Originality: The research for the first time describes the influence of the leader on taci t knowledge transfer. The research for the first time shows the connection between the existing theoretical bases and the most recent research in the relevant field. Tacit knowledge is still a largely under - researched field within knowledge management. In the thesis, we present its importance within a development research organisation. Limitations/Future Research: In researching tacit knowledge and its transfer, we focused only on the influences of the leader. Considering further research, it would make sense to research also other major influences, such as relations among the employees, the level of trust within a n organisation, and numerous motivational factors.
Ključne besede:	tacit knowledge, leader, knowledge transfer, knowledge, emotions, behaviour, organisation culture, spiritual leadership, master thesis

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