The involvement of employees in knowledge management in the light of the research results

Abstract

The development of information technology, increase demand for mental work, shortening product life cycle and competing of the quality meant that knowledge is widely considered to be one of the most important resources of the organization. Taking into account activities related to the process of knowledge management (such as the acquisition of knowledge from the environment, identifying its in the organization, knowledge sharing) and their sources (internal and external stakeholders) can be noted that any knowledge management requires the involvement of employees. Based on the analysis of the employees engagement was found that managing knowledge should be supported by the affective commitment and focused on work organization and environment. They exhibit a specific behavior. Recognizing this problem for interesting the empirical research was carried out. Their goal was to identify the prevalence of involvement of employees in knowledge management and the desired employee behavior in the various activities of this processes. The study conducted among enterprises of Lubuskie province. The research used a survey method. It was found that the surveyed enterprises implement the activities related to knowledge management in a selective manner. In the light of the adopted criteria only one (out of 102) of the surveyed companies could be considered as knowledge management. It also seems that the attention is not focused on the creation of knowledge but its acquisition and protection. Taking into account the results of research on behavior conducive to knowledge management can be concluded that the climate for creativity exists at the level of teams but not the organization.

Knowledge management at Ukrainian industrial enterprises in the context of innovative development

“…The problems related to knowledge commercialisation in organisations, as well as products created based on new knowledge, are popular topics among researches (Bandarian, 2007;Markman at al., 2008;Formánek, 2015;Maceika & Jančiauskas, 2012;Stankiewicz & Moczulska, 2015;Majewska & Sulczynska, 2014;Fitri et al, 2019;Aymen, 2019). Scientists pay considerable attention to the analysis of Engineering Management in Production and Services factors influencing the success of knowledge commercialisation.…”

The Ability to Assimilate Technology as a Source of Competitive Advantage of Financial Companies in Poland

“…Therefore, they should be purchased or shaped in a planned manner, bearing in mind the fact that they may be both individual (personal) in nature (Stankiewicz & Moczulska, 2015), the carrier of which are individual employees (Fedotova, Loseva & Kontorovich, 2016), as well as general-organizational, which makes the organizational capital of the company (Barney,1��7). Among the specialized personnel resources which determine the ability to gain new technologies from outside and are not the universal components of the absorption potential, the following can be distinguished (Glabiszewski, 2016): In turn, within the specialized general-organizational resources which are typical of the sphere of the potential responsible for the acquisition of new technologies, the following should be anticipated (Glabiszewski, 2016): assimilation procedures and processes, adaptation and improvement of knowledge and technology, good intra-organizational employee relationships and mutual trust, technical equipment of individual workplaces, a separated organizational entity responsible for continuous implementation of R&D, specialized R&D equipment (for example, instruments, equipment, software), the level of the R&D budget, available on-premises infrastructure determining the applicability of technology.…”

Conditions necessary to maintain work-life balance of employees - in the light of the research results

“…It is because -and it has been confi rmed by research of P. Bernstein (quoted in: Stankiewicz, Moczulska 2007) -the lower the level in the organizational hierarchy, the lower the impact of employees on making decisions in their workplace. Another explanation of such relationship may be found in research indicating that employees tend to be unaware of participating in decisionmaking (for example, when the manager applies a consultative management style, while not explaining the reasons for consulting his or her subordinates) (Stankiewicz, Moczulska 2009). It is certainly not conducive to maintaining a balance between work and private life of employees.…”