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" Japanese approach is the recognition that creating new knowledge is not simply a matter of "processing" objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and hunches of individual employees... "
Managing Information Technology in a Global Economy - 174. lappuse
autors: Information Resources Management Association. International Conference - 2001 - 1202 lapas
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The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge ...

Catherine Kano Kikoski, John F. Kikoski - 2004 - 191 lapas
...it: "creating new knowledge is not simply a matter of 'processing' objective information. Rather, it depends on tapping the tacit and often highly subjective...employees and making those insights available for . . . the company as a whole"5 [italics added for emphasis]. Two propositions underlie the extraordinary...
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Automotive Production Systems and Standardisation: From Ford to the Case of ...

Constanze Clarke - 2005 - 238 lapas
...recognition that creating new knowledge is not simply a matter of 'processing' information. Rather, it depends on tapping the tacit and often highly subjective...testing and use by the company as a whole" (Nonaka l99l:24). Dohse et al. conclude that for Japanese companies the "Taylorist reduction of the intellectual...
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Human Resource Development: Learning & Training for Individuals & Organizations

John P. Wilson - 2005 - 564 lapas
...maintained that it was not just the processing of objective information. More importantly it involved 'tapping the tacit and often highly subjective insights,...available for testing and use by the company as a whole.' Suppliers and customers No organization operates in a vacuum, since it is designed to provide a product...
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Knowledge: Critical Concepts, 3. sējums

Nico Stehr, Reiner Grundmann - 2005 - 358 lapas
...recognize that creating knowledge is not simply a matter of processing objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and ideals of employees. In an economy where the only certainty is uncertaint, the one sure source of lasting...
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Knowledge Management: Critical Perspectives on Business and ..., 3. sējums

Ikujirō Nonaka - 2005 - 1303 lapas
...recognize that creating knowledge is not simply a matter of processing objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and ideals of employees. In an economy where the only certainty is uncertainty the one sure source of lasting...
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