This book offers a pioneering exploration of how the synergy between knowledge, learning, and collaboration (the KLC approach) drives organizational intelligence and adaptability. Grounded in empirical research and case studies, it examines how the impact of the KLC approach varies based on company culture and management levels.
This book offers a pioneering exploration of how the synergy between knowledge, learning, and collaboration (the KLC approach) drives organizational intelligence and adaptability. Grounded in empirical research and case studies, it examines how the impact of the KLC approach varies based on company culture and management levels.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Wioleta Kucharska is a professor in the Management Department of the Faculty of Management and Economics of the Gdansk University of Technology, Fahrenheit Universities Union, Poland. Along with scientific passion and achievements, she has 12 years of intensive managerial experience; therefore, her works, in addition to theoretical foundations, always actively refer to management practice.
Inhaltsangabe
Introduction Section I: Organizational Intelligence activation through the KLC approach - scientific evidence 1. Company culture matters - study background 2. From Company culture to organizational intelligence - conceptual framework 3. Methodology - study method 4. Empirical evidence - study results 5. Meaning of the given findings - discussion 6. What else do we need to know? - emerging questions raised from limitations and implications Section II: Organizational Intelligence activation through the KLC approach implementation - manual 7. Motivation matters - organizational change drivers impact the KLC approach implementation methods 8. Adhocracy culture 9. Market culture 10. Clan culture 11. Hierarchy culture Section III: Organizational intelligence: collective human vs. artificial? 12. What culture, such algorithms - algorithmic management and company culture type 90 13. What culture, such virtual workspace standards 14. Agile mindset leader's era - new leadership quality to support organizational intelligence in AI-supported workplaces What Have We Learnt from This Book - closing conclusions Appendixes Appendix 1: Bibliometric analysis Appendix 2: The functional KLC-cultures approach moderated by division and team power influence on organizational change adaptability - SPSS PROCESS output for hierarchy, market, clan, and adhocracy cultures. Appendix 3: Company culture assessment tools
Introduction Section I: Organizational Intelligence activation through the KLC approach - scientific evidence 1. Company culture matters - study background 2. From Company culture to organizational intelligence - conceptual framework 3. Methodology - study method 4. Empirical evidence - study results 5. Meaning of the given findings - discussion 6. What else do we need to know? - emerging questions raised from limitations and implications Section II: Organizational Intelligence activation through the KLC approach implementation - manual 7. Motivation matters - organizational change drivers impact the KLC approach implementation methods 8. Adhocracy culture 9. Market culture 10. Clan culture 11. Hierarchy culture Section III: Organizational intelligence: collective human vs. artificial? 12. What culture, such algorithms - algorithmic management and company culture type 90 13. What culture, such virtual workspace standards 14. Agile mindset leader's era - new leadership quality to support organizational intelligence in AI-supported workplaces What Have We Learnt from This Book - closing conclusions Appendixes Appendix 1: Bibliometric analysis Appendix 2: The functional KLC-cultures approach moderated by division and team power influence on organizational change adaptability - SPSS PROCESS output for hierarchy, market, clan, and adhocracy cultures. Appendix 3: Company culture assessment tools
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