Publications Repository - Gdańsk University of Technology

This paper examines the impact of knowledge, learning, and collaboration culturessynergy (the KLC approach) on organizational adaptability. The SEM analysis method was applied to verify the critical assumption of this paper: that the KLC approach and trust support knowledge-sharing processes (tacit and explicit) and are critical for organizational intelligence activation.Specifically, the empirical evidence, based on a 640-case sample composed of Polish knowledge workers, revealedthat knowledge sharing, organizational intelligence, and innovativeness are vital benefits of the KLC cultures’synergy. It also highlighted that trust among workmates is critical to sustaining tacit knowledge sharing in an organization. Tacit knowledge, which is knowledge that is difficult to transfer to another person by means of writing it down or verbalizing it, is clearly identified as a key component of change adaptability, which is viewed as a measure oforganizational intelligence. Moreover, the acceptance of mistakesas a learning source -a learning culturecomponentthat supports trial-error learning,was found to betremendous for knowledge-sharing processes, organizational intelligence (change adaptability),and innovativeness. Thisstudyproved that knowledge sharing, organizational intelligence, and innovativeness are vitalbenefits of the synergy that offers the KLC cultures. Trust strengthens this effect. So, to gain these benefits, knowledge-driven organizations should employ trusted managers who trust others and, in addition to their professional credentials, exhibit strong habits of respecting knowledge, learning, and collaboration.

Authors

• dr hab. inż. Wioleta Kucharska link open in new tab ,
• Denise A. D. Bedford