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Successful Knowledge Management an Knowledge Sharing in Hungarian Enterprises

  • Zoltán Gaál


    (University of Pannonia)

  • Lajos Szabó


    (University of Pannonia)

  • Nóra Obermayer-Kovács

    (University of Pannonia)

  • Anikó Csepregi

    (University of Pannonia)

Some organizations failed to consider the relationship between knowledge management and organizational culture, and the cultural factors that impacted effective knowledge management initiatives. These organizations face challenges when implementing knowledge management initiatives. They should find ways to integrate knowledge management into their strategic vision, build a knowledge sharing culture that supports knowledge management and motivate employees to support these initiatives. The International Mapping of Knowledge Sharing Excellence Research has shown that there are differences in the maturity of knowledge sharing of managers within different culture types comparing the period before and during the crisis. It can be seen that it would be useful for Hungarian organizations to move towards an Adhocracy culture type, that concentrates on external positioning with high degree of flexibility and individuality and which results in a high maturity of knowledge sharing.

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Article provided by Faculty of Economics, University of Miskolc in its journal Theory Methodology Practice (TMP).

Volume (Year): 6 (2010)
Issue (Month): 02 ()
Pages: 11-18

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Handle: RePEc:mic:tmpjrn:v:6:y:2010:i:02:p:11-18
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