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Proceedings of the 8th International Conference on Intellectual ...

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Palmira Juceviciene and Vyda Mozuriuniene<br />

Meanwhile, <str<strong>on</strong>g>the</str<strong>on</strong>g> need for informal knowing at <str<strong>on</strong>g>the</str<strong>on</strong>g> subsidiaries is lower, compared with organizati<strong>on</strong>al<br />

knowing (<strong>on</strong> <str<strong>on</strong>g>the</str<strong>on</strong>g> average <str<strong>on</strong>g>of</str<strong>on</strong>g> 1:2) At <str<strong>on</strong>g>the</str<strong>on</strong>g> same time, both entities dem<strong>on</strong>strate <str<strong>on</strong>g>the</str<strong>on</strong>g> same downtrend <strong>on</strong><br />

individual, groups, and organizati<strong>on</strong>’s levels.<br />

4.2.2 What type <str<strong>on</strong>g>of</str<strong>on</strong>g> knowledge is possessed by <str<strong>on</strong>g>the</str<strong>on</strong>g> employees at <str<strong>on</strong>g>the</str<strong>on</strong>g> subsidiaries?<br />

Each <str<strong>on</strong>g>of</str<strong>on</strong>g> <str<strong>on</strong>g>the</str<strong>on</strong>g> subsidiaries has extensive organizati<strong>on</strong>al knowing at <str<strong>on</strong>g>the</str<strong>on</strong>g> individual, group, and<br />

organizati<strong>on</strong>’s levels (see Figure 2, where percentage values <str<strong>on</strong>g>of</str<strong>on</strong>g> knowledge corresp<strong>on</strong>d to <str<strong>on</strong>g>the</str<strong>on</strong>g><br />

arithmetical estimators M, i.e. 0=1 percent, 1=25 percent, 2=50 percent, 3=75 percent, 4=100<br />

percent). Evidently, <str<strong>on</strong>g>the</str<strong>on</strong>g> differences in <str<strong>on</strong>g>the</str<strong>on</strong>g> knowledge am<strong>on</strong>g <str<strong>on</strong>g>the</str<strong>on</strong>g> aforementi<strong>on</strong>ed countries are not<br />

statistically significant.<br />

Figure 2: Organizati<strong>on</strong>’s knowing (by different levels) used to acomplish work successfully at<br />

Company X subsidiaries<br />

To accomplish work successfully, <str<strong>on</strong>g>the</str<strong>on</strong>g> employees have less informal learning <strong>on</strong> all levels in<br />

comparis<strong>on</strong> to organizati<strong>on</strong>al knowing. The differences am<strong>on</strong>g <str<strong>on</strong>g>the</str<strong>on</strong>g> countries are also not statistically<br />

significant.<br />

To sum up, it may be noted that organizati<strong>on</strong>al knowing dominates at <str<strong>on</strong>g>the</str<strong>on</strong>g> subsidiaries, declaring both<br />

<str<strong>on</strong>g>the</str<strong>on</strong>g> knowledge required for successful work in <str<strong>on</strong>g>the</str<strong>on</strong>g> company and <str<strong>on</strong>g>the</str<strong>on</strong>g> knowledge available.<br />

4.2.3 Enhancing organizati<strong>on</strong>al knowing and informal knowing<br />

All <str<strong>on</strong>g>the</str<strong>on</strong>g> three subsidiaries and <str<strong>on</strong>g>the</str<strong>on</strong>g>ir employees pay attenti<strong>on</strong> to improving <str<strong>on</strong>g>the</str<strong>on</strong>g> organizati<strong>on</strong>al knowing<br />

(see Figure 3, where M = 0 – „do not improve”, M=1 – „some”, M=2 – „to a moderate extent”, M=3 –<br />

„c<strong>on</strong>siderably”, M=4 – „very much”).<br />

279

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