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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 (adhocracy, clan, market, and hierarchy) and management levels (team, division and organization).Readers will discover actionable strategies for fostering collective intelligence and adapting to change, especially in the context of remote work and AI-driven environments. The book highlights the critical role of leaders as architects of company culture and provides practical guidance for aligning culture with business goals. Case studies bring the concepts to life, offering valuable lessons for designing and sustaining a growth-agile mindset.This research-rich volume is an essential resource for researchers, academics, and students in organizational change, knowledge management, and strategy, as well as business leaders seeking to enhance their company's collective intelligence and adaptability.
Table des matières
Introduction
Part 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
Part 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
Part III: Organizational intelligence: collective human versus artificial? 12. What culture, such algorithms - algorithmic management and company culture type 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: SPSS PROCESS output Appendix 2b: The double bias of mistakes (DBM) test per culture type Appendix 3: Company culture assessment tools
A propos de l'auteur
Wioleta Kucharska is a professor in the Management Department of the Faculty of Management and Economics at 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.
