000			01373naa a2200253uu 4500
001			8338
003			OSt
005			20190211154433.0
008			021114s2005 xx ||||gr |0|| 0 eng d
100	1		_aMcDERMOTT, Richard _96921
245	1	0	_aOvercoming cultural barriers to sharing knowledge
260			_c2001
520	3		_aCulture is often seen as the key inhibitor of effective knowledge sharing. A study of companies where sharing knowledge is built into the culture found that they did not change their culture to match their knowledge management initiatives. They adapted their approach to knowledge management to fit their culture. Thei did this by:linking sharing knowledge to solving pratical business problems, trying sharing knowledge to a pre-existing core value; introducing knowledge management in a way that matches the organization`s style; bulding on existing networks people use in their daily work; and encouraging peers and supervisors to exert pressure to share
650		4	_aGestão do Conhecimento _913120
650		4	_aComportamento Organizacional _912914
650		4	_aBarreira _912436
650		4	_aValor _912733
650		4	_aGestão do Conhecimento _913120
700	1		_aO`DELL, Carla _917539
773	0	8	_tJournal of Knowledge Management _g5, 1, p. 76-85 _d, 2001 _w
942			_cS
998			_a20021114 _bCassio _cCassio
998			_a20130826 _b1003^b _ckarina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c8484 _d8484
041			_aeng