{"id":99,"date":"2024-05-28T11:23:40","date_gmt":"2024-05-28T09:23:40","guid":{"rendered":"https:\/\/rozsa.cz\/?p=99"},"modified":"2026-01-18T11:48:08","modified_gmt":"2026-01-18T10:48:08","slug":"ked-si-ludia-v-organizaciach-umyselne-skodia-temna-stranka-zdielania-znalosti","status":"publish","type":"post","link":"https:\/\/rozsa.cz\/sk\/ked-si-ludia-v-organizaciach-umyselne-skodia-temna-stranka-zdielania-znalosti\/","title":{"rendered":"Ke\u010f si \u013eudia v organiz\u00e1ci\u00e1ch \u00famyselne \u0161kodia: temn\u00e1 str\u00e1nka zdie\u013eania znalost\u00ed"},"content":{"rendered":"\n

Zdie\u013eanie znalost\u00ed je jedn\u00fdm zo z\u00e1kladn\u00fdch pilierov fungovania modern\u00fdch organiz\u00e1ci\u00ed. Firmy od zamestnancov o\u010dak\u00e1vaj\u00fa spolupr\u00e1cu, v\u00fdmenu sk\u00fasenost\u00ed a ochotu pom\u00e1ha\u0165 kolegom. Realita v\u0161ak b\u00fdva zlo\u017eitej\u0161ia. Popri ochote spolupracova\u0165 existuje aj jej temn\u00e1 str\u00e1nka \u2013 \u00famyseln\u00e9 nar\u00fa\u0161anie zdie\u013eania znalost\u00ed, zn\u00e1me ako knowledge sabotage.<\/p>\n\n\n\n

Knowledge sabotage predstavuje extr\u00e9mnu formu kontraprodukt\u00edvneho spr\u00e1vania, pri ktorej zamestnanci vedome br\u00e1nia kolegom v pr\u00edstupe k inform\u00e1ci\u00e1m, poskytuj\u00fa ne\u00fapln\u00e9 alebo nespr\u00e1vne poznatky, pr\u00edpadne cielene po\u0161kodzuj\u00fa v\u00fdkon in\u00fdch. Nejde o n\u00e1hodn\u00e9 zlyhania komunik\u00e1cie, ale o racion\u00e1lne rozhodnutia motivovan\u00e9 osobn\u00fdmi z\u00e1ujmami, frustr\u00e1ciou \u010di pocitom nespravodlivosti.<\/p>\n\n\n\n

V\u00fdskum ukazuje, \u017ee k\u013e\u00fa\u010dov\u00fa \u00falohu v tomto procese zohr\u00e1va organiza\u010dn\u00e1 d\u00f4vera. Prostredie, v ktorom \u013eudia veria svojim kolegom, nadriaden\u00fdm a organiz\u00e1cii ako takej, vytv\u00e1ra prirodzen\u00fd z\u00e1klad pre zdie\u013eanie znalost\u00ed. D\u00f4vera zni\u017euje vn\u00edman\u00e9 rizik\u00e1 spolupr\u00e1ce a podporuje ochotu spr\u00e1va\u0165 sa prosoci\u00e1lne. Ak v\u0161ak d\u00f4vera ch\u00fdba, otv\u00e1ra sa priestor pre defenz\u00edvne a sebaz\u00e1chovn\u00e9 spr\u00e1vanie.<\/p>\n\n\n\n

D\u00f4le\u017eit\u00fdm medzi\u010dl\u00e1nkom je spokojnos\u0165 v pr\u00e1ci. Zamestnanci, ktor\u00ed s\u00fa so svojou pr\u00e1cou spokojn\u00ed, menej \u010dasto poci\u0165uj\u00fa potrebu po\u0161kodzova\u0165 in\u00fdch. Naopak, n\u00edzka spokojnos\u0165 zvy\u0161uje pravdepodobnos\u0165, \u017ee sa jednotlivci uch\u00fdlia ku kontraprodukt\u00edvnym praktik\u00e1m \u2013 vr\u00e1tane sabot\u00e1\u017ee znalost\u00ed. Z poh\u013eadu jednotlivca ide o \u201eracion\u00e1lnu\u201c reakciu na nepriazniv\u00e9 podmienky: ak nem\u00e1m pocit uznania alebo spravodlivosti, pre\u010do by som mal pom\u00e1ha\u0165 ostatn\u00fdm?<\/p>\n\n\n\n

Zauj\u00edmav\u00e9 je, \u017ee knowledge sabotage nem\u00e1 len individu\u00e1lne d\u00f4sledky. Hoci ide o spr\u00e1vanie jednotlivcov, jeho efekt sa akumuluje na \u00farovni celej organiz\u00e1cie. Opakovan\u00e9 sabot\u00e1\u017ee postupne nar\u00fa\u0161aj\u00fa kl\u00edmu zdie\u013eania znalost\u00ed, vytv\u00e1raj\u00fa atmosf\u00e9ru podozrievavosti a oslabuj\u00fa spolupr\u00e1cu. V takomto prostred\u00ed sa znalosti prest\u00e1vaj\u00fa \u0161\u00edri\u0165, inov\u00e1cie stagnuj\u00fa a organiz\u00e1cia str\u00e1ca konkuren\u010dn\u00fa v\u00fdhodu.<\/p>\n\n\n\n

V\u00fdsledky v\u00fdskumu preto poukazuj\u00fa na d\u00f4le\u017eit\u00fd paradox: zdie\u013eanie znalost\u00ed nie je len technick\u00fd alebo procesn\u00fd probl\u00e9m, ale hlboko soci\u00e1lny jav. Nesta\u010d\u00ed zavies\u0165 datab\u00e1zy, platformy \u010di motiva\u010dn\u00e9 syst\u00e9my. Bez d\u00f4very a spokojnosti zamestnancov zost\u00e1vaj\u00fa form\u00e1lne mechanizmy pr\u00e1zdne.<\/p>\n\n\n\n

Pre mana\u017e\u00e9rov z toho vypl\u00fdva jasn\u00e9 ponau\u010denie. Ak chc\u00fa podporova\u0165 zdie\u013eanie znalost\u00ed, musia sa systematicky venova\u0165 budovaniu d\u00f4very, spravodlivosti a kvalitn\u00e9ho pracovn\u00e9ho prostredia. Prevencia knowledge sabotage neza\u010d\u00edna kontrolou, ale starostlivos\u0165ou o \u013eud\u00ed a vz\u0165ahy medzi nimi.<\/p>\n\n\n\n

Cit\u00e1cia:<\/h4>\n\n\n\n

Perotti, F. A., Rozsa, Z., Kud\u011bj, M., & Ferraris, A. (2024). Building a knowledge sharing climate amid shadows of sabotage: a microfoundational perspective into job satisfaction and knowledge sabotage. Journal of Knowledge Management<\/em>, 28<\/em>(5), 1490\u20131516. https:\/\/doi.org\/10.1108\/JKM-03-2023-0262<\/a><\/p>\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

Zdie\u013eanie znalost\u00ed je jedn\u00fdm zo z\u00e1kladn\u00fdch pilierov fungovania modern\u00fdch organiz\u00e1ci\u00ed. 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