PRENOS ZNANJA KOT KLJUČNA FUNKCIJA IZSELJENIH ZAPOSLENIH V MEDNARODNIH ORGANIZACIJAH - Lukas, Daša (D. Lukas, 2013)
V trenutni informacijski dobi znanje predstavlja ključni, strateški poslovni vir vsake organizacije ter hkrati njeno osnovno konkurenčno prednost pred drugimi organizacijami. Znanje organizacije je utelešeno tako v organizaciji sami, kot tudi v njenih zaposlenih. Pri tem je ključnega pomena učinkovit management znanja, kar pomeni, da se organizacije aktivno ukvarjajo z identifikacijo, strukturiranjem, kreiranjem in prenosom znanja med vsemi njenimi členi: med zaposlenimi, med enotami ter med podružnicami. Če to povežemo z današnjim globalnim okoljem, kjer je delovanje organizacij preko meja neizbežno, ugotovimo, da je znanje dejavnik, ki omogoča mednarodni organizaciji konkurenčno prednost pred lokalnimi organizacijami, hkrati pa kompenzira pomanjkljivost, ki jo predstavlja dejstvo, da niso iz lokalnega okolja. Seveda pa znanje samo po sebi nima nobene vrednosti. Potrebno ga je aplicirati in uporabljati, vključiti v vsakodnevno delovanje in tudi prenašati in deliti z drugimi. V globalnem kontekstu pomenijo izseljeni zaposleni dragocen vir informacij, znanja in kompetenc. Vloge managerjev na mednarodnih operacijah se sicer razlikujejo, vendar postaja prav prenos znanja tista ključna funkcija, zaradi katere so najpogosteje poslani na začasno delo v tujino. Njihov največji doprinos pomeni prenos implicitnega znanja. Glede na to, da tega za razliko od eksplicitnega znanja ni mogoče kodificirati in shraniti, se ga lahko prenaša zgolj preko apliciranja in opazovanja. V tem primeru je uporaba izseljenih zaposlenih neizogibna. Ker pa je celoten cikel mednarodne operacije in s tem izseljevanja managerjev ter spodbujanja prenosa znanja zelo kompleksen in temu primerno težaven proces, mora biti pod skrbnim nadzorom vodstva ter mednarodnega managementa človeških virov. Naloga izpostavlja management znanja na eni strani, ter izseljene zaposlene kot nosilce znanja na drugi strani. V okviru raziskave med izseljenimi zaposlenimi različnih narodnosti preverjamo kakšne so vloge izseljenih zaposlenih na mednarodnih operacijah. Ugotavljamo, ali je njihova vloga jasno opredeljena, katera opravila jim vzamejo največ časa, kakšno je njihovo razumevanje vloge, ki jo imajo in kako razumejo motive, s katerimi so jih matične organizacije napotile v tujino. Posebej izpostavljamo slovenske managerje na začasnem delu v tujini in ugotavljamo, ali se njihove vloge razlikujejo od vlog managerjev drugih narodnosti. Poudarek dajemo funkciji prenosa znanja, ki jo postavljamo kot ključno funkcijo izseljenih zaposlenih. In today’s information era knowledge represents a competitive advantage and key strategic resource of every organization. Knowledge is embedded in organization itself as well as in its employees. In this aspect effective knowledge management plays a highly important role, since it indicates active approach of organizations in case of knowledge identification, structuring, knowledge creation and transfer between its employees, units and subsidiaries. Connecting this with a global environment, where cross border operations are inevitable, we notice that knowledge represents a key competitive advantage over the local companies and at the same time compensates the disadvantage of not being a locally operating company. However, knowledge itself doesn’t have any meaning if it is not being applied and regularly used, integrated into daily activities, as well as shared and transferred to the other company members. Only on a global scale we notice how extremely important the role of expatriates actually is. They namely possess exceptionally valuable information, knowledge and competences. Expatriates sent on international assignments generally take over various roles however knowledge transfer is becoming most used and most important role of all. Contribution of expatriates is significant especially in the area of implicit knowledge transfer. Knowing that implicit knowledge can't be codified and preserved, it can be transferred only through application and observation. In this case the role of expatriates is crucial. The whole cycle of international assignment-meaning expatriation as well as knowledge management facilitation is a very complex process. It therefore requires profound monitoring and guidance of international human resource management and nevertheless also a special attention of a company's top management. The paper exposes knowledge management on one hand and expatriates as knowledge transfer protagonists on the other hand. By research among expatriates of various nationalities we examine their roles on international assignments. We observe whether their role is clearly defined, which tasks take up most of their time, what their understanding of the function they obtain is and how they understand their company’s motives of sending them abroad. In particular we stress out Slovenian expatriates and observe if their roles differ from the roles that expatriates of other nationalities have. A special attention is given to the knowledge transfer, which we believe is a key function of expatriates on international assignments