Coaching narzędziem wspomagającym dzielenie się wiedzą ukrytą w organizacji
Coaching as a tool supporting sharing of tacit knowledge in an organization

Summary/Abstract: The aim of the author is to prove the thesis that being a coach to subordinates is not only possible, but it constitutes a stimulator for sharing tacit knowledge in an organization. At first, the notion of tacit knowledge, and further the specificity of transfer of this category of resources, was introduced. Next, an attempt was made to present a manager as a coach – the person who applies coaching for stimulating sharing of tacit knowledge. The paper is a case study.

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