Знання як фактор конкурентних переваг: перспективи України

Introduction. In recent decades, economic growth of the leading world countries have occurred on the basis of information and knowledge embodied in new products, production technologies and management at all stages of production and marketing. Due to the generation and commercialisation of knowledge competitive advantages of individual companies, institutions and national economies, leaders of economic growth are formed and advanced. Considering the current trends in the changing conditions of economic and political space of Ukraine and abroad, which will only intensify fast and efficient reorientation to new markets is relevant for the domestic producers. The purpose of the study is to investigate the role and place of knowledge as an element of intellectual capital of organisations to ensure their competitiveness in light of trends in the global economy; to assess the current position and to outline the problems and perspectives of fast and efficient innovation growth in Ukraine based on knowledge. Results. The role of knowledge in providing competitive advantages of organisations has been outlined. The place of knowledge relevant to intellectual capital of organisations is specified. It has been determined that knowledge as an element of intellectual capital has a dual nature: it can be regarded both as an intellectual resource and as a possibility to implement existing intellectual capital of organisations. The influence of knowledge in the global economy is investigated. Ukraine’s position in the world rankings, which reflects the level of economic development based on intellectual capital and innovation, as well as the status of its competitiveness, has been studied. From these positions, we have specified strengths and weaknesses of the national economy and outlined the prospects of economic growth based on knowledge as an element of intellectual capital.Окреслено роль знань у забезпеченні конкурентних переваг організацій. Уточнено місце знань в інтелектуальному капіталі організації. Визначено, що знання як елемент інтелектуального капіталу, мають дуалістичну природу: їх можна розглядати як інтелектуальний ресурс, а також як можливість реалізації наявного інтелектуального капіталу організації. Досліджено вплив знань на розвиток світової економіки. Досліджено позиції України у світових рейтингах, які відображають рівень економічного розвитку країн на основі інтелектуального капіталу та інновацій, а також стан їхньої конкурентоспроможності. Визначено сильні та слабкі сторони вітчизняної економіки, а також окреслено проблеми та перспективи її зростання на основі знань як елементу інтелектуального капіталу

Assessing Destination Competitiveness: An Application to the Hot Springs Tourism Sector

This paper proposes a model to identify the factors determining the competitiveness of the hot springs tourism sector, with particular application to Taiwan. The proposed conceptual framework brings together two approaches, namely the theories of industry organization (10) and the resource-based view (RBV). The proposition underlying this framework is that destination competitiveness is achieved by the adoption of policies and strategies aligned with market opportunities, drawing upon the unique or distinctive tourism features offered by the destination. It is proposed that three major influences are evident in the case of hot springs tourism, namely Tourism Destination Resources and Attractors, Tourism Destination Strategies and Tourism Destination Environments. An evaluation is provided of the administration of a three-round Delphi survey, which was intended to validate the determinants of destination competitiveness that were derived from the literature. Drawing upon the results of the pilot study it is concluded that the development of a sector-specific model of destination competitiveness is capable of capturing the nature and characteristics of the hot springs tourism sector

Integrating information and knowledge for enterprise innovation

It has widely been accepted that enterprise integration, can be a source of socio-technical and cultural problems within organisations wishing to provide a focussed end-to-end business service. This can cause possible “straitjacketing” of business process architectures, thus suppressing responsive business re-engineering and competitive advantage for some companies. Accordingly, the current typology and emergent forms of Enterprise Resource Planning (ERP) and Enterprise Application Integration (EAI) technologies are set in the context of understanding information and knowledge integration philosophies. As such, key influences and trends in emerging IS integration choices, for end-to-end, cost-effective and flexible knowledge integration, are examined. As touch points across and outside organisations proliferate, via work-flow and relationship management-driven value innovation, aspects of knowledge refinement and knowledge integration pose challenges to maximising the potential of innovation and sustainable success, within enterprises. This is in terms of the increasing propensity for data fragmentation and the lack of effective information management, in the light of information overload. Furthermore, the nature of IS mediation which is inherent within decision making and workflow-based business processes, provides the basis for evaluation of the effects of information and knowledge integration. Hence, the authors propose a conceptual, holistic evaluation framework which encompasses these ideas. It is thus argued that such trends, and their implications regarding enterprise IS integration to engender sustainable competitive advantage, require fundamental re-thinking

Знання як фактор конкурентних переваг: перспективи України

Introduction. In recent decades, economic growth of the leading world countries have occurred on the basis of information and knowledge embodied in new products, production technologies and management at all stages of production and marketing. Due to the generation and commercialisation of knowledge competitive advantages of individual companies, institutions and national economies, leaders of economic growth are formed and advanced. Considering the current trends in the changing conditions of economic and political space of Ukraine and abroad, which will only intensify fast and efficient reorientation to new markets is relevant for the domestic producers. The purpose of the study is to investigate the role and place of knowledge as an element of intellectual capital of organisations to ensure their competitiveness in light of trends in the global economy; to assess the current position and to outline the problems and perspectives of fast and efficient innovation growth in Ukraine based on knowledge. Results. The role of knowledge in providing competitive advantages of organisations has been outlined. The place of knowledge relevant to intellectual capital of organisations is specified. It has been determined that knowledge as an element of intellectual capital has a dual nature: it can be regarded both as an intellectual resource and as a possibility to implement existing intellectual capital of organisations. The influence of knowledge in the global economy is investigated. Ukraine’s position in the world rankings, which reflects the level of economic development based on intellectual capital and innovation, as well as the status of its competitiveness, has been studied. From these positions, we have specified strengths and weaknesses of the national economy and outlined the prospects of economic growth based on knowledge as an element of intellectual capital.Окреслено роль знань у забезпеченні конкурентних переваг організацій. Уточнено місце знань в інтелектуальному капіталі організації. Визначено, що знання як елемент інтелектуального капіталу, мають дуалістичну природу: їх можна розглядати як інтелектуальний ресурс, а також як можливість реалізації наявного інтелектуального капіталу організації. Досліджено вплив знань на розвиток світової економіки. Досліджено позиції України у світових рейтингах, які відображають рівень економічного розвитку країн на основі інтелектуального капіталу та інновацій, а також стан їхньої конкурентоспроможності. Визначено сильні та слабкі сторони вітчизняної економіки, а також окреслено проблеми та перспективи її зростання на основі знань як елементу інтелектуального капіталу

Strategic management of intellectual capital of the enterprise in the framework of informatization of the economy

In the course of the research, one has determined the scientific and theoretical approaches, related to the identification of the directions and tools needed to improve strategic management; one also provided the main directions of the intellectual capital formation and development within the enterprise, which include the state of the capital at the present stage and the requirements to it from the future knowledge economy: the introduction of human capital into the assets of the enterprise, the promotion of the creative activity of the employees of the enterprise by using factors of human and social capital activation, as well as the establishment of an accounting system and evaluation of intangible assets. We have highlighted a range of specific principles of the intellectual capital management at the enterprise: the establishment of a partnership between all participants of the production process within the enterprise, namely, its owners, managers, and employees; the determination of criteria for assessing the contribution of every employee into the final result of the enterprise activity; the arrangement of an integrated network of the workers’ mass participation to identify the potential reserves, improve the production efficiency, and the product quality; the development of measures upon the principles’ implementation; and the primary task orientation of management on the future competition. One formulated the scientific and methodological foundations regarding the development of measures, aimed to improve the management of the intellectual capital of an enterprise, which include a sequence, the procedure of determination, the justification, the evaluation of the appropriateness of particular measures, the involvement of a wide range of workers in their development via the methods of interrogation and questionin

Managing change: mental models of SME managers

This study fills some of the gaps in existing studies on organisational change in SMEs by considering the management of change in SMEs in Queensland, Australia, built around the concept of employee participation. First, the paper examines what mental models SME managers espouse in relation to the management of organisational change; and whether small and medium organisations differ in relation to how they manage change. Data was obtained from a state-wide survey of 340 Queensland SME managers, conducted in 2008. The findings confirm the paucity of consultation in Australian workplaces. Within the context of change management, SMEs could benefit from combining their positive views on widespread involvement (including inspiring a shared vision and personally communicating the future vision; communicating the change message repeatedly up and down and across the organisation; and enabling others to act: by energising, empowering, building teams, tangible support with appropriate resources and structures) with a greater degree of ‘actual’ participation from employees in decision making

Determinants of local responsiveness of FMNCS in mainland China

Recent regulations, associated with China’s accession to the World Trade Organisation (WTO), specifically Decree 113 and Decree 114, have largely changed the situation for foreign multinational construction companies (FMNCs) operating in mainland China. A field investigation has identified that local responsiveness is critical for FMNCs to survive and develop in the complicated and uncertain Chinese construction industry. Government policy, China-specific construction industrial factors and increasing competition intensity imposed by local competitors are recognized as the major determinants driving local responsiveness of FMNCs. This study has also examined that localisation of internal resources, establishment of local networks and cooperation or strategic alliances with local contractors and design institutes are the key local adaptation strategies for FMNCs operating in mainland China