Public and Private International Law : German Views on Global Issues

In this paper, a strategy for organisational knowledge evolution is presented. Organisational knowledge is defined as knowledge concerning the management of the artefacts provided by the organisation. The strategy is derived from a theoretical, action-oriented representation of knowledge and uses concrete instruments for iterating between reflection and action. The instruments for reflection are conceptual models and information flow diagrams. The instrument for action is an object oriented information management system, where the models are implemented and tried out in practise. By applying these instruments iteratively, organisational knowledge is generated, both as individual and shared knowledge among the actors, as well as objectified knowledge represented by the models and the implemented information management system. We describe how this strategy has been used at the Ericsson telecommunication company to handle the transition to a new software development model. The transition was complicated by the fact that Ericsson has many designers (more than 10 000) working at local design centres all over the world. Our experience shows that the proposed strategy is a powerful way to quickly acquire, deploy and manifest new organisational knowledg

THE KNOWLEDGE MANAGEMENT – NECESSITY FOR THE MODERNIZATION OF THE ORGANIZATIONS

If individuals and technologies can harmonize their intelligence under various forms, only the intelligent organizations will have the capacity to transform and coordinate these abilities for their own advantage by using informational technologies, by combining the most advanced software technologies with the newest management instruments in order to produce extremely efficient organizations. The information excess is a chronic phenomenon for the modern organization, so that the lack of the capacity to filter and use relevant information is a consequence of the inefficiency to manage the knowledge fund, of the lack of a clear strategy with a common purpose for personnel and team. Today, almost the intelligent organizations must manage and apply the entire knowledge fund, they must use instruments and technologies in order to build an informational architecture, having as a purpose the competitiveness in a turbulent and changing environment. The apportion of the information and knowledge of the organization, the exchange of information between employees, departments and even other companies are facilitated by the information and communication technology. Not all information are valuable, but in order to establish what information respond to the questions What? Where? How? When? and Why? instruments of knowledge management are needed in order to determine what knowledge is qualified to be intellectually active.knowledge, knowledge management, intelligent organization, informational technologies, knowledge exchange, collaborative networks, apportion intelligent instruments

The MNC as a Knowledge Structure The Roles of Knowledge Sources and Organizational Instruments in MNC Knowledge Management

Recent research on the differentiated MNC has concerned knowledge flows between MNC units. While linking up with this literature, we extend in two directions. First, we argue that conceptualizing the MNC as a knowledge structure furthers the understanding of intra-MNC knowledge flows. Thus, we see MNC knowledge elements as being structured along such dimensions as their type and degree of complementarity to other knowledge elements, and their sources, for example, whether they are mainly developed from external or internal knowledge sources. These dimensions matter in terms of knowledge flows, because they influence the costs and benefits of knowledge transfer and, hence, the actual level of knowledge transferred. Second, based on this conceptualization, we argue that MNC management can influence the development, characteristics and transfer of knowledge through choices regarding organizational instruments (control, motivation and context). We test six hypotheses derived from these arguments against a unique dataset on subsidiary knowledge development. The dataset includes information on organizational instruments, sources of subsidiary knowledge, and the extent of knowledge transfer to other MNC units. It covers more than 2,000 subsidiaries located in seven different European countries.Knowledge structure, complementarity, knowledge transfer, the MNC

Knowledge evaluation for knowledge management implementation : : the case study of the radio-pharmaceutical center of IPEN

In recent years organizations are using multiple methods and approaches to design their strategic and action plans. In this context, Resource-based View (RBV) and Knowledge-based View (KBV) frameworks are receiving increased attention as instrumental to strategy formulation. The synergy of these approaches with Knowledge Management initiatives is intuitive and their use are in a common framework is discussed here to show the importance of methods and instruments to mapping and assessing the knowledge assets of the organization. The application of such methods to the Radio-pharmaceutical Center of IPEN is discussed in this paper.Knowledge management, Nuclear knowledge management

Supporting Knowledge Management Instruments with Composable Micro-Services

Despite the fact that knowledge management (KM) challenges cannot be solved by installing a technical system alone, technical support for KM initiatives is still an important issue and nowadays requires handling of context, intelligent content analysis and extended collaboration support. Since information systems have significantly improved in the last ten years with regards to implementing Web 2.0 features and semantic content analysis, knowledge workers can expect better support from IT than ever. After the human-oriented, technology-oriented (documents), process-riented and social KM phases, KM support now needs integration of those beneficial technologies instead of hyping one and neglecting the other. The true nature and potential of social media does only manifest when people incorporate them into their day-to-day work routines or even "live" the social media idea. The same is true for business process management (BPM). If BPM tools are not integrated into the existing, well-known information systems, acceptance will be low. Practice shows, that employees often do not even know in which process they are currently working

A VIEWPOINT ON THE CURRENT STATE OF KNOWLEDGE MANAGEMENT INSTRUMENTS

Knowledge management is seeking solutions to harmonize the objectives of organizations of the human group, which need to rationalize, to provide policy makers and to implement. This article aims to provide readers with an introduction to knowledge management basic definitions, theories and concepts such as types of knowledge, the differences between data, information and knowledge, etc, are given. But, why we need a knowledge management ? This article justified the need for companies to focus management efforts on their intangible elements and provides the five enabling conditions for knowledge creation

Model of regional management instruments in economy based on innovation and communication

The following paper has been inspired by the main challenges that have been created for the regional development by the process of globalisation. The paper presents an attempt at creating a new model and instruments for regional development management in which regional character of knowledge creation, territorial interdependencies, sustainable development and both democratic and individual decision making processes have been taken into consideration. The problem of emerging notion of regional management and its relation to the knowledge management in the process of regional development has been discussed. The paper presents the concept of regional knowledge creation process as the essential method of description of a region's development and competitiveness. The model of management of an autopoiesis system as an essential method of description of development and knowledge creation in a local community has been presented. The process of knowledge development in a region is assisted by ICT, including the Internet portal and corporate knowledge base. The technique of analyse field and space of choice and its role in the regional process of knowledge creation as the tool serving the process of describing and diagnosing the ability of knowledge creation as well as individual and regional strategies. The description of development changes in a region have been presented in the categories of critical points focusing on the zones of degradation and development. The results obtained with the help of the proposed model of regional development can serve to develop the international standards of risk and critical points of regional management. The fact of using the knowledge management principles for the interpretation of regional processes changes considerably the role of regional development agencies. The introduction of the Internet portal and critical points analysis provides a new way of presenting the knowledge about a region. The solution proposed in the presented paper based on the corporate knowledge data bases creates contextual character of relations and connections between different measured parameters and therefore it unceasingly creates new knowledge in compliance with the spiral upward movement. The introduced indicators analysis serves to describe state of individual components (people, organisations, natural ecosystems) of the region in question, and first of all it determines their development abilities and adaptability to their environment. The territorial structure creates a complex spatial system of interrelations in which local community relates to its environment in the intensive process of communication that determines how the external components are used in the process of regional development. Such instruments as the regional Internet portal, regional communitces of practice, regional staff of knowledge management and leaders of local development become the most important tools of assistance in local development processes. The presented paper provides a coherent model of regional management which is in compliance with "regional standards" assuring predictable character of changes in the region and leading to stable economic development of the whole region.

Information and communication on the designation and management of Natura2000 sites. Main Report 2: Organizing the management in 27 EU Member States

Following the selection of Special Protection Areas (SPA) and Sites of Community Importance (SCI) according to the Birds and the Habitats Directives, most European Member States are now in process of formally designating SPAs and SCIs as Special Areas of Conservation (SAC) or Natura2000 sites. These protected areas collectively form the European Union’s Natura2000 network. Member States are also selecting and implementing adequate management approaches and instruments to maintain and restore the favourable conservation status of protected species and habitat types and to prevent damage to the integrity of the sites. Both actions follow Articles 6.1 and 6.2 of the Habitats Directive. To help the Member States, the European Commission wishes to improve the knowledge and exchange of information and good practice both on the designation process of SPAs and SACs and on the establishment of conservation measures and instruments for these areas. Furthermore, the Commission wants to stress the importance of the sites and their management by involving a wider group of stakeholders in the development of so-called integrated management, in accordance with Article 2 of the Habitats Directive. The project ‘PREPARATORY ACTIONS- Lot 2: Information and communication on the designation and management of sites’ (tender ENV.B.2/SER/2007/0076) is intended to help the Commission to achieve these objectives. This report presents a full description of the results of the project regarding the management of sites

Information and communication on the designation and management of Natura2000 sites. Main Report 3: Towards Integrated Management

Following the selection of Special Protection Areas (SPA) and Sites of Community Importance (SCI) according to the Birds and the Habitats Directives, most European Member States are now in process of formally designating SPAs and SCIs as Special Areas of Conservation (SAC) or Natura2000 sites. These protected areas collectively form the European Union’s Natura2000 network. Member States are also selecting and implementing adequate management approaches and instruments to maintain and restore the favourable conservation status of protected species and habitat types and to prevent damage to the integrity of the sites. Both actions follow Articles 6.1 and 6.2 of the Habitats Directive. To help the Member States, the European Commission wishes to improve the knowledge and exchange of information and good practice both on the designation process of SPAs and SACs and on the establishment of conservation measures and instruments for these areas. Furthermore, the Commission wants to stress the importance of the sites and their management by involving a wider group of stakeholders in the development of so-called integrated management, in accordance with Article 2 of the Habitats Directive. The project ‘PREPARATORY ACTIONS- Lot 2: Information and communication on the designation and management of sites’ (tender ENV.B.2/SER/2007/0076) is intended to help the Commission to achieve these objectives. In this report we will elaborate on the concept of integrated management as an option for managing the sites. In the first part the meaning of integrated management will be explored. In a second part we give some examples of management approaches that we think illustrate best the concept of integrated management and its potential to achieve the Natura2000 goals

A new economy?

Along human history there were periods in which advanced technology and changes in business management generated both social and economic upheavals. These events do not only bring forth an increase of productivity in a leading economic sector but they also offer solid instruments for all social-economic sectors, producing such major transformations so that we can speak about an economic revolution or the emergence of “a new economy”. Nowadays we are the witnesses of a transition period towards “a new economy” often called “Knowledge Economy”.new economy, productivity, knowledge economy, information economy