On Nonaka’s dynamics of knowledge management

Purpose: The purpose of this paper is a study of factors that influence effectiveness of creation of knowledge in organization. Design/methodology/approach: analysis of knowledge system presented in the text, refers to the concept of Nonaka dynamics of knowledge creation. Findings: An extension of Nonaka’s spiral of knowledge management is proposed, called in the text the “Nonaka’s screw”. Originality/value: The model of Nonaka’s screw highlights energetic aspect of dynamics of knowledge creation, which can be formulated as important prerequisites of the know-ledge management. - some extra energy must be used in order to make the knowledge move and to overcome barriers of knowledge creation; - without managerial support, creation of knowledge may be ineffective

On effectiveness of the control of production process

The purpose of this paper is to study effectiveness measures of the control of production process. The text refers to research study conducted in some industrial and service organizations in Poland, which was to identify mechanisms of problems in production processes. One of the outputs of the study was classification of some basic sub-mechanisms of the creation of problems. These were: control standards, control data and resources used to control. Some probabilistic measures were established to estimate the effectiveness of control and the probability of problems arising from imperfect control. Findings: effectiveness of control, expressed in terms of the probability of achieving definite goals, is determined by the existence of effective control standards. This, in turn, imposes certain requirements on the data necessary to realise the control scheme and accordingly - on the appropriate material resources. This dependence defines certain order in the set of factors: control standards ? control data ? control material resources; role of factors: control standards, control data and control material resources turns out to be symmetric. Effectiveness of each of them determines limit for the effectiveness of control. Probability of problem associated with imperfection of control is not smaller than the probability of imperfection of the weakest factor. The paper focuses on some issues that decide on effectiveness of preventing problems in manufacturing processes. The considerations may be useful for organizations that are high sensitive to problems

Organizational Conditioning of Effectiveness of Development Projects

The subject of considerations are organizational determinants the effectiveness of the development projects. Special attention is paid to increasing activeness of members of the organization, whose informal knowledge on causes of problems may supplement the information processed in the development project. The objective is to identify factors dependent on organization, which influence the effectiveness of project initiated in the event of a development gap. Methodology: System analysis is used to a set of alternative patterns of arrangement of selected aspects of the project. Examined is functional compatibility of patterns with the basic patterns of response to real or potential problems: prevention, correction and/or containment of the impact of the problem. In the analysis is used a general model "MSISI" development project and a model of problems cleaner. Findings: A system of basic factors is distinguished, which determine the terms of cooperation with the project team. It is shown that the choice of a strategy for development based on prevention or correction predetermines the choice of patterns of arranging cooperation of people with the project team, if the project is to be effective. Originality/value: The text enhances the understanding of the conditions that are shaping the readiness of people to cooperate actively in the implementation of development projects and creating an environment supportive for improvement

On development capability

Purpose of the text is to study a concept of development capability and possibility to express it quantitatively. Concept of organization’s development is shown as process of eliminating gaps encountered by organization. A mathematical model of “problem cleaning” is used. It is shown that: There is a mathematical model of closing development gap, which involves characteristics of gap, of resources and parameters of development process. There are four quantities that determine performance of development process. They refer to organization’s characteristics that are set by the strategic management. Model illustrates impact of strategic decisions on effectiveness of development and shows that “time to gap” is one of key factors that determine development capability