Digital Dimension of Smart City: Critical Analysis

AbstractThe analyses of publications show unclear differences between the definition of a digital city and a smart city. The critical analysis of references allows us to define the role of a digital dimension of a smart city. A deeper analysis of the concept of smart social systems shows that many social systems can be smart without necessarily basing their activities on Information and Communication Technologies (ICT). That is affirmed by the model of Jucevičius et al. (2013), where the social system is investigated taking into account its relationship with the environment. The paper considers the importance of a digital platform for the smart social systems of the city. Theoretical considerations have been used to develop a conceptual model for evaluation of the importance of a digital dimension for a smart city

Strategic dimensions of the development of smart city

The idea of the development of smart city has recently become quite popular between scholars and even practitioners. However, quite often that new idea is understood narrowly or even is used just as a marketing tool without proper theoretical grounding. The aim of the article is to propose and to ground the principles of the development of smart city as well as to reveal the main objectives for the management of that process. One of important objectives in the article is to propose an integral model of smart city that accumulates the possibilities of applying different theories and concepts in explaining particular qualities of smart city. Smart social system in general is understood in the article as the system that is capable to make unique developmental decisions grounded with good intelligence about its external environment and employing internal as well as external resources in a way that best meets the requirements of the stakeholders.Sumaniojo miesto idėja pastaraisiais metais tapo svarbia ne tik mokslininkų, bet ir praktikų tema. Tačiau neretai ši nauja koncepcija yra pateikiama gana siaurai arba naudinga tik marketingo tikslams, neturint rimtesnio teorinio pagrindimo. Šio straipsnio tikslas – pateikti sumaniojo miesto vystymo principus ir šio proceso valdymo svarbiausius uždavinius bei žingsnius. Taip pat siekiama pagrįsti integralų sumaniosios sistemos, konkrečiu atveju – miesto, modelį, kuris atspindėtų pagrindinių teorijų bei koncepcijų galimybes paaiškinti atskirus sumanumo aspektus. Sumanioji socialinė sistema straipsnyje suprantama kaip tokia sistema, kuri geba rasti unikalius savo vystymuisi svarbius sprendimus, padedančius įvertinti savo išorinėje aplinkoje vykstančius procesus ir tendencijas, panaudoti vidinius ir išorinius išteklius taip, kad būtų geriausiai patenkinti sistemos suinteresuotųjų poreikiai

Intellectual capital of an organization: interpretation of content and concepts

As business environment changes so that the most critical asset of the organization becomes knowledge, a need for managing intellectual capital (further on referred as IС) arose. [...] Existing theories of IC management can be categorized into four categories depending on the content of IC defined in them. [...] After analyzing each category, conclusion was drawn that IC consists of three main components: human capital, structural capital and relational capital. Human capital is knowledge, skills and creativity, which give value in making solutions for clients and are embedded in people of the organization. Sveiby (1998) reffers to human capital as individual competence, Lloyd (1998) calls it individual capital. Despite the difference in the terminology, the essence is the same: the most important in human capital is knowledge, which people of an organization can use employing their skills and creativity in order to give added value to customers and organization itself. Therefore it was suggested that knowledge characteristics, listed by Quinn, Anderson and Finkelstein (1996) can be considered human capital characteristics as well. They are exponentiality of knowledge, the benefit of sharing and potential for expansion. Another important characteristic is the difficulty to measure and codify intellectual capital. Structural capital is knowledge, existing in intangible mechanisms, structures and procedures of the organization, which helps organization transform its human capital to intellectual capital and reach optimal output of the whole organization.There are various positions of writers, about what should be considered as structural capital. On the one hand it is defined it very broadly including everything what is left after employees are gone home in the evening. The above mentioned concept embrace not only intangible mechanisms and structures, but tangible property of the organization like computers, tables, etc. as well. In this article the second position is supported, where structural capital is intangible property of the organization (i.e. rights, patents, data, etc.) and knowledge, which is embedded in structures, mechanisms and procedures, culture. The third part of IC is often referred to as customer or relational capital. After analyzing their definitions, it is clear that customer capital is too narrow concept, because it mostly encompasses value, which appears from relations held with customers, but do not pay attention to the value from relations held with partners, suppliers and other interested parties. Because of the latter relational capital is a better concept We define relational capital as potential of the organization, which appears from the existing relations with customers, suppliers and stakeholders and the use of their knowledge. In the article the structure of relational capital, which was suggested by Curry and Cavendish, is supported, what means, that relational capital consists of customer capital, supplier capital and mind share. The latter means the place company takes in the minds of people. It can be compared to market share, which is calculated according to the sales volume, but mind share cannot be calculated precisely, as it should count the goodwill of people towards the company name, its products' brandname

Žinių valdymo ir organizacinio inovatyvumo sąsajos

Knowledge management is the main and key precondition for the emergence of innovations in an organisation, whereas, the creation of innovations is usually perceived as one of the key goals of knowledge management. Scientific literature usually describes effective knowledge management as the key condition for improvement of organisational innovativeness. It is emphasised that effective use and management of knowledge may determine more rapid, less risky and more active processes of creation of innovations. Whereas this relation between knowledge management and innovations does exist, it can be assumed that effective knowledge management could enhance the organisational innovativeness, i.e. the ability of an organisation create and support new ideas and novelties, to experiment and introduce innovative processes which could result in the creation of new products, services or technological processes. In order to justify the above mentioned assumption, this article analyses characteristics of an innovative organisation as well as the relation between knowledge management and an organisation’s ability to act innovatively and create innovations. The article seeks to establish the way knowledge management is related to the innovativeness of an organisation and which knowledge management preconditions are essential. The article consists of three parts. The first part analyses types of innovations as well as characteristics of innovativeness and an innovative organisation are defined. The second part analyses key knowledge management preconditions in an innovative organisation. The third part analyses the relation between knowledge management and organisational innovativeness

Klasteriai kaip nacionalinės plėtros instrumentas

Paper is aimed at revealing the nature of clusters as a tool for increasing national competitiveness and exploring the potential of Lithuanian industry towards clusterisation. Based on the recent theoretical work of various scholars, the concept of industrial cluster and its key characteristics are discussed. Next, following Porter’s diamond model, results of the study of two Lithuanian industrial sectors – machinery and equipment manufacturing as well as wood and furniture industry – are discussed in the light of their potential for clusterisation. It is concluded that the studied sectors already have some symptoms of clusterisation, and that Lithuanian industrial policy should be focused on developing industry clusters with the strong emphasis on international dimension

Kritiniai sėkmės veiksniai diegiant sinchronizuotą gamybos sistemą

The implementation of a synchronized production system is a long and consistent process that runs many years and requires involvement of executives and employees. The statistics of the implementation practice shows that only about 10 percent of attempts to introduce this production system are successful, whereas the remaining 90 percent intentions fail (Lean Institute, Germany). This article aims to examine critical success factors for the implementation of the synchronized production system. The article defines the concept of the synchronized production system, the multitude of similar concepts used and the complexity of their definition, reveals the critical success factors for the implementation of the synchronized production system, presents an overview of the implementation results as the main success factors of the synchronized production system in Lithuanian industrial companies

Kritiniai sėkmės veiksniai diegiant sinchronizuotą gamybos sistemą

The implementation of a synchronized production system is a long and consistent process that runs many years and requires involvement of executives and employees. The statistics of the implementation practice shows that only about 10 percent of attempts to introduce this production system are successful, whereas the remaining 90 percent intentions fail (Lean Institute, Germany). This article aims to examine critical success factors for the implementation of the synchronized production system. The article defines the concept of the synchronized production system, the multitude of similar concepts used and the complexity of their definition, reveals the critical success factors for the implementation of the synchronized production system, presents an overview of the implementation results as the main success factors of the synchronized production system in Lithuanian industrial companies