Posted on 15 December 2012. Tags: knowledge based management, knowledge based organization, knowledge based strategy, Knowledge economy
In the present, we can observe that a new economy is arising. It is an economy based on knowledge and ideas, in which the key factor for prosperity and for creation of the new jobs is the knowledge capitalization. Knowledge capitalization, intellectual capital, obtaining prosperity in the market economy imposes a new terminology, new managerial methods and techniques, new technologies and also new strategies. In other words, knowledge based economy, as a new type of economy; impose a new type of management-knowledge based management and a new type of enterprise-knowledge based enterprise.
Taking in consideration these predictable evolutions, this paper will try to present:
- The main ideas of the researches the field of the knowledge based economy
- The characteristics and principles of the knowledge based organizations and knowledge based management
- The challenges and opportunities for knowledge based organizations.
The first part of the paper will present the principles of the new economy- knowledge base economy, the essential and interrelated elements necessary to build and to implement a strategy in a knowledge economy and the opportunities and challenges to the countries as they seek to build regionally and globally competitive knowledge-based economies.
The second part of the paper will present the characteristics of the knowledge based organizations, the principles and characteristics of their management. For many organizations, knowledge management is a relatively new concept, because they are discovering the knowledge value in their operations. Many firms have undertaken formal and informal knowledge management initiatives designed to improve process performance, increase customer responsiveness and spur innovation. But while some organizations have reaped significant benefits from their investment in knowledge efforts, others have run into noteworthy challenges.
Knowledge Based Strategies for Knowledge Based Organizations (238.2 KiB, 3,497 hits)
Posted in Knowledge Management, Volume II, Issue no. 6
Posted on 15 October 2012. Tags: characteristics of knowledge expression in economy, instrument for knowledge expression assessment, knowledge, knowledge expression, knowledge-based economy
The importance of knowledge-based economy (KBE) in the XXI century is evident. In the article the reflection of knowledge on economy is analyzed. The main point is targeted to the analysis of characteristics of knowledge expression in economy and to the construction of structure of KBE expression. This allows understanding the mechanism of functioning of knowledge economy. The authors highlight the possibility to assess the penetration level of KBE which could manifest itself trough the existence of products of knowledge expression which could be created in acquisition, creation, usage and development of them. The latter phenomenon is interpreted as knowledge expression characteristics: economic and social context, human resources, ICT, innovative business and innovation policy. The reason for this analysis was based on the idea that in spite of the knowledge economy existence in all developed World countries a definitive, universal list of indicators for mapping and measuring the KBE does not yet exists. Knowledge Expression Assessment Models are presented in the article.
Knowledge Based Economy Assessment (464.4 KiB, 6,045 hits)
Posted in Knowledge Management, Volume II, Issue no. 5
Posted on 15 December 2011. Tags: change management, globalization, managerial instruments, organizational structure, strategy
The changes from the present times influence more and more in general the national economies and in particular the companies thought the impact on their business environment. We can see how the events from one county have sometimes a global impact and other times have an impact on specific national economies or companies from a specific country. In this way the business environment it is in a continuous change that influences the company’s activities. If with decades behind, the organization of the company could remain unchanged for a long period of time, even in conditions of economic crisis or economic growth, in present the situation is totally different because of the dynamic rhythm of economic and social life. In order to face and to adapt to all these changes, the companies have to modify their management and organizational structures. The ease with which firms adapt to environmental changes depends on their organizational structures and flexibility.
But why some organizations yield more profit than other ones? Why some companies “survive” to competition and others “die” after a short period of success? These are standard questions of researches on business management. The answer to these questions is their capacity to adapt to changes and to choose the best alternative based on a proper match to the firm’s economic environment.
The Organizations and the Challenges of the New Century (669.4 KiB, 3,646 hits)
Posted in Issue no. 7, Knowledge Management
Posted on 15 October 2011. Tags: social models, time usage patterns, time use
Starting from the fact that working time it is influenced by factors related to employment policies (especially for mothers), including those relating to extending or not of the working life and, on the other hand on social protection policies, the present paper presents typologies of working time use. Also taking into consideration the influence of social protection systems to Western European states we have defined and analyzed four types of social models: nordic social model, liberal social model, continental social model, mediterranean social model. As a conclusion of the analysis of the proposed social models we can observe that the EU states circumscribed social patterns, characterized by common general directions for time use, driven in particular by social protection systems and legislation on employment. Regarding the new Member States, both the countries joined the EU in 2004 and also Romania and Bulgaria, it appears that they have imposed their own social models and the time use, but taking items (some of them imposed by regulations) of models in EU countries with tradition.
European typologies of time use – the social model approach (785.8 KiB, 2,360 hits)
Posted in Economics, Issue no. 6
