• INNOVATIVE SOLUTIONS

    Stakeholder analysis for development of knowledge management system in micro- and nanoelectronics

    Innovations, Vol. 10 (2022), Issue 1, pg(s) 30-31

    Knowledge management relates to the vast majority of business-processes at enterprises in knowledge-intensive sectors, such as nanoindustry. In particular, all stages of the new products’ creation, i.e., research, development, launch of the production line, manufacturing and operation, are associated with the new knowledge generation. However, one can find numerous inefficiencies in the existing business-processes due to a lack of communication and poor data handling. Although the financial consequences of ignoring these problems are significant for the enterprises, the absence of step-by-step solution plan and human resource overload make it necessary to look for different ways to solve the issues related to this topic. In order to successfully solve the detected problems and thus ensure support for the further development of the knowledge management system, five key directions were formulated based on the interviews with stakeholders.

  • THE CONCEPT OF KNOWLEDGE MANAGEMENT IN THE REGION AS A BASIS OF ESTIMATION OF CONDITIONS OF INNOVATIVE ACTIVITY

    Machines. Technologies. Materials., Vol. 12 (2018), Issue 9, pg(s) 355-357

    Innovative activity in a region is considered in terms of the knowledge management concept. An approach is proposed for assessing the conditions for innovative activity on the basis of three groups of indicators: indicators, characterizing the financial conditions for innovative activity; indicators, characterizing human resources; indicators, characterizing the knowledge generation sources in a region and their accessibility. The obtained integral estimation allows us to classify regions and, on this basis, differentiate innovation policy.

  • INNOVATION POLICY AND INNOVATION MANAGEMENT

    DESIGN METHODOLOGY MANAGEMENT SYSTEMS KNOWLEDGE OF BUSINESS PROCESSES IN MANUFACTURING

    Innovations, Vol. 6 (2018), Issue 3, pg(s) 98-101

    It is proved that in the knowledge economy, such assets of the company, like knowledge, are of particular value. New knowledge can increase the individual income of the owners as they apply in business processes and production activities. Defined knowledge management as the process of formation of the intellectual assets of the enterprise. Selected technological, motivational and organizational components of the system of knowledge management. The system methodology of knowledge management are methods to transform individual pieces of information in knowledge relating to a particular sphere of activity. System design of knowledge management of the enterprise is divided into a number of stages, which are discussed in the article. The analysis of world experience of the practical implementation of knowledge management has shown that organizations and businesses take this purpose a variety of techniques and methods. Found out that currently there are three schools of knowledge management. The methodology for the integration of knowledge in the enterprise, which is presented in the form of a diagram. The knowledge creation enterprise is carried out ways: through self-education personnel; by performing duties; tools of knowledge management. Proposed projects for the knowledge management implement in stages and characteristics of each stage. It is proved that the culture of designing the system of knowledge management should include management strategies, planning and provide for close cooperation and distribution of powers. It is concluded that knowledge management helps businesses become more competitive, reduce costs, increase the speed of making management decisions and efficiently identify the needs of consumers. The main purpose of the system of knowledge management of the enterprise is knowledge management an integral part of the work of all employees.

  • THEORETICAL PROBLEMS IN INNOVATIONS

    CORRELATION BETWEEN KNOWLEDGE MANAGEMENT AND STANDARD ISO 9001

    Innovations, Vol. 5 (2017), Issue 2, pg(s) 52-56

    Standard ISO 9001: 2015 brings some novelties which caused changes in the work of already certified organizations. Except of changes in terminology and structure of the standard, there has been a substantial change which opens up the possibility for the realization of effective quality management system. One such change is the introduction of the new standard’s requirement “7.1.6 Knowledge”, which emphasizes the obligation of establishing, maintaining and updating the knowledge of the organization.

    Knowledge has become the main driving force in society and a major success factor. Knowledge of individuals integrated into a particular entity or organization, represents the highest value and intellectual capital of the organization. Since the knowledge is the main factor of organization’s success, it is necessary to adequately organize knowledge management in order to provide sustainable development of the organization. Knowledge management is a broad multidisciplinary and complex field that is constantly evolving and represents an essential driver of innovation in organizations.

    In contrast of previous version of the standard, ISO 9001: 2015 has more requirements focused on providing knowledge and information, through which can be made the integration of knowledge management. Thus, the paper is focused on research of correlation between standards ISO 9001: 2015 and knowledge management. Accordingly, the paper gives an overview of identified techniques and ethods of knowledge management and analysis of their correlation with the requirements of ISO 9001 standard.

  • THEORETICAL FOUNDATIONS OF SECURITY

    COMPETITIVE INTELLIGENCE AND COUNTERINTELLIGENCE – MODERN TOOLS FOR GENERATING PROACTIVE CORPORATE SECURITY

    Security & Future, Vol. 1 (2017), Issue 1, pg(s) 7-10

    There are a much larger number of both present and emerging threats for modern business than ever before in history. Using only classical methods and tools for protecting the enterprises’ assets is no longer effective. More and more companies are implementing modern tools such as competitive intelligence and counterintelligence in order to survive in the new hypercompetitive global markets. Those companies strive to gain proactive knowledge for the environment in order to generate successful systems for corporate security and industrial counterespionage.