Proceedings of the 12th European Conference on Knowledge ...

Evgeny Popov, Maxim Vlasov and Anna Veretennikova
Studying <strong>the</strong> distribution <strong>of</strong> institutions for structural knowledge generation in terms <strong>of</strong> management
functions, it is worth paying attention to <strong>the</strong> insufficient provision <strong>of</strong> such areas as planning and control
(fig.3). A positive aspect here is <strong>the</strong> security <strong>of</strong> <strong>the</strong>se institutions in <strong>the</strong> area <strong>of</strong> stimulation. The
organization <strong>of</strong> structural knowledge generation is effected, on <strong>the</strong> one hand, by <strong>the</strong> institutions for
stimulating <strong>the</strong> structural knowledge generation, acting as a catalyst in <strong>the</strong>ir creation, but, on <strong>the</strong> o<strong>the</strong>r
hand, <strong>the</strong>ir effectiveness might be decreased by <strong>the</strong> lack <strong>of</strong> necessary norms in <strong>the</strong> area <strong>of</strong> planning,
which hinders systematic development <strong>of</strong> structural knowledge. Insufficient number <strong>of</strong> norms in <strong>the</strong>
area <strong>of</strong> control acts as a factor slowing down <strong>the</strong> creation <strong>of</strong> structural knowledge, which, in turn, does
not allow detecting mistakes in <strong>the</strong> process <strong>of</strong> structural knowledge generation.
Studying <strong>the</strong> distribution <strong>of</strong> institutions for structural knowledge generation in terms <strong>of</strong> manufacturing
functions, being <strong>the</strong> case with <strong>the</strong> functional knowledge generation, an almost total absence <strong>of</strong>
institutions in <strong>the</strong> areas <strong>of</strong> distribution and sale can be noticed. This fact explains <strong>the</strong> reason why <strong>the</strong>
structural knowledge is not able to reach <strong>the</strong> end-user partly or entirely (fig.4).
Figure 3: Distribution <strong>of</strong> structural knowledge generation in terms <strong>of</strong> control functions
Figure 4: Distribution <strong>of</strong> structural knowledge generation in terms <strong>of</strong> manufacturing functions
Operational knowledge. Generation <strong>of</strong> <strong>the</strong> operational knowledge is <strong>the</strong> area most provided with <strong>the</strong>
institutions, though quantitatively a little less provided than <strong>the</strong> generation <strong>of</strong> <strong>the</strong> structural knowledge
(33 and 31 institutions respectively).
The distribution <strong>of</strong> <strong>the</strong> institutions in terms <strong>of</strong> management functions is homogeneous enough (fig.3).
However, it makes sense to talk about bigger institualization <strong>of</strong> <strong>the</strong> operational knowledge (4
institutions).
786