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

Dan Săvescu, Mihaela-Georgia Sima and Simona-Clara Bârsan
"Victor Jinga" industrial high school – Săcele;
Forum A+ Association – consultancy in accessing <strong>European</strong> funds;
Romanian Association for Technology Transfer and Innovation – AroTT;
SC Real Project SRL- design, business consultancy;
SC BRUMM SRL- consultancy in regional development and innovative management;
SC Metromat SRL- ISO metrology, measuring equipments;
SC KG Clean Energy SA- clean energy equipments;
Cristian Radu – expert.
What were <strong>the</strong> main achievements up to now? First <strong>of</strong> all, a whole dead industry was partially brought
to life. Throughout <strong>the</strong> cooperation with <strong>the</strong> university, several research projects were written and
financing was obtained.
Using that money, <strong>the</strong> new management team, was able to put toge<strong>the</strong>r a viable working plan and
restructured Electroprecizia.
It took time and effort, but things are functioning better now.
The results began to show: people were hired again, unimploiment in Sacele area decreased, wages
were a little raised and machines were bought, but this time toge<strong>the</strong>r with <strong>the</strong> necessary instructions
for those using <strong>the</strong>m.
These are <strong>the</strong> tangible results so far.
Besides that, through cooperation with o<strong>the</strong>r companies and <strong>the</strong> university, new research products
were forecasted to be made. If registered, innovation will become intellectual property and produce
fur<strong>the</strong>r pr<strong>of</strong>it.
4. Conclusions
The application <strong>of</strong> knowledge management models in regional development is possible only with an
adjustment <strong>of</strong> <strong>the</strong> vision from <strong>the</strong> perspective <strong>of</strong> <strong>the</strong> new entity. The regional specificity leaves its mark
on <strong>the</strong> modality that can apply <strong>the</strong> concepts developed at <strong>the</strong> level <strong>of</strong> a single organization.
Fortunately, <strong>the</strong> knowledge management models have good adaptability to structures that can be
designed as networks <strong>of</strong> entities that are in collaboration and knowledge transfer relationships.
Nonaka’s model can be successfully used for designing strategies <strong>of</strong> knowledge creation at regional
level. The main adaptation required by <strong>the</strong> proposed concept is to identify <strong>the</strong> entities involved in
creating <strong>the</strong> flow <strong>of</strong> knowledge as organizations or individuals.
The hypo<strong>the</strong>sis that <strong>the</strong> original model starts from is to conduct organizational knowledge creation
processes within a community led by certain social institutions. The social concept interferes with <strong>the</strong>
knowledge creation processes, thus orientating <strong>the</strong> perception upon <strong>the</strong> relations between individuals.
The networks interconnected by regional actors represent such a community form that can govern
itself. They also represent <strong>the</strong> large communities having common practices <strong>of</strong> such kind as to create
knowledge at regional level.
The intellectual capital model applied at organization level can be transposed so as to reflect <strong>the</strong>
development and competitive potential <strong>of</strong> a region.
Therefore, for a certain region, to be competitive means to:
be aware <strong>of</strong> <strong>the</strong> reasons for being in a competition;
be able to develop strategic processes that put toge<strong>the</strong>r various visions and strategies belonging
to <strong>the</strong> actors <strong>of</strong> its framework;
be able to mobilise resource and capacities and to develop o<strong>the</strong>r new ones;
be able to connect to knowledge production networks;
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