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References Manel González-Piñero et al Abrams P, et al. (1988:114: 5) The Standardisation <strong>of</strong> terminology <strong>of</strong> lower urinary tract function. Scand J Urol Nephrol (Suppl). Burgio et al (1998, 280(23):1995-2000) Behavioral vs Drug Treatment for Urge Urinary Incontinence in Older Women: A Randomized Controlled Trial, The Journal <strong>of</strong> <strong>the</strong> American Medical Association. Chesbrough, H. (2006) Open Innovation: Researching a New Paradigm, Oxford. Chesbrough, H. (2003) Open Innovation: The New Imperative for Creating and Pr<strong>of</strong>iting from Technology Harvard Business School Press. COUNCIL DIRECTIVE 93/42/EEC Of 14 June 1993, Concerning To Medical Devices. COUNCIL AND PARLIAMENT DIRECTIVE 2007/47/EC <strong>of</strong> 5 September 2007, amending Council Directive 90/385/EEC on <strong>the</strong> approximation <strong>of</strong> <strong>the</strong> laws <strong>of</strong> <strong>the</strong> Member States relating to active implantable medical devices, Council Directive 93/42/EEC concerning medical devices and Directive 98/8/EC concerning <strong>the</strong> placing <strong>of</strong> biocidal products on <strong>the</strong> market. Etzkowitz, H. (2002) The Triple Helix <strong>of</strong> University – Industry – Government Implications for Policy and Evaluation ISSN 1650-3821. Fantl et al, (1996) Urinary Incontinence in Adults: Acute and Chronic Management, Clinical Practice Guideline nº 2. Geiger, R.(2004) Knowledge and Money: Research Universities and <strong>the</strong> Paradox <strong>of</strong> <strong>the</strong> Marketplace, Stanford University Press. González de la Fe, T. (2009) Triple Helix Model <strong>of</strong> relations among University, Industry and Government: a critical Analysis. González-Piñero, M. (2009) Tecnologies Mèdiques. Una oportunitat estratègica per a l’empresa catalana. III Congrés d’Enginyeria i Cultura Catalana. Hampel, C. et al (2009) Population-Based Survey <strong>of</strong> Urinary Incontinence, Overactive Bladder, and O<strong>the</strong>r Lower Urinary Tract Symptoms in Five Countries: Results <strong>of</strong> <strong>the</strong> EPIC Study, <strong>European</strong> Urology, Volume 50, Issue 6 Hampel, C. et al, (1999:10–15) Heterogeneity in epidemiological interventions <strong>of</strong> bladder control problems: a problem <strong>of</strong> definition. BJU Int 83 Suppl 2 Hörding U, et al (1986:183–186), Urinary incontinence in 45-year-old women, Scand J Urol Nephrol 20 Martin J. (1995) The Great Transition: Using <strong>the</strong> Seven Disciplines <strong>of</strong> Enterprise Engineering to Align People, Technology, and Strategy. Lefevre F. (2000) Bi<strong>of</strong>eedback in <strong>the</strong> treatment <strong>of</strong> urinary incontinence in adults, Blue Cross and Blue Shield Association. Leydesdorff, L A, (2003:201-204) Methodological Perspective on <strong>the</strong> Evaluation <strong>of</strong> <strong>the</strong> Promotion <strong>of</strong> University- Industry-Government Relations.Small Business Economics 20 (2),. Ouslander et al. (1982), Urinary incontinence in elderly nursing home patients, The Journal <strong>of</strong> <strong>the</strong> American Medical Association. Porter M. (1985:64- 66) Competitive Advantage: Creating and Sustaining Superior Performance. Portnoi, V.A., (1981: 23:151-154) Urinary incontinence in <strong>the</strong> elderly. Am. Fam. Physician. Resnick NM. (1998; 280:2034 5) Improving treatment <strong>of</strong> urinary incontinence. The Journal <strong>of</strong> <strong>the</strong> American Medical Association. Rubiralta M, (2007:27-41) La transferencia de la I+D en España, principal reto para la innovación, Economía Industrial, nº 366. Rubiralta M et al. (2003), Nuevos mecanismos de transferencia de tecnología: Debilidades y oportunidades del sistema español de transferencia de tecnología. Madrid, COTEC. Solé Parellada, et al. (2006:66-83) Valorització de la recerca a la universitat: és útil la recerca més enllà de les publicacions que fan els investigadors? Coneixement i Societat: Revista d’Universitats, Recerca i Societat de la Informació, nº 12, Tinetti, M. E., et al. (1995:1348–1353). Shared risk factors for falls, incontinence, and functional dependence unifying <strong>the</strong> approach to geriatrics syndromes. Journal <strong>of</strong> <strong>the</strong> American Medical Association, 273,. Wagner TH, et al (1998;51:355–61) Economic costs <strong>of</strong> urinary incontinence in 1995. Health Services and Policy Analysis Program, School <strong>of</strong> Public Health, University <strong>of</strong> California at Berkeley 340
Managing Knowledge-Intensive Centers for Research, Experimental Development and Application <strong>of</strong> Scientific Discoveries - <strong>the</strong> Biggest Challenge <strong>of</strong> Knowledge Management <strong>of</strong> <strong>the</strong> 21st Century Nebojsa Graca 1 and Ana Lucija Gojakovic 2 1 Independent scientific researcher, Belgrade, Serbia 2 Independent economic researcher, Belgrade, Serbia graca@svestizdravlje.com ana.lucija@svestizdravlje.com Abstract: Previous Knowledge Management research has shown that knowledge, <strong>the</strong> way available knowledge is used, as well as speed <strong>of</strong> acquiring new knowledge, have a considerable influence on competitive advantage <strong>of</strong> contemporary companies. A deficiency in <strong>the</strong> field <strong>of</strong> Knowledge Management was dicovered in Knowledgeintensive companies within domains <strong>of</strong> research and development acitivities, and application <strong>of</strong> acquired results during production <strong>of</strong> new products and provision <strong>of</strong> new services based on absolutely new knowledge (scientific discoveries). In o<strong>the</strong>r words, <strong>the</strong> above mentioned deficiency manifests itself during transformation <strong>of</strong> absolutely new knowledge into a newly developed value resulting from scientific and research work - <strong>the</strong> intellectual capital. Considering that knowledge - a base model <strong>of</strong> economic development <strong>of</strong> <strong>the</strong> 21st century, is based on intellectual capital, a question how to remove <strong>the</strong> essential deficiencies <strong>of</strong> Knowledge Management in Knowledge-intensive companies which can be viewed as unique factories for „production“ <strong>of</strong> absolutely new knowledge, needs to be asked? In o<strong>the</strong>r words, how can we connect <strong>the</strong> „production“ <strong>of</strong> knowledge and market demand in order to create a value which can be valorized on <strong>the</strong> market? If coefficient <strong>of</strong> intellectual value added is <strong>the</strong> most significant indicator <strong>of</strong> business performance <strong>of</strong> Knowledge-intensive companies, ano<strong>the</strong>r question needs to be asked. How can we manage <strong>the</strong> intellectual component <strong>of</strong> a business <strong>of</strong>fer (intellectual material) efficiently and effectively, considering that this intellectual material represents knowledge in <strong>the</strong> process <strong>of</strong> its „production“ from a phase <strong>of</strong> elementary, applied and developmental research and market placement in <strong>the</strong> form <strong>of</strong> apsolutely new products and services while providing total quality which surpasses clients’ and competitors’ expectations - Total Quality Management? In our work we also show that knowledge based on scientific research, represents <strong>the</strong> most pr<strong>of</strong>itable investment, covert competitive advantage to its owner and unlimited resource for continuous positive economic results. This is how we confirm, that intellectual capital based on knowledge, justifies its dominant participation <strong>of</strong> about 77% <strong>of</strong> society’s total capital according to <strong>of</strong>ficial reports <strong>of</strong> <strong>the</strong> World Bank. Keywords: knowledge;research;development;knowledge-intensive;management 1. Introduction At <strong>the</strong> transition from one century into ano<strong>the</strong>r, a certain number <strong>of</strong> companies showed an interest into transformation <strong>of</strong> <strong>the</strong> existing way <strong>of</strong> business operations. Numerous economic researchers and analysts in <strong>the</strong> field <strong>of</strong> management and organizational studying agree with this statement. Therefore, Morgan believes changes represent natural condition <strong>of</strong> a company. The first change refers to <strong>the</strong> transition <strong>of</strong> conventional economy into knowledge economy. Knowledge economy has induced change <strong>of</strong> development concept. Concept <strong>of</strong> <strong>the</strong> sustainable development is replaced with absolutely new concept <strong>of</strong> development based on intensive knowledge. Optimal control <strong>of</strong> exhaustable resources (declarative knowledge as a synonim for exhaustable resources) has shown its incorrespondence in comparison to an authorized concept <strong>of</strong> <strong>the</strong> unlimited development based on absolutely new knowledge (Graca, 2010). Observed from <strong>the</strong> angle <strong>of</strong> knowledge economy, company <strong>of</strong> <strong>the</strong> 21st century represents syn<strong>the</strong>sis <strong>of</strong> <strong>the</strong> three types <strong>of</strong> resources: material, human and intangible resources (Stewart, 1997). Appearance <strong>of</strong> <strong>the</strong> intangible resources have also conditioned appearance <strong>of</strong> so called s<strong>of</strong>t organizations. S<strong>of</strong>t organizations gradually replaced conventional organizations, changing <strong>the</strong> business operations paradigm. Changing <strong>the</strong> business operations paradigm has influenced change <strong>of</strong> managing and developing functions in companies. According to <strong>the</strong> traditional concept, management is defined as an ability <strong>of</strong> individuals to do business with and by means <strong>of</strong> people within four stages: planning, organizing, leading and controlling. According to <strong>the</strong> knowledge management concept, manager is a person responsible for his knowledge and knowledge <strong>of</strong> his subordinates. In <strong>the</strong> new business ambience, term knowledge-intensive becomes a synonim for companies which have tendency towards creation, maintaining and enlarging collective knowledge balance. Knowledge-intensive companies 341
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Proceedings <stron
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Contents Title Author(s) Picture <s
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Title Author(s) Picture of<
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Volume Two The Influence of
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The Symbolic Innovation of<
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Biographies of <st
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Jan Pawlowski works as Prof
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in academia. He holds the</
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Biomedical Engineering Research Cen
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Mathematics and Ph
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Thi Hai Hang Nguyen is a lecturer a
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Dan Savescu graduate TCM Faculty, p
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Teaches Business Computing and Stat
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Abdallah Al-Shawabkeh, Alexander K<
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Table 1: Inn-KM approach contents 2
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Knowledge Dynamics and Organisation
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Eckhard Ammann We distinguish three
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Eckhard Ammann quality dimension ar
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Eckhard Ammann The second cycle, Cy
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Figure 7: Supervised learning-by-do
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Identifying and Ranking the
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Manouchehr Ansari et al users <stro
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2.5 leadership and strategy Manouch
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Manouchehr Ansari et al conducted s
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Serious Games in the</stron
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Albena Antonova and Anandasivakumar
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Albena Antonova and Aniko Csepregi
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Seyed Esmaeil Asgharpour and Gholam
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Attitude of Senior
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4.5 Comparative Advantage Seyed Esm
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Contextual Adaptive Visualization E
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Xiaoyan Bai, David White and David
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Simona-Clara Bârsan, Mihaela-Georg
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2.4 Rights transfer Simona-Clara B
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A Framework for the</strong
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Leila Beig et al Additionally, Wei
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Leila Beig et al The proposed KM au
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Leila Beig et al source context Ele
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Leila Beig et al Figure 1: Learning
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Leila Beig et al Figure 3 visually
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Leila Beig et al based on collectiv
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Experiential Knowledge Creation Pro
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Didiosky Benítez et al Figure 1: E
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Didiosky Benítez et al meanings ac
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Didiosky Benítez et al In previous
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Didiosky Benítez et al Academic p
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Pavel Bogolyubov Figure 1: number <
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4. Results and discussion Pavel Bog
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Pavel Bogolyubov Knowledge Manageme
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Pavel Bogolyubov Table 3: Countries
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Pavel Bogolyubov McNamee, R. C., N.
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Ettore Bolisani, Francesca Gambarot
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Table 2: Synthesis
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Ettore Bolisani, Marco Paiola and E
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Strategies for Increasing Knowledge
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Constantin Bratianu, Adriana Agapie
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Klaus Bredl, Amrei Groß and Jane F
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Camelia Burja and Vasile Burja Appr
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∀ , i ≥ 0 v u i where: ui repre
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Camelia Burja and Vasile Burja Tabl
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Camelia Burja and Vasile Burja info
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Camelia Burja and Vasile Burja Jack
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Adriana Schiopoiu Burlea With respe
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Adriana Schiopoiu Burlea 3. ESF rol
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Adriana Schiopoiu Burlea In <strong
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3.2 Discussions Adriana Schiopoiu B
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Adriana Schiopoiu Burlea Nonaka, I.
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Simon Cadez and Vlado Dimovski with
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Simon Cadez and Vlado Dimovski scho
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Simon Cadez and Vlado Dimovski It i
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Why Should I Share my new ideas? Cu
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Francesco Calza, Rossella Canestrin
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José Manuel Cardenas and Mauro Spi
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Vincenzo Cavaliere and Daria Sarti
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National Knowledge Management Strat
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Behiye Çavuşoğlu and Mustafa Sag
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Implementing a work-life balance cu
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Juan-Gabriel Cegarra-Navarro, Mª E
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The Influence of R
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Huei-Fang Chen and Yi-Wen Lin outco
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3.2.4 Knowledge-sharing Huei-Fang C
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Huei-Fang Chen and Yi-Wen Lin that
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Huei-Fang Chen and Yi-Wen Lin Hair,
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2.1.2 Social capital Marguerite Cro
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Marguerite Cronk 2.3 Social capital
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Marguerite Cronk Figure 4: The rela
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An Exploratory Study of</st
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Françoise de Viron, Thomas Lederer
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4.1.2 The researchers Françoise de
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The Application of
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Nasser Easa and Robin Fincham 3. Th
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Nasser Easa and Robin Fincham knowl
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Nasser Easa and Robin Fincham <stro
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Network Management as a way to Mana
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Eva Eckenhofer An
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Eva Eckenhofer par
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Initiation Configuration Interessem
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Eva Eckenhofer Eve
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The Essence of Kno
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Emmanuel Innocents Edoun and Valden
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4. Case study and analysis Emmanuel
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2. The PUS-project Anandasivakumar
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Anandasivakumar Ekambaram and Agnar
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Jamal El-Den and Xin Zhou This rese
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Jamal El-Den and Xin Zhou 5. After
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Jamal El-Den and Xin Zhou includes
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Jamal El-Den and Xin Zhou Boyce, C.
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Tiit Elenurm development visions. C
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Tiit Elenurm companies the<
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Tiit Elenurm their
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References Tiit Elenurm Accorsi, F.
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Isaac Enakimio and Abdallah Al-Shaw
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Page 316 and 317: A proposed Framework for Discoverin
Page 318 and 319: 2.3 Knowledge mapping Mohamad Ali F
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Page 324 and 325: Knowledge Workers: A Typology Frame
Page 326 and 327: Jiří Franek and Eva Grublova crea
Page 328 and 329: Jiří Franek and Eva Grublova Know
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Page 342 and 343: Charles Gagné et al This paper pre
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Page 346 and 347: Charles Gagné et al intermediary d
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Page 368 and 369: Nebojsa Graca and Ana Lucija Gojako
Page 374 and 375: creating new, added, essential qual
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Page 384 and 385: Receive suggestions Compare suggest
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Page 388 and 389: David Grosse Kathoefer and Jens Lek
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Page 398 and 399: Individual Level Influencers on Tac
Page 400 and 401: Claire Gubbins et al that such know
Page 402 and 403: Claire Gubbins et al 3.2 Individual
Page 404 and 405: Claire Gubbins et al “my thing wi
Page 406 and 407: Claire Gubbins et al Cabrera, A., C
Page 408 and 409: Oscar Guerra and Janeth Rojas Accor
Page 410 and 411: Oscar Guerra and Janeth Rojas Figur
Page 412 and 413: Why does knowledge transfer process
Page 414 and 415: 3.7 Monitoring and control Oscar Gu
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Understanding Personal Knowledge De
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Markus Haag and Yanqing Duan In ord
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Markus Haag and Yanqing Duan 4.2 In
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Markus Haag and Yanqing Duan have a
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Chaordic Knowledge Management - Shi
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Frank Habermann, Jörg Fehlinger an
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Intellectual Capital in Universitie
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Meliha Handzic and Kursad Ozlen rep
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Table 3: Opinions about Human Capit
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Meliha Handzic and Kursad Ozlen How
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Developing a Knowledge Strategy Usi
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Harold Harlow knowledge to create c
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3.1 TKI Regression results Harold H
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Harold Harlow of <
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Understanding the
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3.1 Acquire Ciara Heavin and Freder
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Table 3: Distribution of</s
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Ciara Heavin and Frederic Adam Trav
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Ciara Heavin and Frederic Adam Tabl
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Ciara Heavin and Frederic Adam prov
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Key Knowledge Sharing Points: Explo
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Tore Hoel and Jan Pawlowski identif
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Tore Hoel and Jan Pawlowski The arc
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4.2.1 Discussion - Case 2 Tore Hoel
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Using Web 2.0 Technologies to Suppo
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Marta Infante Abreu, Florian Mat<st
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Pamela Chidiogo Izunwanne 2. Knowle
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Pamela Chidiogo Izunwanne use <stro
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Pamela Chidiogo Izunwanne 5.3 Organ
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Pamela Chidiogo Izunwanne Davenport
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Thomas Janke room for communication
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Thomas Janke 4. Reference implement
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Thomas Janke The rule states that w
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Thomas Janke Softw
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Towards a Detailed View on
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Vincent de Jong and Remko Helms Fig
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4.1 Case study setup Vincent de Jon
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Vincent de Jong and Remko Helms The
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Vincent de Jong and Remko Helms mak
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Vincent de Jong and Remko Helms Man
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Claudia Jooß et al at RWTH Aachen
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Claudia Jooß et al Regarding <stro
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Claudia Jooß et al learning (cf. B
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Expert Knowledge: Does it Help or H
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Selvi Kannan are people who have ex
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Selvi Kannan Amabile (1983) states
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Selvi Kannan American Task Force, R
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Integration of Kno
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Eva-Maria Kern et al Figure 1: Rela
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Eva-Maria Kern et al identification
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Eva-Maria Kern et al be gat
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Eva-Maria Kern et al For visualizin
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Knowledge Management Practices (KMP
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Radwan Kharabsheh, Ihab Magableh an
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Knowledge Management Across <strong
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Aino Kianto, Tatiana Andreeva and X
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5. Conclusions Aino Kianto, Tatiana
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Facilitating Knowledge Sharing in V
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Andrea Kő, Péter Fehér and Krisz
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Esther Lage et al
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Esther Lage et al
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Esther Lage et al
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Esther Lage et al
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Monique Lortie and Lise Desmarais e
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Monique Lortie and Lise Desmarais 3
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Monique Lortie and Lise Desmarais I
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Monique Lortie and Lise Desmarais D
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Halimah Abdul Manaf, Steven Armstro
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Anca Mândruleanu teams, networks a
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Anca Mândruleanu organization and
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Anca Mândruleanu Griffin, R.W., Mo
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Simone Manfredi, Domenico Celenza a
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Modelling Knowledge Sharing Into a
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2 masseurs ; Virginia Maracine et a
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2.1.1 SNA - the co
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Virginia Maracine et al mapping <st
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Virginia Maracine et al Which are
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Objective 1 - Mapping of</s
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From Knowledge Acquisition to Knowl
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Peter Marshall and Damian Gordon el
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Peter Marshall and Damian Gordon kn
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2.3.4 Types of Kno
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Peter Marshall and Damian Gordon Ma
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