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

Nebojsa Graca and Ana Lucija Gojakovic
additional (complementary, exclusive) protection in <strong>the</strong> form <strong>of</strong> <strong>the</strong> intellectual property in <strong>the</strong>
broad sense (Tacit Knowledge).
During formulating <strong>the</strong> protection plan, care must be taken that S<strong>of</strong>t IP is an imperative resource, a
property <strong>of</strong> <strong>the</strong> invaluable value. It gives <strong>the</strong> owner <strong>the</strong> most efficient aspect <strong>of</strong> protection from unfair
competition, market function <strong>of</strong> leader in <strong>the</strong> form <strong>of</strong> de facto monopoly and protection from revealing
sensitive information in <strong>the</strong> form <strong>of</strong> particular licence contracts. S<strong>of</strong>t IP represents a set <strong>of</strong> relative
rights which refer to protection from <strong>the</strong> unfair competition, trade secrets, know-how and data
exclusivsity. Protection <strong>of</strong> trade secrets represents an atypical form <strong>of</strong> <strong>the</strong> intellectual property
protection. Trade secrets represent private intellectual property <strong>of</strong> <strong>the</strong> owner. Inherent owner’s value
<strong>of</strong> <strong>the</strong> knowledge, given by trade secrets vary from country to country, different from <strong>the</strong> legal
regulative rights <strong>of</strong> <strong>the</strong> intellectual property in <strong>the</strong> narrow sense, which is incorporated into formal
conventions, providing <strong>the</strong> same protection <strong>of</strong> this type <strong>of</strong> property to <strong>the</strong> owners. Examples are Paris
Convention for <strong>the</strong> Protection <strong>of</strong> Industrial Property and Convention <strong>of</strong> WIPO, which under <strong>the</strong>
administartion <strong>of</strong> <strong>the</strong> United Nations support an organization to „induce creative activities and promote
protection <strong>of</strong> <strong>the</strong> intellectual property in <strong>the</strong> world“. Therefore with regular balance at <strong>the</strong> relation
protectable-unprotectable ownership, knowledge management must secure a safe position to <strong>the</strong>
company if <strong>the</strong> employees with Tacit Knowledge and experience leave <strong>the</strong> company. How <strong>the</strong>
knowledge managers will manage knowledge in a knowledge-intensive companies will depend on:
relation <strong>of</strong> Explicit and Tacit Knowledge in <strong>the</strong> ICP,
erudition and responsibility <strong>of</strong> managers, and
feeling <strong>of</strong> responsibility and belonging <strong>of</strong> each individual to <strong>the</strong> collective (Graca,2010).
The fourth stage <strong>of</strong> <strong>the</strong> research work - intensive development <strong>of</strong> <strong>the</strong> knowledge-intensive companies
At <strong>the</strong> last stage <strong>of</strong> <strong>the</strong> research work <strong>the</strong>re is a strategy <strong>of</strong> managing intellectual property portfolio
within which attention is directed towards <strong>the</strong> following priorities:
<strong>the</strong> first step - forming <strong>of</strong> <strong>the</strong> ICP is in <strong>the</strong> competence <strong>of</strong> <strong>the</strong> IC Managers and Knowlege
Managers. At this stage a number <strong>of</strong> Knowledge Managers are educated for managing <strong>the</strong> brand;
<strong>the</strong> second step - forming conditions for transfer from a conventional to a s<strong>of</strong>t organization;
<strong>the</strong> third step - acquiring and maintaining <strong>of</strong> <strong>the</strong> leading domination achieved by permanent
development within a knowledge-intensive company founded on <strong>the</strong> intellectual capital.
Based on <strong>the</strong> previously stated, a conclusion can be made that permanetly intensive development <strong>of</strong>
<strong>the</strong> knowledge-intensive compnies represents at <strong>the</strong> same time personal and pr<strong>of</strong>essional philosophy
and orientation <strong>of</strong> all <strong>the</strong> employees, by which <strong>the</strong> feedback process <strong>of</strong> creating added value <strong>of</strong>
knowledge as a whole is achieved.
2. Concluson
Key economic and developing resource <strong>of</strong> <strong>the</strong> modern economy represents knowledge. New
paradigm <strong>of</strong> economy based on knowledge brings creative individuals (Knowledge Managers) into <strong>the</strong>
centre <strong>of</strong> a company’s interest, considering that in contemporary conditions <strong>of</strong> business operating,
knowledge, innovations and scientific discoveries are „condicio sine qua non“ <strong>of</strong> a knowledgeintensive
company. A new researches <strong>of</strong> <strong>the</strong> leading economic analysts in <strong>the</strong> field <strong>of</strong> <strong>the</strong> intellectual
capital indicate that intellectual capital represents 80-90% <strong>of</strong> <strong>the</strong> total value and it is a typical
ownership form <strong>of</strong> consulting companies. Knowledge-intensive companies and holders <strong>of</strong> managing
functions have become a central subject <strong>of</strong> economic researches. Why? First, it is interesting to
explore companies which for its basic activity have businss operations on <strong>the</strong> basis <strong>of</strong> permanent
research and development. Second, in <strong>the</strong>se organizations basic determinant <strong>of</strong> capital is not money
any more and securities, but intensive knowledge. And third, knowledge as a predominant part <strong>of</strong>
capital manifests permanently-intensive form <strong>of</strong> quality and uniqueness. Competitive advantage <strong>of</strong> <strong>the</strong>
knowledge-intensive companies depends on great number <strong>of</strong> factors which are different from factors
<strong>of</strong> successfulness <strong>of</strong> conventional companies. These are <strong>the</strong> following developing factors:
transfer <strong>of</strong> imperative knowledge and intellectual performances,
orientation towards pr<strong>of</strong>essional development <strong>of</strong> clients,
high level <strong>of</strong> corporative culture,
development <strong>of</strong> new products and services,
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