How not to lose valuable know-how in an industry?

• Autorzy: Kunert Oliwia

Identyfikatory

DOI

10.20858/sjsutst.2019.105.11

• Języki publikacji: EN

Abstrakty

EN

Know-how belongs to the intangible assets of enterprises. They are defined as information consisting of verified in practice technical knowledge and skills in goods trade (which are not covered by patents) allowing the entrepreneur to achieve a competitive advantage. Intangible assets are currently the key resource of enterprises, within which innovative competencies are included. They are not visible in the balance sheets of companies, they do not grow in proportion to property investments and do not yield to ownership. They have a spatial dimension of a special character, and they create the intellectual capital of the organisation, which along with the acquired knowledge, using active growth factors, can gain the ability to process innovations and act towards the development of the organisation. However, this is not always the case, hence, the attempt to answer the question of how not to lose valuable know-how in an industry. The conducted surveys among enterprises providing services for the industry have shown that they have innovative potential. This means that not only the industry and its development may affect the service sector and its performance, but the reverse - the service sector may influence the demand of the industrial sector. The article presents the potential for innovation growth with the employees’ own knowledge.

Słowa kluczowe

EN

industrial enterprises; know-how; acquisition and loss knowledge

PL

przedsiębiorstwa przemysłowe; know-how; zdobywanie i utrata wiedzy

• Wydawca: Wydawnictwo Politechniki Śląskiej
• Czasopismo: Zeszyty Naukowe. Transport / Politechnika Śląska
• Rocznik: 2019
• Tom: z. 105
• Strony: 125--137
• Opis fizyczny: Bibliogr. 11 poz.

Twórcy

autor

Kunert Oliwia

• Polish Air Force University, ul. Dywizjonu 303, 3508-521 Dęblin

Bibliografia

• 1. Ferenc R., O. Kunert. 2011. Innovative strategy construction for a capital goods producer. Monographs of the Lodz University of Technology.
• 2. Ferenc R., O. Kunert. 2013. MeRKI-U: a method for research and development in the industry. Foundation for Competence Promotion Lodz.
• 3. Grudzewski W.M., I.K. Hejduk, A. Sankowska, M. Wańtuchowicz. 2007. Managing trust in virtual organizations. Warsaw: Difin.
• 4. Jacyna-Gołda I., M. Kłodawski, K. Lewczuk, M. Łajszczak, T. Chojnacki, T. Siedlecka-Wójcikowska. 2019. “Elements of perfect order rate research in logistics chains”. Archives of Transport 49(1): 25-35. ISSN 0866-9546.
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• 6. Kunert O. 2011. Competencies of the polish manager. In: Competencies as a constituent of the success of a modern company. Published by Foundation for Competence Promotion Lodz. P. 17-25.
• 7. Kunert O. 2016. “The role of logistics in creating company value”. ZN WSOSP 2(29): 39-53.
• 8. Musenga F. Mpwanya, Cornelius H. (Neels) van Heerden. 2015. “Perceptions of managers regarding supply chain cost reduction in the South African mobile phone industry”. Journal of Transport and Supply Chain Management 9(a176): 1-11. ISSN: 2310-8789.
• 9. Penc J. 2007. Innovative Management Controlling Changes in the European Integration Process. Lodz: WSSM.
• 10. Serenko A., N. Bontis. 2004. “Meta-Review of Knowledge Management and Intellectual Capital Literature: Citation Impact and Research Productivity Ranking”. Knowledge and Process Management 11(3): 185-198.
• 11. Stachowicz J. 2007. “Social Networks in the Processes of Social/Entrepreneurial Capital Building as the Determinant of Development of Contemporary Regions”. Paper presented during the Clusters & Regional Development Workshop, IDEGA-USC. Santiago de Compostella, Spain.

Uwagi

PL

Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2020).